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B
A
So
good
laps
started
in
2011
when
my
co-founder
Dmitriy,
who
lived
in
the
Ukraine,
he
had
two
things
you
want
to
improve
in
life.
He
wanted
running
water
and
better
collaboration
software
at
work,
and
he
started
with
the
most
important
thing
and
it
built
get
loud
because
they
didn't
have
any
budget,
but
he
wanted
I
get
more
modern
experience,
and
the
ironic
thing
is
that,
where
you
mentioned
github,
they
are
closed
or
software
to
host
that
is
mostly
used
to
host
open
source.
A
Get
lab
is
the
reverse:
it's
open
source
software,
most
people
host
their
closed
source
on
it,
and
I
saw
the
year
later
and
I
thought
this
makes
so
much
sense
like
everything.
I
use
as
a
developer
is
open
source
except
for
the
collaboration
software
and
if
anything,
that
should
be
open
source
and
also
300,
people
already
contributed
to
get
live
at
that
time.
So
was
taking
off.
A
I
started,
killing
the
common
center
Dimitri,
an
email
like
hey,
I'm,
gonna
start
give
up
become
without
you
hope
you
don't
mind
and
he
send
email
totally
cold
sober
source
thanks
for
making
it
more
popular.
So
that
was
very
open-minded
and
to
this
day
our
mission
is
everyone
can
contribute
and
I.
Think
for
us,
an
inflection
point
was
2015.
When
we
joined
Y
Combinator,
we
started
growing
a
lot
faster
and
another
inflection
point
was
when
Camille
joined
the
company
Camille.
A
It
was
much
better
than
we
even
thought
our
users
loved
having
everything
in
a
single
application.
So
we
discovered
this
secret
and
secret,
not
in
a
sense.
If
we
didn't
tell
anybody,
but
nobody
believed
us,
everyone
fought
the
same
thing
that
me
and
Demetri
fought.
So
we
started
expanding
that.
So
today
you
get
ladders.
Everything
get
lab
goes
all
the
way
from
portfolio
management.
A
What
you
want
to
build
on
a
high
light
company
level,
all
the
way
to
testing
packaging,
releasing
that
monitoring
that
securing
and
defending
that,
like
it's,
a
complete
devops
platform
but
deliver
there's
a
single
application
where
you
don't
have
to
like
integrate
twenty
different
apps
and
go
to
them
every
time
you
make
a
change,
it
is.
It
is
one
UI
one
way
of
working
and
that's
that's
really
resonating
with
the
market.
So.
B
Going
back
to
what
you
said:
I'm
getting
over
a
cold,
so
if
I'm
a
little
bit
raspy!
That's
why
going
back
to
the
Y
Combinator
in
2015
I'm
curious?
How
mature
was
the
business
when
you
went
into
YC?
Was
it
so
pretty
nascent?
Was
it
such
a
couple
of
people,
cuz
YC?
It
allows
companies
a
different
scale,
now
kind
of
yeah.
It.
A
Had
a
lot
of
usage,
so
we
had
over
a
hundred
thousand
organizations
using
it
already,
but
the
company
was
really
small.
Was
nine
people
I
financed
it,
but
I
speculated
in
Bitcoin?
The
bid
I
had
some
money,
I
put
it
all
in
the
company,
but
that
was
that
was
it
and
we
we
had
very
few
customers
like
we.
We
had.
We
were
below
a
million
dollars,
revenue
run
rate
and
then
during
YC
we
grew
like
crazy
and
we
were
on
track.
B
A
A
We
knew
the
message
we're
also
like
it
wasn't
just
Liz,
like
everyone
in
that
group
was
going
so
much
faster.
So
we
drove
back
me
in
to
meet
you
and
we're
like
we
gotta
go
faster,
so
we
told
everyone
look.
We
have
a
plan
for
the
next
three
months.
We
got
to
ship
everything
next,
two
weeks
and
ones
like
that's,
not
possible.
