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A
B
A
We
were
2015
know
when
we
did
y
combinator
in
the
for
people's
reference.
The
boat
was
the
car
that
we
all
fit
in
and
we
once
visited
another
startup
in
Las
Vegas,
and
so
many
people
came
out
in
the
car
off
the
car.
They
refer
to
it
as
the
clown
car
because
didn't
imagine
so
many
people
fitting
in
we
the
beginning.
We
were
remote
because
it
was
more
practical.
I
was
from
the
Netherlands.
Dmitry
was
from
the
Ukraine
and
Matt,
and
the
first
employee
was
from
Serbia.
A
We
did
Y
Combinator
and
we
all
came
to
the
u.s.
lived
in
the
same
house
and
then
I
accommodate.
They
said.
Look
remote
works
for
engineering,
but
it
doesn't
work
for
sales
or
marketing
or
finance
like
well.
We
want
those
things
to
work,
so
we
got
an
office
here
in
San
Francisco,
but
new
people
kind
of
came
in
for
a
few
days
and
then
they
were
like
well
there's
nobody
else
here,
except
for
Sid
and
he's
on
the
phone
he's
in
video
calls
the
entire
day
and
I
have
all
the
tools
I
need
to
do.
A
My
job,
like
with
slack
zoom,
get
up
issues
like
merge,
request,
get
lepage's.
I
got
all
the
tools.
I
need
to
do
my
job,
so
I
think
people
commute
to
an
office
not
so
much
because
they'd
like
to
commute,
but
because
otherwise
they
miss
out
on
like
crucial
formation,
career
opportunities
and
I.
Think
as
we
try
to
make
sure
that
more
information
is
available
and
you
don't
miss
out
on
things,
it's
natural
for
people
to
kind
of
work
from
wherever
they
want
and
only
get
together.
A
C
A
Yeah
biggest
barrier
to
adoption,
I
think
there's
still
a
lot
of
people
that
have
never
heard
about
get
lap,
then
there's
a
whole
cord
of
people
who
think
that
get
lap
is
only
an
alternative
to
github
to
version
control
and
then
there's
people
that
know
that
get
lab
does
kind
of
version
control
on
CI,
but
not
a
lot
more.
And
then
you
have
the
people
that
know
the
scope
of
what
get
loved
us
but
think
it's
about,
and
it's
just
as
good
as
a
suite
of
tools
that
people
sell
or
stitch
together
themselves.
A
So
I
think
the
crucial
thing
is
to
convince
them
that
a
single
application
is
way
more
efficient,
easier
to
use
and
you
get
a
faster
cycle
time
and
then
you
could
do
by
combining
different
applications.
I
think
that's
the
thing
holding
us
back
and
convincing
people
of
that
and
making
them
aware
of
that.
Does
that
answer
your
question?
It
does
thanks.
It
I.
D
C
D
A
A
Think
and
plan
create
verify
is
stuff
that
started
2011
2012
we're
create
and
verify
are
not
like
best
in
the
industry
for
plan.
That's
not
the
case
yet.
So
that's
the
thing
that's
most
pressing,
but
you
can
look
to.
If
you
look
at
the
table
on
our
homepage,
you
can
press
any
of
the
logos
and
see
comparison.
So
there's
lots
of
stuff
we're
still
missing,
but
I
think
that's
the
one
in
a
very
mature
category.
That's
severely
impacting
the
ability
of
customers
to
switch
to
ourselves
so
that
one
comes
to
mind.
E
Said
my
name
is
Sarah
I'm,
a
product
manager
on
the
monitor
team,
I
just
joined,
and
my
question
is
similar
to
that
one,
so
Martin
our
being
one
of
the
newest
stages.
What
is
your
vision
of
trinket
labs
integration
strategy?
Is
there
ever
a
time
when
we
might
lean
into
integrating
with
more
external
tools
or
stay
the
course
on
the
single
act,
vision
and
build
out
those
monitoring
offerings
within
a
lab
yeah.
A
Welcome
I
think
so,
thanks
for
the
question
we're
not
opposed
to
integrating
with
other
applications,
so
you
should
have
open
api's.
We
should
allow
other
people
to
integrate.
We
have
if
you,
google,
get
lab
partners.
