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A
Hey
everyone
welcome.
This
is
an
ama
with
me,
sid,
co-founder,
ceo
of
gitlab
and
mark
chris
has
the
first
question:
thanks
mark
want
to
verbalize
it.
B
You
bet
said:
hey,
given
your
own
bitcoin-like
project
that
you
spoke
about
with
us
not
long
ago.
I'd
be
interested
to
hear
what
your
thoughts
are
around
competitors
to
bitcoin
and
do
you
see
any
one
or
two
emerging
as
the
new
market
leader
and
then
I
just
listed
a
few
that
I
had
found.
A
Cool
I'll
treat
this
as
like
asking
about
my
pets
and
my
favorite
foods
and
stuff,
like
that.
This
is
not
investment,
advice
and
I'll
share
a
few
opinions.
I
think
if
you
look
at
ethereum
versus
bitcoin,
I'm
bullish
on
ethereum.
A
I
think
they
just
had
the
london
upgrade
with
a
time
bomb
for
december,
and
that
will
help
with
forcing
a
switch
to
proof
of
stake
instead
of
proof-of-work,
which
would
mean
that
it
would
be
the
the
the
biggest
cryptocurrency
to
become
environmentally
friendly,
where
you
don't
have
to
kind
of
burn
a
lot
of
electricity
anymore
to
make
it
work.
A
I
think
that's
amazing.
I
think
it's
really
cool
that
they're
doing
it.
I'm
also
really
amazed
by
the
governance
of
the
project.
I
think
vitalik
is
an
outstanding
leader.
I
think
the
community
around
ethereum
is
very
healthy
and
it's
amazing
to
see
how
they're
doing
it.
It's
also
that
they're
they're,
taking
kind
of
taking
a
lot
of
small
intermediate
steps
to
kind
of
get
to
the
end
results
where
they,
where
they
started
kind
of
a
second
chain
and
they're
merging
that
chain.
A
I
think
it
shows
it's
it's
it's
awesome
and
I
I'm
and
therefore
I
think
ethereum
will
be
relatively
very
successful
going
forward.
Then
you,
you
posted
a
bunch
of
other
points.
I
don't
think
there's
big
advantages
to
kind
of
like
a
light
coin.
It's
it's
the
same
technology
as
bitcoin
in
in
aggregate
cardano
and
polkadot
are
interesting.
A
It
seems
I
I
don't
know
enough.
They're
kind
of
they're
kind
of
like
I
don't
know
when.
If
you
see
bitcoin
is
first
generation
ethereum.
Second
generation
cardano
and
polka
dot
like
third
generation
allows
you
to
kind
of
build
a
point
on
top
of
them
and
interact
between
different
blockchains.
That
is,
that
makes
a
ton
of
sense,
relatively
cardano
seems
to
do
better
at
marketing.
Polkadot
seems
to
have
a
lot
of
kind
of
community
support,
especially
in
europe,
but
that's
just
a
very
superficial.
A
Take
on
that.
I
think.
Look
at
the
valuation
cardano's
like
factor
of
three
or
four
ahead
of
polka
dot.
I
think
that
the
difference
should
be
at
least
smaller.
The
next
one
is
bitcoin
cash.
I
don't
think
these.
These
kind
of
four
coins
have
are
gonna,
do
well
and
then
stellar,
I
think
stellar
is
has
great
leadership.
It
has
a
lot
of
kind
of
prominent
people
in
silicon
valley
that
are
behind
it.
So
apparently
they're
vouching
for
the
leadership
and
I
think
over
the
long
run,
you'll
see
leadership,
make
make
a
difference.
C
I
said,
as
a
ceo
shadow,
the
I've
been
able
to
experience
your
daily
schedule
firsthand
the
last
couple
days
and
I'm
super
impressed
with
the
cadence
cadence
of
it
efficiency
and
just
generally
how
much
fun
you
have
in
your
meetings,
and
I
just
wonder
what
little
things
kind
of
help
you
keep
this
pace
throughout
the
day
every
day
and
just
enjoy
it
so
much.
At
the
same
time,.
A
The
fun
is
from
taking
not
taking
not
taking
ourselves
too
seriously
like
we
want
to
do
a
good
job,
but
but
like
we're,
not
we
don't
have
to
keep
up
appearances,
and
I
think
I
don't
know.
I
remember
yesterday
the
meeting
when
we
went
through
the
script
and
we
were
kind
of
highlight
a
lot
of
stuff
like
oh,
we
should
phrase
isn't
that
better,
but
at
the
same
time
craig
helped
us
to
kind
of
laugh
laugh
a
bit
and
I
think
that's
that's
healthy
and.
A
You,
you
kind
of
show
you
work
hard
through
your
results,
not
by
being
very
pretentious
and
stiff
in
meetings
and
then
the
schedule
like
it's
most
of
my
meetings
are
25
minutes
and
then
a
five
minute
break.