We're
like
oh
we're,
gonna
cut.
Well,
it's
it's
pretty
hard.
We
got
to
cut
so
much
so
many
corners
to
just.
A
Do
it
and
we're
gonna
cut
corners,
not
by
not
writing
tests,
or
by
doing
we
got
to
say
legal.
We
got
to
do
the
best
thing
for
our
customers,
what
we
call
it
iteration
and
it
means
like
reducing
scope,
just
make
less,
and
it
sometimes
leads
to
something
you're,
not
super
proud
of,
but
you're
able
to
get
it
out
the
door
and
then
improve
it
again.
A
B
B
You
scaled
in
personnel
and
incredibly
quickly,
which
I
presume
leads
to
relatively
rapid
cultural
growth
or
culturals
struggles,
because
you
having
a
lot
of
people,
it's
hard
to
keep
values
the
same
so
looking
back
from
like
I'm
like
zero
to
ten
million
here
are
ten
to
fifteen
50
to
100.
Do
you
see
like
phases
of
the
business
as
you've
gone
through
this
rapid
growth,
or
has
it
been
kind
of
a
continuous
organic
pace
of
expansion?
As
you
hit
different
thresholds,
the.
A
A
A
We
have
a
pretty
specific,
well-defined
culture
and
the
culture
is
based
on
the
values
not
about
who
we
like
or
something
like
that.
It's
the
values
and
nothing
else.
Maybe
our
communication
methods
and
and
and
people
some
people,
probably
don't
like
it.
We
don't
hear
from
them
a
lot
and
some
people
do
like
it.
We
have
over
3,000
people
applying
every
week
to
to
to
work
at
gilma,
3,000.
B
B
A
This
head
there's
this
so
I
checked,
like
hundreds
of
people,
contributed
to
our
values
page,
but
everything
has
to
be
goes
through
an
approval
process.
So
at
gala
we
try
to
kind
of
combine
the
best
of
a
consensus
based
company
and
hierarchical
company
and,
for
example,
our
mission.
Is
everyone
can
contribute?
So
you
could?
A
B
The
open-source
ethos
that
get
kind
of
was
born
out
of
originally,
when
you
made
the
website
built.
The
company
and
I
see
that
that
is
pervasive
through
how
the
companies
have
operates
down
to
how
the
values
are
chosen,
yep
and
that
doesn't
lead
to
chaos,
because
I
usually
worked
for
Rosalie
command
and
control
top-down
companies.
But
this
sounds
much
more.
B
A
Are
not
a
democratic
company,
we
are
not
consensus
based.
We
are
hierarchical
organized,
so
everyone
has
a
manager
and
we
have
very
a
very
clear
organization.
If
you,
google,
a
pork
chart,
you'll
find
exactly
that.
Everyone
has
exactly
one
manager
that
they
report
to
and
we
have
very
clearly
defined
functions.
If
you,
google,
get
loud
categories,
you'll
find
in
much
detail
for
every
single
part
of
our
product,
who's
responsible
for
every
aspect,
from
product
management
to
you
axe
to
everything
else:
mm-hmm,
okay,.
B
B
So
the
reason
why
we're
talking
is
I
was
tinkering
with
the
idea
that
this
hundred
million
dollar
threshold
was
a
much
more
meaningful
metric
than
a
1
billion
dollar
valuation
and
I
went
through
your
funding.
History
and
I
know
how
much
you're
worth
now,
but
I'm
kind
of
curious.
What
kind
of
do
you
agree
into?
Why
are
you
talking
so
publicly
about
this?
When
private
companies
traditionally
haven't
been
so
forthcoming
about
their
size,
yeah.
A
So
I
agree:
it's
a
very
significant
threshold
on
one
hand
like
the
billion
dollar.
Valuation
is
also
important,
like
becoming
a
unicorn
kind
of
gets.
You
more
attention
gets
more
people
applying
to
the
company,
gets
more
customers.