You'll
see
a
lot
of
examples
of
apps
that
are
integrated
and
we
should
always
be
open
to
that.
We
should
never
people
don't
want
to
be
locked
in
people,
don't
want
to
be
in
a
walled
garden.
A
A
Integrating
with
like
the
10
or
maybe
the
five
major
players
and
monitoring
is
that
that
takes
a
lot
of
time,
and
we
much
rather
integrate
an
open
source
solution
in
get
lab.
That
might
take
three
times
more
time
than
a
good
integration,
but
then
people
can
run
get
lab
and
half
at
work
by
default
without
any
extra
cost.
That
is
gonna,
get
way
more
usage
and
something
that
you
now
have
to
go
out,
purchase
it
from
another
company
and
integrate
it.
That's
not
as
good
of
an
experience.
A
That's
not
gonna
see
a
lot
of
usage,
so
maybe
it's
an
order
of
magnitude.
Maybe
it's
10
times
easier
to
make
an
integration
than
to
build
it
ourselves,
but
it's
gonna
get
10
times
less
usage
because
not
the
whole
world
is
gonna
use,
data
or
dynamics
or
New
Relic
or
any
of
those,
and
then
sometimes
when
the
product
is
really
good.
We
can
just
make
that
kind
of
the
default
like
century
Prometheus,
maybe
Loki
Jager,
maybe
cally.
G
Think
just
to
follow
up
on
that
question,
so
I'm
I'm
from
the
enablement
team,
so
so
we're
trying
to
integrate
with
a
lot
of
other
parties,
a
third
party
products.
G
You
know
we're
trying
to
build
ecosystem,
but
meanwhile,
gulabi
is
offering
the
full
spectrum
of
the
tools
of
well
the
developers
from
the
beginning
to
the
end,
so
we're
offering
we're
trying
to
offer
what
we
are
already
offering
everything
that
the
developers
need.
So
how
do
we
position
us
ourselves
in
the
ecosystem,
because
other
people
are
doing
one
piece
of
the
things
we
are
doing
everything.
So
how
do
we
position
ourselves
in
ecosystem
yeah.
A
It's
it's
been
hard
for
us
to
kind
of
have
a
lot
of
effective
partnerships,
because
the
people
most
inclined
to
partner
were
in
a
space
where
we
that
was
kind
of
next
on
our
list
to
add
to
get
lap
and
we
never
want
to
give
Fiat
people
the
feeling
that
that
we
kind
of
first
partner
and
then
turn
around
and
do
it
ourselves.
So
that's
why
it's
great
that
we
have
like
a
public
roadmap.
A
People
can
see
what's
coming
and
none
of
those
partnerships
really
worked
because
like
before
you
get
to
partner
but
at
the
same
time
hesitant
because
we'd
move
into
that
space.
Next,
where
we've
been
able
to
partner
very
effectively,
is
the
infrastructure
that
get
a
lot
depends
on
so
any
kubernetes
provider,
any
public
cloud
provider.
Those
are
great
partners
for
us,
so
you
see
us
intensifying
our
efforts
there
and,
if
you
go
to,
if
you
google
get
my
partner's
on
that
page,
you'll
first
see
a
few
public
clouds
and
then
a
whole
list
of
kubernetes
providers.
A
That's
a
great
partnership
when
we
don't
intend
to
become
offer
kubernetes
distribution
or
something
like
that.
So
there
we
can
just
build
on
what's
what's
out
there
in
the
rest
of
the
world,
so
I
think
that's
our
most
viable
partnership
strategy
and
then
there's
a
lot
of
people
that
where
we
offer
a
competing
product,
but
they
believe
in
the
strength
of
their
own
product-
and
they
add
support,
forget
la
and
it's
great,
that's
that's
how
the
world
should
work.
So
we
should
always
be
open
to
that
and
help
people
there.
I
A
A
Well,
that's
that's.
Probably
the
biggest
drawback
I
find
that
advantages
far
outweigh
because
it's
out
there,
it's
more
accurate.
Our
competitors
will
tell
us
when
it's
unfair
and
we
change
it.
I
saw
an
example
of
that
yesterday
where
people
come
to
below
and
we
changed
our
comparison.
That
makes
it
better.
