GitLab AMA & Q&A's, 1 Apr 2020

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From YouTube: GitLab Sales Kick Off 2020: Product Strategy & Vision with Q&A

Description

Presentation: https://bit.ly/2XbaWAj
GitLab Handbook: https://about.gitlab.com/handbook/sales/training/SKO/#sales-kick-off-2020

A

I'm mark Potok vp of product strategy, I've been a kid lab for almost four years now, I'm really psyched to be here, which I thought was the first sales kickoff. But as we just found out, there was another sales meeting before so. I may not be the first, but it's definitely the best sales kickoff we've had right.

A

I'm really psyched to be here because I get to talk about the product strategy and vision and and obviously that's near and dear to my heart, but I hope. It's also really important for you guys as well, and we just heard from Sid and Michael some really great updates about the company and get lab the company. My personal favorite, 100 million arr huge huge milestone. You know we've been at unicorn for a while and that's a pretty amazing achievement already, but that's that's really about what investors.

A

You know how much money they give us, how much they value us err, our is about what customers, how much money they give us, and that is so much more important and a hundred million ARR is telling us that we're actually delivering really really great customer value that what we've built means something to them.

A

So we're going to talk a little bit more about what we've built with gitlab the product, alright, so for Prague strategy and vision, I'm gonna! Kick it off talking about a little bit where we are today and then go into the future. Talking about where we're looking at. You know three years from now or through our long term vision. Then I'm gonna drop it down a little bit talk about the one year plan and to do that.

A

I'm gonna bring a bunch of product folks on the stage to talk about where we're, putting our investments and then there's a couple special topics and then we're gonna save some time for Q&A. So think about your questions. While I'm going through all this stuff.

A

So we all know software is eating the world and DevOps is transforming how companies deliver that software, but the problem with most DevOps tool change is that they're, just not solving enough I mean we're already investing billions in this or our customers are investing billions, but there's so much waste and overhead, and ultimately, just people are disappointed with what they're doing- and this is the problem right here. It's the DevOps tool chain right.

A

How many things do you have to string together to make you know to form your DevOps tool chain and when you think about everything you need from planning a project through creating the code testing it packaging up, deploying it configuring the infrastructure, monitoring and production, securing it I mean that's just a ton of stuff and chaining. These tools together comes at a real cost integration complexity.

A

This is the tool chain crisis, so you need people dedicated to design, build and maintain these integrations and those integrations are really brittle and fail, and worst of all is that the tool chain reinforces silos because different teams are using different software's. They can't communicate well together and breaking down. The silos was the whole point of DevOps in the first place so seeing this gitlab has evolved, we went from a single product for developers to a single product for DevOps source code management. Ci meets continuous delivery and monitoring, but did we stop there?

A

No, of course not it's not enough to do some DevOps. We made a complete devops platform, all delivered as a single application, with management across the lifecycle, application, security testing and now even application. Runtime defense by using gitlab teams can now work out of the same application to manage their develops practices and people who were previously managing tool chain.

A

Innovations can now focus on tasks that had real value to the business, and this enables you to enjoy a single platform with a single data model which is simple and secure and enables constant collaboration and transparency, and when we say it's a complete DevOps light platform, we really do mean complete in almost every category on this slide would be a whole product at another company and yeah you'd have to stitch all those different products together so break the tool chain crisis and provide a single tool that everyone can use so that we can all collaborate together and with so much breads gitlab can help customers replace expensive and disjointed tools and gain new capabilities.

A

They've never seen before, or never been able to do before, because we're taking a single app approach, making things like seamless collaboration, real-time feedback and fully integrated security testing a reality, and when we explain this vision to customers, they all get it and oftentimes they'll say they have. This sounds great. You can help me, but my journey DevOps is long and your product is really broad. I mean where do I start?

A

If get lab, you don't have to lift and shift. You don't have to replace everything all at once. Customers can adopt at their own pace. You'll see the slide a few more times this week, so I'm not gonna, go into too much detail, but for now just know that we play well with others. We integrate with the tools your customers have today and let them adopt the complete DevOps platform and develops best practices on their own time.

A

So before we go any further, I want to bring back a video for Chris Hill talking about how they've positioned get lab within t-mobile.

B

I think I could go into the door of any industry right now. That's really getting dominated, or at least disrupted by software and get live, would be well positioned to help them increase their throughput.

B

In fact, I deal with this a lot within t-mobile, because there's a vast maturity sort of spectrum that each of our projects are on get lab is very helpful to people who are maybe their project is very immature, but can also allow the people who are very mature from a project or a software development life cycle perspective to also excel so I feel like there's something in the product for everybody, no matter where you are on your journey. There are many other aspects that I love about the Getae vision.

B

One is let's iterate to become the best, but we can do that with small batches. I heavily believe that small batches is a way that you can organically grow software development, software development products into industry-leading and market leading, and I think it labs because of the transparency factor, isn't afraid to say you know what we we haven't given a big investment into category X.

B

But if you give us feedback, we're willing to improve category X so that it can eventually become market leading I, think gate lab was really the silent killer when it came to see I get lab at first wasn't the best CI product in the market, but quickly with this sort of acknowledgment that it was going to take steps to get better, has helped grow the product into something that people need and desire, and love and I loved.

B

More than anything, the maturity model map that has a little heart indicator on whether or not a feature is is loved by many, because that that to me represents where get lab has just started to make an investment versus where it's made a much larger investment and its core to the product. I kind of put my career into the gate lab promise here at t-mobile, probably the biggest sponsor of it.

B

It does make sense for t-mobile right now, but from a confidence perspective and watching the amount of growth and the priorities for gate lab in terms of true ownership of their products, we're nothing but impressed that a company can move and innovate. So fast, while also keeping stability on their platform, I know that Gabe comm has been looked at like something that is in stable and I think had a rough summer.

B

I think we've gotten through most of those growing pains and we're at a place now where we are comfortable, and we do have a lot of confidence in the game team.

A

All right, so we've talked a little bit about where you lab is that today and now, let's talk about where we're going so we'll start off with our three-year strategy and some of the things that Chris just hinted out there. He talked about this this chart. We all love this chart, customers Sprocket talking. We love this. Chart. Investors love this chart. Everybody loves this chart. This is our category maturity table. It is one of the key tools we use for planning.

A

It shows our three year strategy and really even goes beyond really for our full ten-year vision. Some of these things will take a really long time, but they all build towards our or overall mission that everyone can contribute, and this is how we see that happening. This is the public page. Everyone can see it, including all of our customers competitors. Everybody can see it for each of the ten stages on here.

A

We have a bunch of product categories and for each category there's an icon showing how mature they are now, some of them we talked about and have the little hearts. Those are lovable products, those ones that customers literally use that word when they describe that product. But not everything here is lovable.