Trusting
you
I
think
the
hundred
million
dollars
there's
a
lot
of
ways
to
get
a
hundred
million
dollars.
I.
Think
if
you
do
it
as
a
software
company
with
like
80%
plus
margins,
that
that
is
much
more
valuable
than
say,
I,
don't
know
you
were
selling
dollars
for
80
cents.
A
So
there's
a
margin,
question
and
investors
are
pretty
savvy
and
they
tend
to
compensate
for
that.
But
on
the
other
hand,
it
is
much
more
within
your
control,
so
we
set
goals
for
2023
and,
like
one
of
the
goals
like
we
initially
fought
about,
like
let's
be
a
ten
billion
dollar
company
and
that
value
wise
and
it's
not
in
your
control.
The
stock
market
can
be
super
high
or
super
low,
and
that
can
make
like
a
factor
of
four
factor
of
five
different,
so
don't
set
goals
where
you're
not
in
control.
A
B
A
Know,
there's
there's
a
brilliant
quote
like
your
your
stock
market
valuation
in
the
short
term,
it's
a
voting
machine
in
the
long
term.
It's
a
weighing
machine
in
the
short
term
to
vote
about
the
company
confidence
and
how
people
are
feeling
about
the
market
in
general,
the
long
term,
it's
gonna
be
some
kind
of
a
multiple
on
your
revenue
and
we're
gonna
focus
on
the
part
we
control
this.
B
Is
the
other
thing
I
wanted
to
ask
about
which
is
you
know
when
I
talk
to
a
lot
of
founders
of
companies
of
different
sizes
and
if
they're
large
I
ask
all
hey,
you
know
by
the
way
you're
getting
pretty
big.
Now.
Are
you
thinking
about
going
public
and
they
always
go?
Well,
you
know,
and
then
they
say
nothing
they
dodge
like
they're
playing.
You
know
some
support
you
guys
are
really
shooting
for
I.
B
A
So
we've
always
been
pretty
transparent
in
the
beginning.
That
was
because
we
didn't
want
to
alienate
the
open
source
community
around
Killip
and
we're
kind
of
stepping
in
as
a
company
making
money
of
an
open
source
project.
Won't
you
give
people
if
you--if,
you
know
more
about
something
you
tend
to
relate
to
it
better
and
also
you
could
warn
us
if
we're
taking
doing
something
that
wasn't
smart
over
time.
A
We
also
learned
it's
a
great
way
to
have
everyone
in
the
company
know
what
you're
doing
like
the
most
important
thing
about
your
strategy
is
not
that
you
keep
it
hidden
from
competitors,
but
that
everyone
in
the
company
actually
understands
and
knows
the
strategy,
and
if
you,
if
you're
public
about
it,
it's
easier
and
people
are
able
to
sign
up
to
it
before
they
joined
a
company.
So
it's
also
it's
also
work
greatly
as
a
recruiting
tool
and
the
last,
but
certainly
not
least,
it's
also
fun
to
help
other
people
right
now.
A
There's
a
lot
of
new
startups
that
are
kind
of
using
parts
of
our
handbook
of
over
3,000
pages
that
are
using
our
compensation.
Calculator.
That's
pretty
detailed
for
over
200
in
the
world,
so
it's
kind
of
fun
to
be
able
to
give
back
and
make
that
creative
comments
so
that
people
can
reuse
it.
There's.
B
A
company
by
the
name
of
buffer
that
had
a
very
open
platform
for
its
business
mechanics
they
had,
they
shared
their
comp
table
and
their
cap
table
and
their
revenue,
and
they
put
out
very
publicly
and
then
they
actually
did
a
buying
out
their
investors
later
on
in
Kaikohe
and
independent.
But
one
thing
she
they
had
was
that
their
growth
kind
of
tapered
off,
and
so
they
were
in
a
very
public
environment
and
all
of
a
sudden,
their
numbers
weren't
quite
as
attractive.