That
also
makes
it
more
believable
it's
easier
to
access.
The
idea
is
that
anytime,
you
you
want
to
know
something
more
about
like
the
def,
tooling
ecosystem,
you
go
to
our
website
so
right
now.
It's
all!
That's
all
against
get
one.
A
We'd
get
lamb
being
part
of
that
I
think
we
still
have
to
get
there,
but
I
think
that's
something
where
we,
where
we
can
get
to
overtime
and
I,
think
the
even
bigger
picture
is
we
want
to
get
in
touch
their
people
right
as
they
have
an
integration
problem
between
different
DevOps
tools.
So
we
should
be
the
best
place
on
the
Internet
to
figure
out
how
to
put
two
tools
together
to
choose
who
aren't
get
lamp
and
then
that
that's
the
point
where
we
want
to
reach
people
with
hey
by
the
way
you're.
A
Integrating
all
these
tools.
Now
we're
gonna
help
you
to
do
that,
but
there's
an
even
better
way
and
that's
to
use
a
single
application
awesome
and,
as
an
too
quick
aside,
stare
I
had
an
investor
come
by
yesterday
and
they
were
very
impressed
that,
like
we
were
having
a
dialogue
with
our
competitors
and
making
changes
based
on
what
they
did.
Also.
J
F
J
A
It's
something
me
and
Dimitri
realized
early
on
and
I.
Think
Dimitri
is
a
is
an
example
there
that,
like
he's
a
very
gifted
programmer,
he
could
have
made
something
very,
very
interesting
when
he
made
get
lamp
and
many
times
you
see
that
when
people
create
something
new
in
their
spare
time,
they
kind
of
they
have
the
Hobby
they
bring
in
like
they
want
to
do
something
interesting
and
they
bring
some
new
paradigm
in.
Instead,
he
made
it
super
boring.
A
He
made
it
like
an
idiomatic
reals
system
and
that
allows
everyone
else
to
contribute
back
and
a
few
times
we
saw
people
who
worked
here
and
we're
like.
Oh,
this
is
cool.
This
is
I
want
to
play
around
with
this.
Let's
add
it
to
get
laughs
like
it's
cool
to
play
around
with
it,
but
please
don't
add
it
to
your
lab,
because
you're
gonna
make
life
more
miserable
for
everybody
else.
So
keep
it
simple
and
everyone
says,
keep
it
simple.
A
K
He's
I
was
wondering:
do
you
have
any
daily
habits
that
you
attribute
your
success
to.
A
A
I'm
also
I
hate,
wastefulness,
so
I
think
I'd
get
lab.
We
allow
you
to
be
very
effective,
like
you,
don't
have
to
spend
a
lot
of
time
running
around
between
meetings.
We
try
to
properly
prepare
our
meetings.
I'll.
Take
a
note
that
there
should
have
been
a
doc
for
this
meeting.
For
example,
we
want
to
make
sure
that
we
that
we
make
good
use
of
everyone's
time
and
I
think
that's
a
it's
a
big
benefit,
and
it
allows
me
to
get
a
lot
done
in
a
day
soda
at
6
o'clock.
L
They
said
Ken
here
new
solutions
architect
by
the
way,
I
just
love
the
culture
here
so
kudos
to
everything
that
that
the
whole
team
is
done.
So
you
know
I,
one
of
the
things
I
was
surprised
in
the
handbook
about
was
the
whole.
No
ask
must
tell
time
off
policy
I
mean
I,
know
about
you,
know,
sort
of
time
exempt
PTO,
but
I
was
curious.
How
do
you
manage
your
PTO?
Being
you
know
right
at
the
forefront
of
everything.
Are
you
able
to
take
advantage
of
it?
Yeah.
A
I
am
trying
to
lead
by
example,
and
look,
though,
there's
some
companies
where
there's
like
unlimited
time
off,
but
it
means
you
can't
take
any
time
off
so
exactly
one
of
those
companies
and
that
takes
leadership
from
from
the
entire
exact
team.
I
know:
Michael
McBride
just
came
back
from
from
a
holiday,
I'm
I
rarely
take
holidays
I'm
going
to
the
Netherlands
three
weeks
out
of
the
year.