A

Some are complete, you know so the solid circles there there's solid products, but not leaders yet, and some are just viable, meaning they're of some value to some customers, but the audience is limited still and some are just minimal, meaning we've really just gotten started and some are planned, meaning that they don't even exist at all. We haven't done anything with them, but we will and we're gonna get every one of these categories to lovable like we're gonna even add more over time. This page is constantly in flux.

A

Now, how exactly do we determine what ends up on that roadmap and what we'll deliver when well? Our overall product strategy has for the next three years. It has four prongs: depth, breadth, personas and application types first, prong is depth and iteration is one of get labs core values and for product development. That means we ship a lot of minimum viable changes. You know the smallest thing you can deliver.

A

That will actually deliver some functionality, but investing in depth means going beyond the MVC and producing minimum lovable features, getting all the way to the point where customers will actually say they love that feature or the category so take all the categories that are viable today, make them complete and take all the categories are complete and make them loveable. Take all the categories are loveable, make them even more loveable.

A

That's what depth means for us now for source code management and CI, we're already leaders in the market and will continue to invest, to keep our leadership and make sure you've got a strong place to start selling with customers. The next three areas we're gonna, build up our project management, things like issue tracking and issue boards, and continuous delivery, and release automation, so continuing to invest in deploying to kubernetes, but really helping everyone automate their delivery and release processes.

A

I'm an application security testing, we've added so much already in the past years, with static and dynamic application security testing dependency scanning, but we're gonna continue to in all those areas and more now the next prong is Brett's and for bread. We're taking all the brand-new planned categories as well as the existing but minimal categories and making them viable until it's viable. It's still just bread and well. Some of these categories are pretty far out in terms of the customer journey.

A

We're investing now is that we're ready when the customers get there the last so that covers depth and breadth. The last prong here or the third prong sorry, is to expand the personas or the people we designed for now. We've started down the path of making developers, security, professionals and operations, professionals as first-class citizens on our platform, letting each person have a unique experience tailored to their needs.

A

We want --get lab to be the main interface for all of these people show up to work start your day, load up, get lab and that's already happening for some people, but there are a ton of people involved in development and delivery of software, and that's the ultimate get lab vision is that everyone involved with software development delivery uses a single application so they're all in the same page with the rest of the team, we've recently launched some features for designers and soon we'll have features for product managers and we'll be expanding to the business side, with executive visibility and reporting.

A

Maybe even legal gets involved in legal review. So while we're still calling it DevOps we're really redefining what DevOps means and delivering it all as a single application, the last prong is application types.

A

Application types refers to the kinds of projects that our customers create on collab. Now, of course, we support putting anything you want in to get lab, but there's a lot of value bad on top of certain kinds of projects you know so we're great at things like static sites and cloud native web apps, there's some. We could do a little bit better on like mobile and then there's stuff in the far future, like data science and machine learning.

A

Before I jump into the next up, we're gonna have Chris Hale talk again on their customer journey at t-mobile.

B

We use it for all of our CI CD, all of our source control management, probably about 60% of package management, including Indian, maven, and then docker registries were probably at about 70 or 80 percent. We have pockets of people who use issues. It is primarily JIRA from an application lifecycle management perspective within t-mobile subject to change. Hopefully those are really the primary areas. We just started a ton of adoption on get lab pages now that game I'm calm has the ability to expose private projects.

B

A lot of teams are using that because they don't want to have a heavyweight, PCF or heavyweight kubernetes, just a host a static website that has gained a lot of traction and I think will start to replace all of these very small sort of sites. You know t-mobile still going through the transition, so I I would say we're probably about 25 percent migrated at this point and unfortunately, we still have to support the legacy platforms that are 75%.

B

I can't tell you how much empowerment shows itself when you're using the get Lab product when you're forced to go use your old legacy tools. You know we went originally the legacy platforms, doing about 90%, unplanned work every single day and about 10% planned work every single day. The amount of thrash and chaos that puts your organization through is detrimental to roadmaps, to increasing productivity and, ultimately, fulfillment. We've really turned the decision not to move to get lag into the stupid decision and- and that just happens naturally so anytime- that somebody is showing some resistance.

B

Now they just look like they're at the tractor like they're, not a team player and ultimately getting the organization into that sort of pattern has helped the the adoption process I.

A

Like that story, because it shows a relatively typical customer journey, but also highlighted a couple of things like web pages, there was like one little feature that was holding them back and as soon as we delivered that feature, it unlocked their usage of get lab pages, but other things like the their usage of JIRA, probably gonna, take a little bit more than just one feature to unlock that. So that's the kind of stuff we're dealing with and have to prioritize all the time.

A

So we've talked the long term. You know, and that and I think it's really important for everybody to understand the context of where we're going so that you understand what we're doing today, but I have a feeling you're, probably a little bit more certain. What's coming up now. What are you gonna be able to sell with them next year, so we're gonna drop it down a little bit and talk about the one year plan, so the 2020 product investments was under three big buckets, so the first is enterprise readiness.

A

This is really a tactical thing: we've got product market, fit with a ton of enterprises loving the product, but we've got a lot of friction in the system that we need to sort of you know suss out and reduce so things like more flexible authentication and authorization, better compliance related features and better performance in very large deployments.

A

The second is we're doubling down in our strengths, so we understand the customers almost always start with source codes, management and CI. So we need to continue to invest and in fact ramp up our investment there to really make sure that we maintain our lead for the so that we're best-in-class now the third investment, maybe it's a little smaller than the other two, but it's still really important for us to continue investing in the depth for the future.

A

So there's certain areas of the product that we want to drive additional depth so that we can meet the customer when they're ready, so security planning and Ops related workflows are all aligned with our overall strategy and we'll see some investments in 2020 and again, we need to be ready for when the customer gets there in their journey. So that's the themes at a high level, I'd like to invite some product experts now on the stage to dive into their specific topics and talk about the investment focus.

A

So the first is Josh come on up and talk about enterprise readiness.

C

All right, so how many of you out here have had an experience where a prospect or customer took days or even weeks to deploy an enterprise scale instance of gitlab anyone yeah a fair number, and so what we want to do when 2020 is to take that days, two weeks and shrink it down to minutes and we're gonna do that by providing an automated deployment script that can provision the reference architecture with high availability and geo in just minutes. One of the ways we can do this is we're removing a common dependency.

C

Yeah I'm excited too.

C

So one of the ways we can do this is we're removing in common dependency NFS, which has been a pain point that customers had to bring upfront and ongoing at scale as well, so that will be no longer required once we have get all tha and we're also, of course, working to improve the next step. So what do you do once you have a get I've been since up and running? You have to get all your projects and content onto it right and so we're working to improve the performance and reliability of our importers.