B
So
are
you
concerned
by
analogy
that
if
your
IPO
timeline,
let's
say,
gets
pushed
back
by
iron
market
conditions,
or
maybe
you
just
don't
go
as
fast
as
you
expect
that
you're
setting
yourself
up
for
extra
disappointment,
because
even
some
public
about
these
goals,
it
doesn't
leave
any
deals
before
or
how
do
you
think
about
that?
We.
A
Didn't
have
to
deal
with
it
much
and
it's
certainly
a
concern
and
it
will
be
more
visible
if
we
push
our
IPO
timeline.
I
assume
will
have
good
reasons
for
it
like.
If
suppose,
we
need
to
push
it
out,
which
is
not
unlikely,
then
you
can
say,
look
I,
don't
know,
Microsoft
is
doing
a
much
better
job
than
we
expected
or
hey.
The
stock
market
is
really
bad
right.
Now
or
hey.
We
did
our
internal
controls
and
we're
just
not
ready
our
predictability.
A
Isn't
there
more
hey,
we
were
planning
to
go,
our
investors
don't
feel
secure.
We
were
gonna,
it
would
be
like
five
years
after
our
first
front
raise
that
we
were
going
to
go
public
really
early
and
it
turned
out.
It
was
a
bad
idea
and
it's
it's
tougher.
On
the
other
hand,
where
we
recognize
that
part
of
being
more
transparent
means
we'll
get
more
tough
questions
and
we
also
feel
pretty
comfortable
with
the
answers.
Like
most
people
understand,
most
people
are
pretty
almost
subjects.
People
are
very
reasonable.
Okay,.
B
I
was
going
through
your
your
funding
history
prepping
for
our
call
today,
I'm
just
kind
of
going
back
through
your
when
you've
raised
money
and
so
forth.
You
put
a
huge
amount
of
capital
on
your
balance
sheet.
I
think
with
this
September
is,
according
to
my
notes,
two
hundred
and
sixty
eight
million
dollars,
which
is
a
lot
of
capital,
especially
if
you're
targeting
an
IPO,
and
you
know
13
14
months,
so
I'm
kind
of
curious.
B
B
A
B
One
more
question,
then:
while
we're
talking
about
IPO
variants,
you
know
I
just
spoke
to
the
CEO
of
Bill
Khan.
Today
they
went
public
yesterday
and
they
started
trading
today
and
I
asked
him
about
drive
listings,
because
people
in
Silicon
Valley
are
talking
about
this
and
he
said
he
didn't
consider
it
because
he
wanted
to
establish
long-term
relationships
with
with
certain
investors
he
called
them
permanent
capital,
and
so,
when
you
bring
up
direct
listings,
is
that
something
that
you're
gonna
seriously
consider?
B
A
We
its
first
of
all,
it's
an
intellectually,
really
interesting
thing,
there's
a
lot
going
on,
so
for
sure
we
talk
about
it
because
we're
curious
people
also,
we
were
seriously
considering
it.
We
doing
our
homework.
I
think
there's
great
reasons
to
IPO.
It's
a
more
well
known
process.
You
can
raise
capital
there's
a
lot
of
advantages
to
it.
I,
don't
think
that
building
a
better
relationship
with
your
shareholders
is
one
of
them
I
think
in
well.
You
could
argue
that
you're
able
to
to
select
the
long
term
holders
in
the
book
making.
A
So
there's
a
bit
of
truth
to
that.
On
the
other
hand,
with
the
direct
list
thing
you
get
to
provide
your
financial
model
and
which
are
two
even
more
investors
and
so
I.
Don't
think
that,
in
my
opinion,
there's
not
a
big
difference,
but
the
jury
on
all
of
this
is
still
out
and-
and
there
are
some
things
you
can
do-
an
IPO
like
select,
hey,
they're,
getting
start
but
they're
not
getting
stock.