A
Laugh,
you
don't
get
access
to
my
calendar,
but
you
can
see
on
our
CEO
shadow
program
I
think
they
carved
up
my
holidays,
because
there's
no
shadowing
doing
those
weeks,
you
can
see
that
I
take
amplification
and
I
think
that's
it's
very
healthy
and
we
want
to
make
sure
that's
encouraged
from
every
single
level
and
the
only
the
only
talk
you
should
ever
have
is
why
you're
taking
too
little
vacation?
That's
the
only
conversation
your
manager
should
ever
have
with
you.
I.
M
A
A
Maybe
there's
more!
We
can
do
I
haven't
seen
like
the
fold
interview,
questions
or
those
attributes.
Yet
there's
no
certification
for
interviewers,
like
hey
you're,
able
to
interview
on
these
two
aspects
of
our
of
our
values
but
I.
Think
apart
from
kind
of
selecting
people
for
it,
I
think
it's
just
really
important
to
keep
reinforcing
it
and
we
try
to
reinforce
our
values
in
in
ten
different
ways.
A
Quickly
share
my
screen,
but
first
of
all
it's
what
what
we
do
like
if
I
don't
live
our
values,
nobody
nobody's
gonna,
but
also
what
we
give
feedback
on,
what
we
give
bonuses
on,
etc,
and
today
I
think
we
have
like
5
discretionary
bonuses.
I
think
our
values
got
mentioned
almost
every
single
time.
So
it's
one
of
the
ways
we
try
to
reinforce
them.
So
I
think
it's
not
just
selection,
but
also
much
more
reinforcement
while
you're
here
people
people
will
change.
People
will
adapt
to
the
social
context
that
they're
dropped
in.
O
H
So
I
I'm
I'm
ty
Davis
I'm
the
shadow
program
right
now,
I'm
here
next
to
the
other
shadow.
He
can't
talk
at
the
same
time
because
will
echo,
but
it's
only
my
second
day,
so
we
are
on
site
at
the
SF
office,
see
it's
obviously
in
the
other
room.
Talking
to
you
guys,
right
now,
but
Maya
can
you
talk
to
you
experience
more
I'm
day
2,
but
it's
been
great
so
far
and
he
has
more
details
than
90,
but
it's
been
great
so
far
see
yet
velocity
can.
P
And
day-to-day
is
pretty
much
sit
schedule
and,
as
Sid
mentioned,
it's
his
calendar,
it's
pretty
open
internally,
so
whatever
is
on
his
calendar,
more
or
less
is
probably
what
I'll
be
shadowing
it.
You
would
expect.
So
a
lot
of
video
calls
talking
to
various
different
groups
and
individuals
and
then
the
company
spanning
from
PMS
to
senior
leadership,
the
customers
etc.
So
you
get
a
pretty
broad
that.
P
A
I,
don't
think
we're
gonna
shorten
it
beyond
smaller
than
two
weeks.
I
think
that
this
is
it's
already
kind
of
very
short.
If
you're
not
able
to
do
two
consecutive
weeks,
it's
one
of
my
great
features
is
that
I
take
vacations
as
we
discussed
earlier.
So
then
you
get
to
do
a
week
before
vacation
and
a
week
after
a
week
before,
contribute
and
a
week
after
some
of
those
time
slots
are
already
taken
by
that's
a
that's
a
consideration
and.
H
That's
what
I'm
I'm
doing
these
are
contribute
so
I'm
doing
a
split.
This
is
my
week
of
learning
from
my
it
and
then
I'll
be
coming
back
the
week
of
the
27th
and
then
I
know
I'm
something
that
Sid
just
put
out
there
and
I'll
be
helping
solidify
this
and-
and
he
doesn't
even
know
this
yet-
but
to
help
others
that
are
coming
in
with
day
care.
If
that's
a
need
out
here,
trying
to
set
up
a
go-to
place
for
take
care.
If
that's
a
concern.
L
A
One
that
comes
to
mind
is
I
love,
like
shorter
cycles,
I
think
every
time
the
feedback
cycle
gets
shorter
and
we
have
a
thing
called
client
side
evaluation,
but
right
now
it's
only
enabled
for
public
projects
if
the
administrator
and
able
to
functionality,
which
is
like
adult
1%
of
our
total
usage
or
something
and
so
I'd
love
for
that
feature
to
be
enabled
for
everyone
and
and
we're
we
should
be
very
close,
but
there's
a
lot
of
competing
demands
on
that
team.