C

This way, our customers have a faster time to value. They can see all the amazing benefits of gitlab and all of our single application glory with less time invested and effort upfront.

C

We also for those folks in this room should hopefully have a shorter sales cycle. Because of these improvements, we also recognize that our enterprise customers have to meet compliance standards and we want to help them do that with get lab ultimate we're increased in the coverage of all the audit events and activities in get lab and we're also improving our existing access control system. Making it more powerful and more flexible, our current system has taken us a long way, but for large enterprise and for customers and regulated industries.

C

It needs to be more flexible and powerful, so we're doing that, but our customers are also, of course, building applications themselves right. Those are helping to get up, instance be compliant, but what about the applications? They're they're, creating well we're helping those cut. Our customers achieve compliance more easily with those applications they're building as well, by providing a enforcement framework within get lab to help them meet their own standards that they want to achieve for things like Sauk to and gdpr.

C

This will provide them with information directly the merge request that guides them what they have to do to achieve those standards. This will help image, have a quicker path to compliance for their own applications and get live as well and also drive significant new value and get that ultimate speaking of like at the applications our customers are building. We want to help them, build those products better and faster, we'll do that by providing value stream analytics to really within gitlab to help them understand.

C

Where the inefficiencies are and ardillas practice and help them compress that cycle time, that is so important, we're also addressing to the application types that mark mentioned earlier to help our customers, who are like game companies with large repositories or perhaps Mac and iOS and windows developers, but some tools like again improved large repository support and Mac and Windows auto scaling runners. This will help us unlock additional expansion to these groups of things. Organizations that previously may have been on a legacy solution like Chris, was mentioning earlier.

C

Chris also mentioned JIRA. We have hundreds of thousands of projects with JIRA integration turned on it's one of our most popular integrations that we have and we're making it better this year as well. We're simplifying the administration for those hundreds of thousands of projects, so you can define them at the group and the instance level, making it much easier to use and we're also surfacing much more information from gitlab up into JIRA, and so users, who are predominantly living in JIRA or looking at issues, can understand what the state of merge request is.

C

If there's a branch created and whether and where it's been deployed, this will help provide a better user experience for users of both of these products and help again migrate. Html teams who may have been on a different solution until we deliver these improvements, the user experience and last, of course, get lab comm.

C

We are making huge investments to make sure people like Chris, Hill and Tamela are successful and get lab comm we're, making organization-wide changes to prioritize availability and performance and we're also making sure all these great features like the changes to audit and compliance and improve to rollback Zess control are shipping on Caleb comm as well, and also for applications like github comm, where there's shared services, we want to make sure that enterprises have control of their data and are confident in that and we're doing that by introducing an instance within an instance feature, so they can better control that data and make sure users can't make unintentional mistakes and accidentally share things more broadly.

C

In these public environments like get lab comm, this will help more customers, be like Chris, Hill and t-mobile, save people and Savin fishin seas by running on Assaf service and help us win and unlock these customers who would prefer to have sass as opposed to self managed. So that's what we're doing for our prize readiness, we're super excited for this year and I'll pass it back to mark.

A

Thanks Josh, that was great, I'm sure I'm, not the only one looking forward to some of those improvements, giving someone a friction out system getting customers up to speed installed and I'm, just beat faster, definitely great stuff. Next, we've got Eric up there. He's gonna talk about doubling down on our strengths.

D

Well, thanks so much mark- and it's great to be here with all of you today, I'm really excited to tell you about some of the amazing improvements we have coming to our strengths in this fiscal year. So the first thing we should do is just reinforce what our strengths are.

D

You've heard this a number of times already, but it begs repeating our strengths, our source code management and continuous integration and they're loveable by measure of our category maturity framework and there's some of the best products in the entire world in these categories and you've seen this slide before too. But it also begs repeating why is it so important for us to invest into these drinks? Well, it's because this is the entry point into the product for our customers and it's likely the entry point for you as sellers into your customer bases.

D

We see customers having great success, starting with either SCM or CI or combination of those two and then landing onto the product and realizing there's a ton of other functionality, either left or right from those two pillars. Customers will go left to pick up project and portfolio management and they'll go right to pick up things like monitoring and some of the security and defense capabilities that we have for their applications. So, let's start with SCM and talk about some of the cool things that we're going to provide this year.

D

Yes, this slide is meant to look like this: it's not a fluorophore, but smaller repositories and repositories that are right down. The fairway forget have always been a delightful experience for our customers inside of the it lab.

D

This is what the experience is. It's great. We see a lot of success here, but as our organization grows and I can't believe how big this room is. Our customers complexity is also growing we're having a lot of huge repositories coming into our sales pipelines and just a quick show of hands who kind of feels like this when they go into a conversation with a huge repository with the customer.

D

Okay, yeah, that's what I thought. So that's not a great thing right and we want to make a lot of investments to make this better. So we're going to do this by investing into partial clone partial clones an upstream get feature that we've contributed to and is also available already inside, of git lab partial clone is the ability to selectively choose which files you want to bring down to your local instance.

D

When you clone a gitlab repository, it's a it's great for game developers that want to basically check out a small portion of the code and work on that without bringing the hiss the entire history of all these binary assets for design files and other things like that.

D

We're also continue to make provements into faster cloning, and then we just released parent and child pipelines and which is really useful for mono repositories, because it helps customers segregate their pipelines to not have a whole bunch of dependencies when you just need to work on a small chunk of a repository, so this will help you win new deals with large repos and have a much better conversation when you go into those conversations.

D

We're also going to maintain our lead on top of github we're going to do this by investing at the native code intelligence, which is the ability to jump to definition and find references throughout your code base right now, github supports those five languages highlighted in the box and we're gonna support up to 24 by the end of the year, we'll also smartly assign code reviewers to merge, request and we're also working on next-gen, real time collaboration for merge requests, which will help it make a lot which will help it be a lot more efficient when people are collaborating right inside the merge request and as Josh already talked about we're going to be investing into a highly available get architecture.

D

Our customers, who are self managed to have a great experience today with how they deploy, how they configure how they install and upgrade their their deployments. But in order to use a highly available get instance, you have to use NFS, which comes with some significant performance penalties. So our customers have this awful choice.

D

Do you want a highly available architecture with poor performance, or do you want better performance with a single point of failure and I'm really excited to announce that in the next two releases, we're going to have our first release of highly available giddily yeah music laugh laugh.

D

And we know this is blocking a lot of huge deals and, in fact, based on some of our iacv ICV calculations. It may be some one of the highest ICT features that we can prioritize this year and we're going to be introducing a lot more improvements to this. We have a foundation, we believe we can build from and we'll be working on this all year. So please collaborate with us and bring us into those customer conversations as you're having them our second strength, continuous integration or CI.