A
B
One
more
question
before
we
before
we
let
go,
but
so
you're
announcing
is
a
very
important
number
you've.
Given
you
a
time
frame,
are
you
going
to
continue
to
release
metrics
as
you
keep
going
of
a
similar
sort
of
magnitude
and
kind
of
publicity,
or
are
you
gonna
do
this
and
then
go
quiet
for
a
bit
and
then
later
on
file
an
s-1.
A
So
what
we
want
to
do
it
get
like
we
want
to
always
get
more
transparent,
not
less
in
spirit.
That's
why
we've
never
released
our
financials,
because
we
know
as
a
public
company.
We
can
only
do
that
on
a
quarterly
cadence
when
they're
audited,
so
we're
waiting
for
audited
numbers
before
we
release
them,
and
there
are
some
metrics
that
you
don't
show
to
the
outside
world.
A
Some
that
you
show
every
quarter,
some
that
you
show
only
during
the
s-1
and
afterwards
not
on
a
recorder
and
some
that
you
only
show
when,
when
when
you
feel
when
you
feel
it's
to
the
advantage
of
the
company
and
and
like
raking
revenue,
big
round
revenue,
numbers
number
of
million
dollar
customers
number
of
license
seeds.
Things
like
that.
They
feel
like
things
that
you
do.
A
Incidentally,
when
you
think
it's
a
good
point
for
the
company
to
do
it
so
I
think
we'll
continue
to
kind
of
do
that,
as
we
think
our
that's
a
nice
number
and
it's
a
good
time
to
announce
it
and
then
we'll
announce
it.
But
we
won't
won't
force
ourselves
to
to
continuously
update
on
on
such
a
number
and
there's
a
lot
of
numbers
at
gitlab
that
we
share
like
real
time
like
you
can
go
to
get
dashboard
get
loud.
Comm,
you
see
all
our
stats
of
our
SAS
site.
You
can
type
get
lab.
A
A
Call
other
companies
what
you
just
used
but
yeah
for
sure
it's
not
for
everyone.
You
gotta
feel
comfortable
with
like
messing
up
in
public
more
they
care
I
recently
sent
an
apology
email
to
for
for
a
million
people.
That
was
the
biggest
apology
I
ever
made,
and
we
announced
that
we
were
gonna
have
more
telemetry
from
gate.
Lock,
we're
gonna
send
more
data
back,
but
we
wanted
to
use
an
external
third-party
saw
service
for
that,
and
our
community
clearly
responded
with
that.
We
don't
think
that's
a
good
idea.
A
I,
don't
want
to
name
the
party
because
it's
not
about
they're
a
great
party.
It
is
that
people
don't
like
third
party
and
it
it
has
a
connotation
but
like
marketing
and
tracking
data.
Even
though
that
wasn't
the
case
like
for
party
tennis
sounds
like
that,
and
also
people
like
okay,
we
tryst
gitlab.
We
signed
up
with
you.
Why?
Why
are
we
sending
data
to
somebody
else
and
I.
A
A
B
B
A
A
B
Look
people
used
to
say
that
once
a
SAS
company
reaches
10
million
air,
are
it's
essentially
impossible
to
kill,
I
mean
maybe
but
I
think
once
you
reach
a
hundred
there,
there's
so
much
fundamental
value
built
up
in
a
company
that
he
won't
ever
die
per
se.
You
might
get
you
know,
bought
by
someone
else
and
then
turn
likely
scenario.
A
B
A
Won't
that
will
be
it's
a
horrific
thing.
There's
there's
a
over
a
thousand
people
now,
like
their
main
source
of
income,
is
get
lap
and
we
got.
We
got
over
a
hundred
fires
in
two
organizations
depending
on
the
software,
so
as
I
hope
and
I
think
that
what
you
said
is
a
very
likely
it's
it's
becoming
very
big
now
and
we'll
see
how
it
ends
up
were
unlikely
to
go
back
to
zero.