I.
K
A
There's
a
lot
of
things
that
go
into
that.
Maybe
someone
for
marketing
wants
to
respond,
but
one
of
the
things
is
we
put
the
table
on
our
homepage
like
we
make
them
clear
and
every
time
we
talk
about
it,
we
should
say
not.
Just
your
lab
is
a
single
application
for
the
DevOps
lifecycle,
because
a
lot
of
more
people
are
starting
to
claim
that,
but
just
talk
about
the
entire
breadth
of
the
offering
everything
from
deciding
what
you're
going
to
do
to
monitoring
securing
and
defending
it.
A
Q
A
But
awesome
that
we
reach
this
size
where
we
can
afford
to
hire
this.
Someone
great
like
you
for
that
for
that.
Thank
you,
part
of
the
market,
so
the
secure
functionality
makes
sure
that
there
is
no
that
there's
as
few
as
possible
vulnerabilities
in
the
software
you're
shipping
and
four
main
ways.
That's
done
is
by
static
code
analysis.
So
you
look
at
the
source
code.
You
try
to
identify
patterns
in
the
programming
language
that
are
known
to
be
unsafe,
dynamic
analysis.
A
That
means
spinning
up
the
application
and
I'm
kind
of
prodding
at
it
and
seeing
whether
there
is
any
any
obvious
holes,
a
dependency
scanning.
That
means
looking
at
all
the
kind
of
libraries
you,
including
your
program,
is
seeing,
if
there's
any
known,
form
abilities
and
those
and
container
scanning
which
is
looking
at
like
the
operating
system.
Your
based
on,
like
your
foundation
and
seeing
if
there's
any
known,
form
abilities
in
those,
then
the
fent
is
almost
the
opposite
of
secure.
A
As
in
it's
not
trying
to
prevent
things,
it's
trying
to
react
to
when
things
go
wrong.
So
suppose
there
is
a
mistake
that
the
secure
thing
is
didn't
catch
and
people
are
able
to
compromise
the
systems
you
want
to
be
able
to
kind
of
detect
the
attack
warded
off
like,
for
example,
the
application
firewall
level
or
when
they
get
in.
You
want
to
be
able
to
detect
that
and
kind
of
redeploy
that
infrastructure
and
and
solve
it
that
way,
so
it's
kind
of
proactive
and
reactive
security
are
secure.
A
Offering
is
relatively
new,
like
it's
been
around
for
just
over
a
year,
but
it's
already
very
pretty
comprehensive.
Now
we
have
a
lot
of
catching
up
to
do
to
become
best-in-class,
but
there's
a
lot
of
improvements
being
shipped
by
that
team,
and
then
the
defend
thing
is
very
new
I
think
we
have
no
people
in
the
team
right
now
or
maybe
one
so
that's
that's
gonna
be
a
whole
new
fields
for
us.
A
lot
of
that
is
network
security
and
both
of
these
things
help
with
integrating
it
in
the
DevOps
process.
A
You
see
that
as
people
moved
from
traditional
kind
of
server
based
applications
now
to
cloud
native,
they
kind
of
lost
all
the
technologies
they
had
access
to
before
and
the
secure
side.
It
is
very
much
that
if
you
want
to
do
DevOps,
you
want
to
have
a
short
iteration
cycle,
so
you
don't
want
like
to
develop
something
and
then
send
it
to
the
security
team
and
then
wait
three
weeks
to
get
an
answer
back
because
they
ran
it
through
their
tools.
A
You
want
to
get
that
as
soon
as
you
push
the
code
even
before
you're
planning
to
deploy.
Do
you
want
that
feedback?
That's
where
you
get
lab,
helps
and
with
the
defense
stuff.
It's
making
sure
that
it
works
in
a
cloud
native
environment
and
it
works
out
of
the
box.
It's
not
just
set
up
for
your
one
or
two
super
big
applications,
but
that
every
single
application
has
all
has
everything
configured
right
so
that
you're
able
to
detect
intrusions
and
respond
to
them.