D

We know that this is something that is really required for our customers to get to ultimate and also for them to deliver better products faster. We want to do this by enabling things like progressive deployments and multi-platform support for runners, as well as some of our deployment options, and we know how important compliance is to our customers, who are going to be enabling compliance options when they use gait lab releases.

D

And lastly, as we've talked about before, and we're continuing to work on our integration with hashey corpse, vault product for secrets, management right inside of gitlab.

D

And one more thing about our investment industry migrating from Jenkins. We know how important it is for our customers to easily move from Jenkins into get lab CI. In fact, if you were an in attendance at the virtual customer of eizariya board meeting last week, you heard from one of our very large customers who talked about the fact that they had to set up their own internal knowledge base to consolidate examples, templates and other documentation just to help onboard new team members into get lab CI.

D

That should be in our public facing documentation not in a customer's internal knowledge base. So we're going to be collaborating with our tech, writing teams, customer success and engineering to make that better, but also invest and deliver a lift and shift Jenkins importer in the first half of this year.

D

I'm so excited for the things their strengths are going to be getting invested into this year. I hope you are as well and thank you so much for your time.

A

Thanks Eric really great to hear how we're doubling down on our stank's there, all those things build up to make our product even more leader and keep the distance from our competition. Next up, we've got David here talk about how are going to depth on security.

E

So, just to kick us off, certainly you've come up to me. You thought the picture on Zoom coals was like hacked zoom, snapchat filter. It is actually real.

E

So when we talk about investing in his security, we're talking about bringing world class security into dedsec ops, Jellison 19, it was another record-breaking year for data breaches. There's some stats up there on the slide. That probably comes as no surprise you, but it is becoming more and more expensive to mitigate and recover from a data breach. We want our customers to write more secure code and using secure as part of their workflow they'll be able to do that to accomplish our goal. We have three main themes for this year.

E

The first is: we want to be identified as a application security testing leader. We also want to continue to help ship security left and get as close to the developers as possible, and then we want to support our customers on their journey to ultimate by allowing them to bring in their existing security tools and use them within the ultimate experience.

E

So we talk about applications. Security testing or AST Gartner has defined that as products that test applications for security, vulnerabilities they've also included six main components in their definition, and today we support three of those with our categories and those are sassed tests in dependency scanning. Our goal in 2020 is to add an additional category to support that and get us much close to that definition before I kind of dive into how we're going to get there.

E

I do want to let you know the this year's the first year, gardeners included, get lab in their ast Magic Quadrant and those results will be available later this year on the summer time and as soon as they're available we'll make it available to you to use.

E

So today, we're at a viable maturity, as Mark showed earlier, I've related to sass tasks and dependency scanning, and that gets us about 30% coverage to that definition through the course of the year, we're going to be accelerating the maturity for sass, dest and dependency scanning to complete and we're going to jump, fuzz testing from not available today to viable, and that gets us to 75% coverage on that definition. The two things remaining are planned for outside of 2020, which is mobile.

E

Security testing, as well as I believe, is their license compliance, but we will be jumping to oh I'm. Sorry was it was I. It was, I AST the interactive analysis and there we're going to focus on those after 2020. It's very exciting, be able to jump that 75% and be identified as a application security testing leader mark mentioned this. At the beginning, our focus initially was breadth. We're definitely going deep now on secure and how we're gonna get there.

E

Here's a nice picture by the way the arrow points left to help with our shift left story as well, but within sassed we're looking to expand multiple languages to support more than we do today, as well as begin to apply machine learning to be able identify, root, cause issues and help people fix their software faster and DAST.

E

I've talked to several of you and you've raised concerns about our false positive rate, we're looking to eliminate that in 2020, as well as begin to support API testing for companies that are API first and then the last one I want to highlight, for you is dependency scanning. Today we have a very limited language support, we're looking to expand that greatly as well as increase our database of vulnerabilities, so we can identify more dependencies when there are issues so shifting security left. Our goal is build a brain testing as close to the developer as possible.

E

This means allowing them to see the results. They're secure results based off their last commit, so they can see that here's, the delta code change I made and here's the security issues that may have come up from that. This allows them to work within their context, identify what needs to be addressed and then address it quickly. I want to highlight one thing so back at the beginning, when I had the data breach stats up, it was 3.9 million dollars to recover from a data breach. That was the average last year.

E

If people start testing earlier and they're able to find an issue sooner, that saves them money. Early detection is the key to being more secure company.

E

This is our EMR widget in case you have not seen it before, and we've already begun that shift left as Sid and market talked about earlier on there you can see within the context the developerworks there's a spot where they can see the security findings from that Delta change they made from their commit. Also, we introduced security gating, which means that the company can set a threshold in which a developer's allowed to merge code with a security finding and if not, they can go and get approval if it something needs to be merged.

E

For some other reason and take that risk of that security issue. Our security dashboard continues to grow. Recently, we added scoring it kind of like the collegiate scoring A through F on projects within a group, and this allows people to see which projects need the immediate attention. So they can prioritize what they're gonna fix next throughout the rest of this year, we're looking to add more historical reporting, as well as heuristics, to help them work in a risk-based model.

E

That's the most common for enterprises today, where they need to be able to prioritize what they're gonna do next and what can wait, and this does tie back to the stuff that Josh and Eric talked about, because, as we continue to grow this, that compliance component will be there as well. So they can say, hey I need to address that the stay compliant stated PCI or Sox on our customers journey.

E

So, ultimately, we want to support them as they go from whether its core or premium all the way up to ultimate our goals would be a leader, as I said earlier in ast and every category we have in secure. We want to make loveable, however, customers take could be using pretty existing tools and we want to be able to support them on that ultimate journey. What we're focused on this year is adding standard. Ap is as well as a security reporting framework.

E

So that way our CI can kick off the external tool and that external tool can send the results back in so that way, the customer and that ultimate experience can the security fundings for everything they're doing within the merger control widget, as well as on the dashboard. We want to provide a first-class experience in ultimate and we want it to be seamless for the customer, so they don't have to worry about going all the despair tools that Mark talked about earlier, and there are several okay go ahead very exciting.

E

We do have some available today, so if you look at the technology page, but there are multiple vendors who have reached out about wanting to do their integration and we're enabling them to do that without our development, you need to do that work. The last thing I just wanted to touch on. We started announcing last year or moving SAS to Korg or insecure decor, and some of you raised concerns about us diluting the value of ultimate.

E

So on the left there you can see what we're talking about bringing to courts are open source scanners and the results for those would be available in the artifact library that allows us to focus on our open source stewardship and make security accessible.