I
think
super
important
to
me
that
meetings
end
on
time,
so
I
have
that
25
minutes
to
take
care
of
a
text
or
have
a
bio
break
or
just
get
up
from
a
chair
and
walk.
So
I
really
love
a
good
live.
We
end
our
meetings
on
time.
A
It's
super
important
that
there
is
like
a
dock
where
I
can
just
for
one
minute
or
sometimes
30
seconds,
just
read
what
was
this
about
again
and
just
refresh
my
memory
and
get
kind
of
kind
of
loading,
the
program
into
your
brain
and
then
then
you
do
some
processing
during
the
meeting
and
then
you
during
the
meeting.
The
shuttles
are
super
helpful
at
kind
of
downloading
the
conclusions
in
the
dock
and
then
we
go
on,
and
I
I
want
to
work
on
interesting
things
with
talented
people
and
there's
enough
of
that.
A
D
Yeah,
so
we
were
doing
breakouts
in
the
how
the
meetings
that
are
scheduled
throughout
the
day
today,
which
I
highly
recommend,
which
was
how
to
have
career
development
conversations
with
your
manager,
and
it
was
a
lot
of
discussion
and
sharing,
as
opposed
to
you,
know,
presentation,
stuff
and
not
to
put
well.
D
I'm
gonna,
put
mark
on
the
spot
here
mark
had
this
awesome
idea
from
another
company
that
he
was
at,
which
was
a
way
of
actually
goaling
managers
to
grow,
good
team
members,
and
that
was
to
part
of
their
metrics
were
the
promotions
even
outside
of
the
group
and
then
how
six
months
into
it
were
they
doing
well
and
thriving
in
their
in
their
new
role,
but
mark
probably,
can
add
some
color
to
that
too.
I
just
wanted
to
get
your
thoughts
on
on
that.
D
B
Yeah
you,
you
bet
sid
and
cindy,
thank
you
for
saying
that
so
it
earlier
in
my
career,
I
worked
for
a
startup
that
wanted
to
incent
us
managers
to
grow
our
people
and
make
sure
that
our
people
didn't
feel
trapped
in
a
group
or
like,
as
managers,
said,
we
if
somebody
was
really
good
on
our
team.
Our
human
instinct
is
to
hold
on
to
them
right
because
they're
accomplishing
great
things
for
the
team,
but
that's
not
in
their
best
interest.
B
So
part
of
our
okrs
were
how
many
of
your
people
have
been
promoted
within
your
group
and
outside
of
your
group
and
then,
as
cindy
said,
we
would
measure
how
they're
doing
six
months
into
their
new
role
and
if
they
were
doing
well
or
exceeding,
then
we
would
get
an
additional
bonus
as
another
mbo
or
okr.
So
we
were
constantly
proactively
having
those
conversations
with
our
people.
What
can
I
do
to
help
you
succeed,
because
by
doing
that,
it
helps
it
helps
me
as
a
manager.
A
That's
super
interesting
thanks
for
sharing
that
I
think
at
least
like
the
start
will
be
measuring
like
how
many
people
got
promoted
kind
of
outside.
Your
group
is,
I
think,
a
good
criteria
and
it's
reflective
of
of
the
success
of
the
manager.
I
think,
measuring
how
many
people
inside
your
group
got
promoted
is
risky
because,
as
a
manager,
you
have
a
very
strong
influence
there,
so
that
might
not
lead
to
the
right
behavior.
A
I
get
like
we
want
to
make
sure
that
people
don't
feel
stuck
inside
their
group.
I
think
we
have
a
section
in
the
handbook
which
states
like
that
you
can
always
kind
of
interview
for
different
roles
outside
of
it.
Your
manager
can
never
say
hey.
This
person
has
to
stay
here
now.
Your
manager
will
be
consultant
consulted
as
part
of
the
promotion
to
make
sure
that,
like
there's,
no
underlying
problem
that
the
other
part
of
the
company
doesn't
know
about,
but
it
they
cannot
say
like.
Oh,
I
just
want
to
hang
on
to
this
person.
A
A
It-
and
so
I
we
put
that
in
the
handbook
years
ago,
I've
never
heard
of
any
problems
with
that
behavior,
and
I
don't
I'm
very
sensitive
to
that.
People
should
be
able
to
move
freely
within
the
organization,
and
then
you
talked
about
the
concept
of
kind
of
a
promotion
retrospective
like
six
months
later,
see
how
how
well
that
a
person
is
doing.
I
think
that's
super
interesting,
and
that
might
be
something
that
applies
both
to
kind
of
promotions
within
the
group
and
outside
the
group.
D
C
All
right
we're
gonna
switch
to
a
private
stream
for
the
next
couple.
Questions.