D
Just
a
follow-up
question
on
the
on
the
same
one:
so
is
there
any
plans
in
try
to
I,
don't
know
if
it's
possible
to
reuse
monitoring,
capabilities
that
we
have
in
tandem
with
the
secure
in
other,
would
to
try
to
detect
certain
behaviors
and
production
that
are
kind
of
related
to
security.
Of
course,
the
best
thing
is
to
try
to
block
certain
is
innate
abilities
during
the
as
part
of
the
CIA
CIA
stage,
but
what
it
is
plans
to
reuse
what
we
already
have
for
a
monitor
for
for
security
purpose.
Yes,.
A
I'm
not
of
the
plans
there,
but
it's
it's
something
we
should
eventually
get
to
I
have
a
very
logical
thing
would
be
to
have
quick
analysis
of
your
logs
to
detect
intrusions
and
their
company
called
Splunk
got
their
start.
There,
they're
really
good
at
that,
and
it's
a
super,
valuable
thing.
I
think
they're
the
value
of
that
companies
over
15
billion
dollars.
So,
yes,
we
should
definitely
go
there
when
the
time
is
right.
I.
R
Said
David
Sakamoto
customer
success.
I've
got
a
question
for
you
about
customer
experience.
I
mean
it's
a
little
bit
of
a
cross
section
between
strategy
operations
and
culture.
So
we
have
a
customer
that
went
through
a
reasonable
amount
of
time
through
their
customer
lifecycle
and
journey
with
gitlab
and
they
had
a
fantastic
experience.
A
I
think
there's
two
things
very
essential
to
adoption
of
gilt
lab
and
that's
kind
of
enabling
the
developers
to
use
the
maximum
of
the
platform
and
those
two
things
are
enabling
shared
runners
early
so
that
people
can
use
get
life
for
CI
and
then
enabling
developers
to
add
their
kubernetes
clusters
to
get
lap.
If
you
do
those
two
things,
you
kind
of
unblock
it,
so
people
can
self-serve
but
I
think
in
order
to
add
those
things,
there's
a
little
bit
of
hand-holding
required
in
many
organizations.
So
kid
lab
is
in
the
end
of
products.
A
The
product
has
to
do
most
of
the
work.
We
cannot
afford
to
hold
everyone's
or
hold
everyone
sound,
but
but
there's
there's
millions
of
users
of
gilt
lab
and
only
limited
amount
of
people
in
customer
success,
but
we
can
make
sure
the
infrastructure
is
provided
in
the
right
way.
On
the
kind
of
on
the
instance
level.
In
the
company
level,
then
the
individual
teams
tend
to
be
able
to
figure
I.
M
A
I
think
it's
an
interesting
Avenue
I
think
we
ship
with
code
quality.
It's
based
on
the
code,
climate
engines,
I,
think
code,
climate
has
a
paid
product
which
probably
isn't
open-source
to
kind
of
suggest.
The
fixes
to
you
I'm
not
sure
how
good
that's
doing
in
a
marketplace.
I
haven't
heard
of
any
customer
demand
for
it.
A
So
I
think
that
identifying
the
quality
of
the
code
is
more
important
and
probably
the
first
thing
I'd
add
there
is
to
have
better
views
over
time
and
kind
of
seeing
being
able
to
zoom
in
on
different
teams.
I
think
that's
more
valuable,
I
think
for
the
automatic
remediation
it's
very
important
for
security
vulnerabilities,
because
those
are
time
sensitive.
So
for
this
year
we're
hoping
to
ship
a
feature
called
Auto
remediate
and
it
would
be
hey.
You
have
a
dependency
or
there's
something.
A
Your
container
that
just
got
vulnerable,
a
vulnerability
was
just
announced
or
released,
and
in
get
lab
would
go.
Try
to
fix
that.
Like
look
at
the
patch
apply,
the
patch
make
a
merge,
request
and
roll
that
out
all
the
way
to
rolling
out
to
the
user
and
then
even
look
at
the
monitoring
and
if
the
monitoring
isn't
indicating
it's
going
well
roll
it
back
and
create
an
issue
for
there
for
the
engineer
to
follow
up
on
I
think,
that's
and
that's
a
flow
that
is
very
important
to
get
right.