E

However, when you shift over to the right we're looking to bring an enterprise level security experience in ultimate and a lot of stuff, I've talked to you today about whether that is the merge MRR widget, the dashboard, the third-party integrations the use of machine learning to help people optimize and find their issues faster. All those things would be experiences just with an ultimate and that way we can provide that enterprise class experience. Our customers are asking for so before I hand it back to Marc.

E

I don't--all II know there's a slide, that's in the deck, that's hidden. So when you get a chance to look at that, it's the roadmap for secure and defend in this five minutes, I've only talked about secure and there's a lot of cool stuff going on with defend as well. So please look at that. If you have any questions, let us know. Thank you.

A

Thanks David, that was great. We all know Security's really important, show hands who thinks right now: security, application, security testing specifically, is already a critical part of your sales process.

A

Good good, because I think you know we should be talking to about every customer. Every customer is facing these challenges and it's already really critical and we're not even at a lovable maturity level. We've got so much to go there all right. Next up is Gabe, we're gonna, be talking about planning and how we're going on depth. There.

F

Hey: let's talk about plan I. Think the one year goal is pretty straightforward: we want to be able to compete and win against entrenched competitors, a marketplace like JIRA rally version one I'm, not even gonna ask for a show of hands about how many people have success, selling playing an enterprise scale right now, and that's our focus for this year to do that, we'll be focusing on a few key capabilities. I, don't talk about roadmaps are a pretty big deal. They provide visibility, insight up top, but also help make sure everybody's in line.

F

Every team has the same question they would ask. Are we on track and we're gonna solve for that by making a road maps more actionable by bubbling up progress, information from issues sub epics, all the way up to the roadmap view and making it really easy to drill down into problem areas so that you always know? Are we on track and are we doing what we said we were gonna do and are we making progress? I.

F

Talked to a customer a couple weeks ago, and they said if they had a better integrated requirements, management solution, it would have saved them several million dollars a few months back because of a critical player. Highly regulated industries understand the value of this, but we're taking a very modern approach where we also want to support other use cases like user journey mapping or laying out jobs to be done in tasks get labs. Single application and unified data model opens the door for really rich interactions with other stages.

F

For example, we can verify requirements during build time within the pipelines by tying back to the test cases that implement them. We can report on exceptions and surface vulnerabilities and a requirement, and we can link metrics such as user behavior or underlying performance concerns within the context of the requirement itself. I think we have enough lists and get lab so we're focusing on making this a really visual context, driven experience.

F

So it's easy to surface insights, about requirements and all the underlying systems that implement them by the way, that's ultimate only and I'll be a very big value driver there Epic's, so they've been an ultimate for a while, but they have the ability to provide a lot more value than just ultimate customers, we're bringing single-level group epics to premium as a way to drive up cells from corn starter.

F

We found that most ultimate customers use epics in the multi tier sense like traditional portfolio planning, and we don't expect that to change and we're not changing that whatsoever. But we do believe this will help provide a powerful upsell path as get lab, naturally expands within an organization I've gone through the pain of seeing customers manage their sprint and product increment planning process in spreadsheets and all of the related metrics and at paint it's painful.

F

It's really inefficient and it's my goal and art goal within plan to make that obsolete at spreadsheets op sleep writer than in the year to do that, we'll be focusing on better reporting such as surfacing team, velocity and cumulative flow diagrams, making sprints first-class objects within get lab and enabling teams to conduct product increment planning efficiently. So they feel at home. Practicing safe or less moving. Get up by the end of the year will provide native support for scrum, extreme programming and Kanban.

F

Another big ass from customers has been enforced. We're closed if four issues emerge requests, especially within larger larger organizations. Things like gated checkpoints and approval processes are really important for helping maintain standards and quality. We're gonna start working on a solution for this in the coming months, including tying workflows back in to cycle analytics and the value stream reports that we've mentioned before.

F

We found a lot of organizations currently use AHA for strategic initiatives and roadmaps, but they all have complained that they're never up to date. Teams aren't going back and updating them because of days in the different system, it's disconnected from where the devs are working on implementation issues and user stories, and we want to enable customers to set strategic initiatives within gitlab and goals so that everyone has a clear understanding on why we're doing what we're doing and what success looks like.

F

We want to be able to enable them to map initiatives and goals to the implementation roadmap with in gitlab and improve alignment and reduce the burden of maintaining status and progress reports across the spirit systems. This is a key value driver for ultimate and rail. It will enable gitlab to serve more and new personas.

A

We've got Sarah here to talk about operations.

G

Awesome I am so excited to be here today. 2020 is going to be an enormous year in the operations section, which is the configure and monitor stages so for context. We own kubernetes configuration management and monitoring application, performance, monitoring and incident management. The operation space is already occupied by a number of strong players. Splunk data dog, Red, Hat chef names. Everybody knows what this means is. We need to be simply targeted in our investment. I want to make clear that this investment will be small but strategic.

G

We are starting now so that in a year when a prospect comes, you and says get lab. We are all in on cloud native we've already built that operations platform for you within get lab to sell.

G

So, there's a few key opportunities that we're well positioned, take advantage of and full ownership devop teams developers are king, they've, more say than ever before and the tools they used to build technology.

G

But many of these DevOps transformations are hindered by a lack of IT operation skills in those development organizations, they're ready to close the gap, their culture is ready to shift, but team members simply don't have the skills to run and maintain the services they're writing code for to ease this pain, we're focusing our tools and enabling those developers to perform operational tasks alongside writing code.

G

We are uniquely positioned to be successful here to solve problems for both jobs, because we are that single application, a tool like data dog, will not be able to solve this problem because they are not that complete tool chain. Next, there's a clear winner and cloud native as an architecture that speeds up cycle time.

G

Organizations have flocked to kubernetes as a result of that, a tool we invested in well ahead of the game and finally, as you've heard many times today, our source code, management and continuous integration tools well loved well used in market are gonna form. The foundation upon which we expand into infrastructure and observability is code.

G

So where's the market today, organizations are seeking tools that help them to simplify their DevOps transformations and launch new DevOps teams get labs ahead of that market, and we can see that in our SCM and CI heritage, the markets evolving- and we know what comes next as companies become more comfortable with shipping faster and faster new concerns are going to emerge from their IT tool chains changing what they need as soon as they master CI they'll be ready to close the loop with dev SEC ops.

G

Soon thereafter, we're gonna see it be commonplace to manage their infrastructure is code. When your customers come to you and ask about container izing legacy applications or what would it take to move to the cloud to increase operational efficiencies? We will have reached cloud native. That is where get lab will shine as an Operations platform. That is where we are going to win we're not there today, but we'll be ready to meet the market when it arrives.

G

So in 2020 our mission is to drive cloud native adoption within our customers, but via tools that enable developers to where the have that operations or that DevOps engineer we're excited to work with terraform this year to provide a fully integrated experience for all of those organizations who are already managing their infrastructure is code within gate lab.

G

Additionally, we will be investing in incident management.

G

Imagine if there was just one tool an engineer on-call had to investigate while triage and incidents, starting with the incident, they could navigate to the metrics to the logs races errors that their application has thrown, which will drastically reduce time to resolution within that single application teams rooted in DevOps, who are focused on shipping fast, will need a way to efficiently feed system and application improvements back into the plan stage in operations.

G

We're laser focused on streamlining this experience so that the individuals who write and run the code can also contribute to the design and resilience of the product itself. Thank you.

A

Thanks Sara, she pointed out it's a strategic investment here in ops. Ops is one of those areas where it's it's a little farther down your customer journey, but it really ties everything together and really makes DevOps happen. Incident management where you can finally see everything happen all at once, it'll be transformative. When that happens, all right next up, we've got Sam he's going to talk about a special topic, actually hear what the growth team is up to, or what I like to say is making it easier for your customers to give us money.

H

Thanks mark so get started, I know a lot of you, probably thinking what is a growth team, we're here to simplify and automate as much as possible, so the growth team, so the sales team can continually hit it out of the park.

H

Now the growth team is made up of six core areas: acquisition, conversion, expansion, retention and telemetry and fulfillment. Now we're focused throughout the funnel so that we can continually make it easier for our users and our sales team to use get lab and make it easier for our customers to upgrade and renew.

H

Now, as we've come up to speed as a group, we've noticed, some core areas of our product are just hard to use and we want to fix that now. That starts with making it easy to sign up. So we've designed a new pricing page that focuses on jobs to be done and allows our customers to see the value that gitlab provides and combines self-hosted and.com and through our testing we've actually found. It increases the likelihood that people are gonna, select those Buy Now buttons.

H

So this isn't testing now we hope for it to be live in the coming months. Now, when someone actually clicks that Buy Now button, these are the actual steps that they have to take today to actually buy it's a lot right right, so we want to make it dead simple, for somebody to sign up for a paid, get lab account from our website and I'm excited to announce that this is live to 10% dot-com visitors today and in four screens a user can now buy get lab from our website.

H

And did you notice they don't have to go into the portal to buy now, when somebody does actually go into the portal, we want to make that a good experience for their our customers, so we're in the process right now of visually redesigning all of the pages within the customers app and increasing the usability of that app and all of these changes will be live and the next few releases.

H

Now when somebody actually goes to renew, we want to make that as easy as possible as well. So we're changing the way that our banners are structured, so they're targeted to admins. They include a call to action and they ignore, if somebody has auto renew already on so we don't annoying, bother them and that CTA will actually take them directly to the license and/or subscription so that they can renew when they get to that renewal page. We actually want to show them what they need to do to ensure that that license key doesn't error out.

H

So we're gonna provide much more information on that page, so they actually know what they should be inputting to ensure that it doesn't error out, and that includes making sure that our license counts in the app are accurate.

H

Now, when it comes said doing true ups, we also want to make it easier for you guys as well. So we've added overused, calm and self-managed license reports, new columns on the host page and an md5 search.

H

And when you're prospecting we want to make it easier for you as well, so we've added the ability to filter by C, E and E e within the version app.

H

Now, when it comes to working with free users want to make it easy for them to also see the value in our paid tiers. So I'm excited to announce that we're in the process this week of starting to explore implementing paywall States within the within the free product to show some of our most popular paid features that we'll start with by now and start trial CTAs. But we're also going to be testing adding talk to sales buttons so that you can get qualified leads directly from within the app.

H

Now, let's be honest, there's some things that we just need to fix and we're gonna do it. We've heard a lot of reports lately about licenses that we're just have errors or just not working and we're gonna fix those things. It's gonna takes a little time, but that's one of our main focuses for this year. So we'll get those fixed.

H

Now, in terms of true ups, when it comes to dot-com, we want to automate those. So what we're gonna we've started by renewing comm subscriptions at their current user count, instead of their original, which will generate millions of dollars in iacv and we're working to move towards a pro-rated model so that people are being charged, as they add users, and we can effectively eliminate dot-com. True ups.

H

Now part of our long-term vision here is this idea of cloud licensing. We want to get to a world where we have up-to-date information about our user counts and we no longer have to troubleshoot or generate license keys, we'll allow in the future we'll allow our customers to send that information to us. That will allow us to automate renewals and explore options like proration.

H

But one thing to note is that we, if a customer, is in a closed network, we'll still let them use their our current system. But we want to automate this experience for as many customers as we can.

H

And lastly, we're here to support you guys. So if you have any ideas or things you think we can improve, we can make it better for you and our customers reach out weird love to talk with you. Thanks.

A

A lot of applause in that section, it's really good to hear about greasing the wheels of commerce making things easier.

A

So there's one more special topic we want to talk about today, we heard from the priests go survey that you wanted to hear about ultimate, so we're gonna talk a little bit about ultimate here and hopefully by now you all realize that ultimate is pretty key to making the big bucks right. That's where ultimate is a big jump in price from premium, but it's also a huge jump in value. It really makes a difference for our customers for the organization's.

A

So really this segment right now is really just a plug for Cyndi Insomnia's breakout session tomorrow, I'm highly recommend y'all go there. I stole these slides from them, so you'll see them again there, but just to touch on a couple parts here so ultimate makes the customers more efficient. Alright, with insights and portfolio management, great operations features for kubernetes and incident management, and then the real kicker, of course, is security showing scan results right in a merger quest and now a security dashboard.

A

So you can understand the security of all of your projects, all at once, I mean that's that stuff's killer, but now, where are we going with ultimate?

A

So I'm personally excited about a couple items on the slide, so value stream management and compliance now value stream management, their customers are, you know, I hear from the cab all the time that they're struggling trying to understand their own cycle times, how their value goes from planning through to delivering to customers, understanding all the analytics around that and managing those processes, and we can provide that insight because we are the complete DevOps platform. So we have all that data and we can show it sort of end-to-end.

A

Compliance is also similar because you've got a complete DevOps platform. All your processes can be in there. We can help you make sure that you're compliant on those processes with government. You know issues or you know your own organization's compliance concerns. So I really love that the other thing about compliance is that while it works best, of course, if you've got the whole DevOps solution, you know the whole DevOps process and get lab.