A
You
don't
want
to,
and
so
family
like
heartbleed
or
something
else
released.
You
don't
want
to
spend
three
weeks
fixing
everything
you
want
the
system
to
take
care
of
it
and
that
the
humans
do
with
the
exceptions,
but
not
not
the
main
work
and
that
kind
of
time
to
patch
is
have
to
come
down
in
companies
overtime.
It
used
to
be.
A
You
could
take
weeks
to
patch,
that's
gonna,
go
to
hours
and
eventually
minutes,
so
we
should
be
on
the
forefront
there
and
because
we
get
a
single
application
for
the
entire
DevOps
I
cycle,
because
we
do
the
monitoring
we
don't
have
to
deploy
into
the
black
hole.
We
know
what
what
the
effect
is
and
we
can
take
action
on
that.
I
think
that's
very
unique
and
I
look
forward
to
shipping
that
feature.
Thank.
D
S
A
I
think
they
they
got
more
defined,
I
think
I.
Think
if
you,
you
are
learning
now
I
think
if
you
would
have
joined
four
years
ago,
you
wouldn't
be
able
to
name
even
three
of
the
values
and
it
certainly
wouldn't
be
clear.
What
exactly
was
meant
with
that
and
it
wouldn't
be
reinforced,
so
I
think
we're
getting
better
at
the
values
and
I
think
it's
because
we're
we're
very
much
of
writing
down
because
it
works
much
better,
promote
it's
asynchronous.
It
scales
better
and
I.
A
T
It
cost
myth
security
operations.
My
question
ties
into
that.
Actually,
we
have
a
plan
to
grow
our
staff
very
quickly
through
the
the
remainder
of
this
year.
In
the
position
I
left
just
last
month,
they
had
brought
on
2,000
people
over
the
course
of
about
four
months
and
one
of
the
common
recurring
themes
was
people
felt
disconnected
isolated,
especially
the
remote
in
place.
What
do
you
think
the
biggest
challenge
we're
going
to
face
as
we
grow?
Obviously
not
at
that
speed
or
scale,
but
also
very
rapidly.
F
A
Thanks
to
that
I'm
working
on
a
document,
so
I'm
gonna
get
that
document.
So
as
you
skill,
rapid
leaders,
there's
a
couple
of
risks,
lowering
the
hiring
Bart
onboarding
people
quickly,
making
sure
people
know
what
to
do
making
sure
that
you
keep
the
values
to
bind
us
and
making
sure
that
we
still
are
in
touch
with
kind
of
the
buyer
community
around
Atlanta.
So
in
order
to
make
sure
we
keep
raising
the
level
of
people
that
come
in
and
that
they
people
coming
in
make
us
better.
A
A
Onboarding,
we
try
to
measure
onboarding
time
productivity
closely,
make
sure
that
the
handbook
is
up-to-date.
So
you'll
hear
me
talk
about
like
hey.
Can
you
do
that
handbook
first,
making
sure
that
all
the
relevant
information
is
there
and
the
only
way
that
happens?
If
you
first
make
the
change
in
the
handbook
and
then
announce
it,
not
the
other
way
around
and
then
make
sure
everyone
knows
what
to
do
know
know
who
the
DRI
is.
The
directly
responsible
individual
for
things
have
cleared.
Kpi's
have
cleared
your
families,
Everclear
or
charring,
and
then
the
open
core
model.
A
We
want
to
make
sure
we
fire
based
open
core,
so
it's
predictable.
What
features
get
charged
for
want
to
get
back
quickly
to
contributions
from
the
outside?
You
now
have
more
contributions
and
we
can
handle.
So
that's
a
concern
and
people
are
looking
into
that
and
making
sure
that
contribute,
or
we
get
together
every
nine
months
and
that
there's
more
external
people
there
so
that
we
understand
that
this
is
not
just
a
company.
It's
it's
a
there's,
a
bigger
community
around
it.
F
A
U
He
said
mike
nichols
here
being
new,
you
hear
the
question,
you
know
what
brought
you
to
get
lab
and
more
often
than
not
answer
that
question
is
the
culture,
so
obviously
we're
doing
it
better
than
a
lot
of
companies.
What
do
you
attribute
that
to?
Is
it
the
values
that
drove
that
or
like?