A

You don't have to you can start smaller, so wherever you're at, if you just want to do compliance for you know where your source code comes from. Something like that, you can do that, but we'll scale with you when you're ready, so that might make it a bit of an easier sell actually for ultimate, because you don't need even CI to make it work, there's also a ton of security features coming and that I know you know our customers gonna be really excited about.

A

If you want to learn more I really do suggest you go to the breakout session and we'll have a lot more discussion there.

A

All right, so it's coming to a close I, want to say thanks again to everyone from the product team for showing us what's coming up. I can't wait to see some of these things in production test them myself. We're really looking forward to our customers getting their hands on them. So let's get the product team back out here. How much time do we have for QA? It's like 10 minutes left, so there's two mics out there. If everybody got questions step up and and form a line, if you've got any questions, how good is chairs.

A

A

I guess everybody's lined up behind rib eye Rab go ahead. Oh I.

I

Don't know I thought someone here.

J

G

I

Through the magic of radio we got turned on, so we I loved all the stuff that I heard about a one interesting thing. We've got a lot of big customers who are using a lot of microsoft products and a lot of dotnet, and we hear dotnet all the time. What are we doing about being able to get some of those people onto our stuff.

I

We want to take Kelly so.

E

I go in all talk at once, so supporting dotnet for SAS is coming out here shortly. That'll help on that side. I think some of the stuff that Eric and Josh talked about will address the other side of it. Yeah.

C

I think we're working on areas that are moving the ball floor and across a number of the stages, so I know. New get repositories. Report is coming soon, which a big for Windows developers that should be coming until that 8 I think or told that not pulled at 8 and we're also improving RVs code extension. So developers like working vs code can get some improvements there with don't come to merge requests and things like that that just shipped I think there's other areas, maybe as well in Eric stage, yeah.

D

So we've also we've also recently formed a new templates team and they're 31 I new templates team in the in the verify stage then is gonna be focused on providing content templates and, as you saw, we also are investing into you know: windows shared runners as well just scaling for those runners to.

K

A

Introduce yourself say.

K

Chris Graham I'm a Sal in the Carolinas, a really excited about the changes coming to the renewals and the true processes. That's really exciting, along.

G

With that, when a customer.

K

Goes to comm, they add a new user and we prorate. That amount is that iacv? How is that recognized for the sales teams.

H

That is a good question. I.

H

Thought I don't know where we're in the early stages of figuring out how that kind of automated process will work but I think that's something that you know will absolutely be looping in finance and the leaders in sales to make sure that you guys are taken care of fair enough yeah. A.

L

Brandon green well part of the strategic acceleration team. First of all, thank you guys so much for all the efforts that you're putting forth you're, definitely making all of our lives easier and we're excited to see where that goes this year. The question I have is more directed at Eric, the LFS stuff that you were talking about, I'm very excited about that, because I run into people there on poor force all the time, it's kind of a necessary evil right.

L

Nobody really enjoys that product, but that's what they have to use to be able to support the large binaries I'm curious from the advances that we're making pertaining to LFS. How far are we in terms of bridging that gap for being a viable solution, moving forward to to move away from it? Yeah.

D

Good question so we're actually moving away from LFS. It's a way of kind of supporting those larger repositories with large binary files. Lfs is it's an okay solutions, but it really locks you into making that design decision and which large files to put in dela. That's really at the time of project creation, because it's just really hard to move them in later or move them out later, because the way it get works, it maintains the history.

D

So if you put a file that starts small and then it gets to be really big over time and it's an LFS like guess what every time you pull in, that repository, you're grabbing the entire history of that file down as a clone, and it just doesn't work. It's not a solution that really scales, especially if you want to maintain git history, so we're moving to a partial clone based approach which lets you put everything inside of get the other problem with LFS to is. It just makes you have think.

D

There's a cognitive load there that you have to plan exactly how you want to manage this stuff and you have to maintain the port, the pointers. It's not a great experience. We think our customers should just be able to put everything in to get, and then you know if they don't want to grab that file or the history for a is a large binary file or something like that. We should let them have those options, and so today you can use parcel clone inside of git lab already.

D

So you can, you can go check out, you can say, hey, don't give me blobs or give me blobs that are like one mag or less and it already works. And then what will happen? Is you know, you'll go and you'll clone your repository and then as a secondary check.

D

If you say like hey, you know exclude blobs I didn't need if it actually needs those blobs later it'll go and grab those, and then we're also going to combine this with sparse checkout, which is really more like on the client side to help customers say, like you know, just give me like one level deep in my abstract, syntax tree or one level deep of history, and so that combined with partial clone, should really be the way that we're moving this forward is that it's the only.

L

Remote have is: is that gonna be a viable alternative, I think moving forward like in terms of getting people to make them move from perforce over to get lab over to get as a solution? Do you feel that that's like a step in the right direction, or something that is potentially gonna, be an alternative solution for those folks in the near future? Yeah.

D

I think that remains to be seen. I would I would never stand up here and say, like that's 100%, the right solution like we'd have to go and- and you know, bring us along into those into those engagements that you have if, for some reason, partial clone, isn't working or there's another I guess consideration. There we'd have to cross that bridge at that time and see if that can work.

D

But we think that from the future of how large files should work and get, we really are investing into partial clone, and it's an upstream get feature that we've contributed to heavily awesome.

L

Thank you so much yep thanks.

M

N

This is directed to everyone on the on the stage. First of all, absolutely fabulous presentation. The content is absolutely great. The question is: we've heard some wonderful things about the next 12 months and from a from a scaling perspective, how do we deliver this information to our customers and I? Have an idea?

N

Can I ask each one of you in your category owners to put together a customer-centric presentation of what you're going to be delivering over the next 12 months, so that we can begin to provide that information to our customers directly and so that we can inform them of where we're going? Otherwise, it's it's difficult for us to have a level in depth of conversation less.

N

You want us to invite you into every call that we have and that's not scalable as much as I'd, like your participation I, think, there's a better, more efficient way to go. So that's that's really. My ask.

D

I guess my response to that is I. Think we can. We can absolutely deliver something like that.

D

Yeah, so I would I would say, like I would commit to doing that, especially for all the people up here, bringing along with me, but that's.

N

Awesome the sales guy in me is now asking about. When should we expect it I.

D

Mean if there's, if there's specific things you want to know on on timeline, we can probably answer that. But to say, if we don't people I, don't have a document decision.

N

I, just the planning is really incredible and there's I didn't know much of that. So now that we have an idea of what we didn't know, it's I think our.

D

Customers will will.

N

Benefit greatly, so thank you. Yeah.

O

John May and myself, if you haven't figured out by now, revin our tag-teaming you until we just beat you in a submission for our customer request. Now, I wanted to ask actually more David around some of the things that you're doing around security. We see github and some of our competitors buying and acquiring companies, and we've always taken the approach of we build everything. So how open are we to actually acquiring versus build? Yes,.

E

I I would say we're open to acquisitions I think for secured we're kind of taking a three-prong approach. One is leveraged open source where we can next build what we need to build. That's not there and I, and then look at what we could acquire to kind of round out the portfolio. I I think the aggressive goals we have for this year.

E

Some of that's going to be mark and I talking about opportunistic acquisitions, so we can fill in the portfolio faster, but it's definitely a combination of those three I also by the way want to commit Eric to doing all of the category slides for sales by the end of the week. So expect an email.

D

P

This is Rene speaking from Germany I'm, a cell and I, also like the stuff that I've seen today and I think the customers will love to see that as well. The question I have is goes a little bit in direction of I, see a lot of stuff happening in regards of high availability, a lot of customers I'm dealing with who have on-premise or self-manage and I use, high availability or think of using it. One topic they try to achieve with that is not so much the scalability effect.

P

What backup effect and I want to point out one thing as a question: do we have something in mind of how we are going to support like really offline, backup, stuff.

C

Yeah, so we have we, we moved backup and recovery, the category into the Geo team, and so they will start working on it and moving the ball forward in the backup recovery. I know right now. The current state isn't great where it takes depending on the size of the instance, they can take hours to backup and hours to restore so they're working on improving that they haven't quite started.

C

Yet it's a new category of the team, but you wanted to make sure had an owner, and so they actually set a direction, look into it and determine a proper path forward. So it looked for improvements to backup and recovery like offline backup recovery this year, I would also say that we're also looking at improving the workflow of using geo as a hot backup. So, for example, we have customers what they want to make sure they're up all the time and and doing a maintenance window to take up backup and then test.

C

The backup and I know they'd only wait until and after that, you do not grade to bring everything back. Online is not great, and so we're also looking to have it.

C

They have geo active sort of like a warm back up as you didn't upgrade, and that way you don't have this kind of maintenance period, because you can always, if you need to, for some reason, fell back over to geo and so we're also working on having that be a happy path for larger customers who make sure they have really true zero time time, but also very low risk. On upgrades. Thank.

P

I

Hello Reb again I.

I

We have a lot of large customers who have a lot of interest in use cases of either trying to get things on TOCOM or Ofcom, or combined instances and stuff. And when you talked about importing earlier, are there any plans to do things like export and import groups or allow you to take your entire installation and put it into a group with in.com I? See that as being real key to allowing people the flexibility of moving things to where they need to go in quite a few. Our prospects.

D

Group pioneer group import/export, is the number one priority for the import team right now, I see David in the front row. Obviously, we've been collaborating very heavily with his team to do to do this for several very important strategic customers. We also recently started a working group so that we can not only get those customers migrated but also ensure that the tools that were that we're building to deliver a group I any experience, work really really well, and so you know obviously products involved there.

D

It requires Tam's and cs and professional services, but there's a number-one priority of the import team right now ahead of jenkins and a jury importer.

Q

Thank you, yep Jefferson essay for mid market. My question had to do with because we have categories and we even have the maturity levels and application types and personas.

Q

How or what's your plan or what do we have in place is parse process to ensure consistency throughout the the product, especially when adopting a language framework for customers say they use net or Python, or something like that and they're coming in to their platform is what we're selling it now right as a platform, how we're ensuring that that when they use it, it's consistent throughout the full and they can use the full of the product, the entirety of the product without just pieces like dotnet for security but yeah, we don't have a package repository.

Q

You know things like that. How are we ensuring the consistency.

C

So we have a process for UX baselines where we'll actually take we'll go through and end experience of the application type, for example, and actually said: okay, I'm, a windows, developer, I'm, doing dotnet donut framework on my core and I'm gonna, walk through all get lab and make sure we have a yeah and essentially find out where the problems are or the gaps are and then make sure we have issues that are prioritized and open to attack them and then that's the way that we'll make sure we keep an eye on the end and experience.

C

While we continue to iterate and improve the areas that we're already aware of in the various stages for these workflows,.

D

A

More question two more questions, all right.

J

Sorry Debra.

A

J

My name is Yu Chen's architect on the enterprise Wes team, it's probably mostly for David I came from the security space, so I was just a little bit curious about fuzzing. Coming up on the roadmap before I asked. I was curious. If that was due to kind of market demand, he's an implementation or you know what what role the order of operations in a particular my features head. Sure.

E

So fuzzing for a very long time is kind of like a dark art that hackers used.

E

I won't commit our admit that I had used it in the past that way my career, but, as suppose things mature over the last 10 years, it's become a lot more important for companies to do it themselves and validate again at every commit, and so we're kind of taking a multi-level approach to rolling out fuzzing we're first gonna focus on fuzzing API architecture, so that'll be a little bit of an easier configuration with a long-term goal of getting into posing protocols and lower-level components of applications over the next three years.

E

But I get all speak from experience being in security. As long as I have been, you think, everything's fine, when you run a SAS, can you think everything's fine? We rounded a scan but they're, not necessarily throwing in completely incorrect content. Like let's say it's supposed to be. You know four characters long and now we're trying to shove an alphanumeric string in there. That's longer, that's just an area that people don't always have a Leto stand. We fuzzing is becoming more more popular.

E

So we want to start with something, that's approachable and then work on how we bring in the more complex there. Thank.

J

M

Linc Williams solution, architect for their public sector. So often we have customers tell us that it's easier you to use Google to search our product than our.

G

M

What are our plans to improve search inside of the problem? I.

C

Have to admit that I'm guilty of using Google to search.

C

And we want to fix that, and so we have a team under enablement dedicated to rolling out lassic search on github.com, to make sure that we have better indexing and improved performance for search, and this will initially help the advent. We call advanced global search, which is the kind of instance. Wide search is available right now, it's rolling out across a beta group for paid customers and kept calm and it'll be continuing to proceed with the raw across our paid groups that we have on Comm and then in the coming weeks ahead.

C

It's so far, it's going really well and and we're continuing to add more and more customers, so for them they'll be starting to see the benefits. Here soon, once we have sort of the advanced global search, working well and indexing at scale, I think we'd only want to look into potentially leveraging it for other areas where you have more tailored searches right and your issues. Workflow and your merge request, workflow it because right now those good rekted Postgres and the free direct and the free text search and postcards isn't isn't ideal. So that's the journey.

C

We're on research and right now we're really directly focused on getting the projects, indexed uncom for our paid groups and we're making good progress there and then we'll move on to other areas. Excellent.

M

Thank you, I think.

A

We at time Lorene sorry, you cut off all right. Thank you. Everyone, great questions and.

A

So sorry, and thanks again for the panel round of applause for panel.