How
do
we
get
this
amazing
culture
and
what
was
the
genesis
of
that
yeah.
A
Thanks
for
that,
by
the
way,
the
reason
I
added
that
question
to
the
introductions
is
not
so
much
to
have.
You
say
that,
but
for
the
people
at
the
company
to
hear
how
we're
perceived
externally
and
and
to
hear
what
is
expected
of
us
and
what
we
have
to
live
up
to
every
day.
So
it's
it's
more
in
there
for
the
people
listening
and
for
the
people
telling
anyway
I
tribute
to
culture
to
have
one
hand
it's
well
defined,
like
I,
think
our
values
spades
is
has
a
lot
of
examples.
A
So
it's
easy
to
just
show
six
words
on
a
page,
but
if
you,
if
you
add
the
examples,
it
helps
for
people
to
understand
them
and
then
to
kind
of
relentless
reinforcement
of
them.
I
think
you
ask
any
of
my
executives
about
what
are
some
of
the
most
annoying
parts
of
me.
It's
that
I'm
always
pushing
for
more
transparency,
I'm,
always
pushing
for
iteration
I'm,
always
pushing
for
a
single
source
of
truth,
and
that
is
not
easy.
A
But
over
time
that
pays
off
where
we,
where
we
become
a
transparent
company
I-
and
this
call
are
live-streaming
this.
That
is
super
unnatural
and
weird,
like
no
company
in
the
world
will
do
that,
but
it
sets
the
tone.
It
sets
a
tone
for
you
and
I'm
very
grateful
like
for
the
question
is
before
us.
Hopefully
you
don't
feel
intimidated,
I,
better
call
the
extreme,
but
also
some
people
will
watch
that
and
will
say
hey.
A
A
A
The
kind
of
the
price
of
uses
eternal
vigilance
we
have
to.
We
have
to
make
sure
that
we
keep
reinforcing
them,
but
the
fun
thing
is
that
they
can
become
more
pronounced
over
time.
I
wasn't
I've
assumed
that
they
would
always
deteriorate,
but
if
you
now
look
at
like
gitlab,
unfiltered
I
think
there's
a
team
where
marketing
discusses
our
KPIs,
like
like
really
like
how
the
marketing
team
is
performing
with
all
the
numbers.
That's
crazy,
like
there's
no
company
in
the
world,
that
does
that
and
and
that's
now
the
default
at
get
labs.
A
A
V
V
A
Yeah
we
get
lab,
we
run
an
OPR
process
and
I'll
I'll
share
the
Oakley
arses
we're
drafting
them
and
by
the
way
going
public
is
like
graduating
from
high
school.
It's
gonna
be
a
great
day,
but
it
shouldn't
be
the
biggest
thing
we
ever
achieved.
We
should
go
on
beyond
that
side.
It's
not
an
end
stop,
but
the
top
three
things
is
number
one
is
results
and
the
most
important
result
that
gitlab
is
growing
incremental
ACV
getting
more
subscriptions
for
that
one
to
grow.
The
number
of
visitors
to
our
website.
A
I
have
a
certification
program,
so
people
need
to
say,
hey,
imma,
get
live,
expert
and
create
kind
of
develops.
Transformation
messaging
so
make
sure
that
we
as
people
want
to
embrace
DevOps.
They
associate
that
with
get
lamb.
The
second
thing
is:
have
a
great
product
want
to
go
to
user
stages,
so
I
want
to
make
sure
people
use
different
aspects
of
the
product
and
we
want
to
make
sure
existing
categories
get
better
and
we
add
new
ones
and
we're
gonna.
A
Add
consumption
pricing
for
compute,
so
we're
gonna
allow
people
to
even
if
they're
self-hosting
to
use
and
the
shared
CI
Rhenish.
I
talked
about
earlier
when
David
asked
a
question
want
to
make
sure
that
companies
can
render
themselves,
but
they
can
also
order
that
from
get
lab
and
then
the
third
finger,
great
team
I
think
we
withhold
remote.
We
got
some
some
very
interesting
in
our
hands,
so
I
think
we
should
be
known
as
the
company
for
all
remote
make
sure
that
our
KPIs
and
okay,
ours
are
the
metrics
you
used
to
run.