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A
B
Yeah
and
in
scheduling
this
meeting
I
just
picking
between
a
traditional
coffee
chat
and
what
was
a
more
of
a
pickier
brain
session
and
as
imp
like
coffee
chat
was,
was
the
more
appropriate
option.
But
there
are
some
things:
if
I
have
the
opportunity.
I
would
love
to
pick
your
brain
about
and
and
some
questions
just
about
you
and
your
background,
so
I
I'm,
familiar
with
get
labs,
history
and
I've
been
kind
of
tracking
lab
success
in
the
media
and
your
involvement
in
it.
But
I
know
that
previously
you
were
involved
with
submarines.
A
The
transition
was,
it
was
a
kind
of
small,
medium
business.
Now
they've
done
great
I
think
when
I
left
it
were
15
people
and
now
there's
80
people,
so
it's
still
growing,
but
not
as
fast
as
the
startup,
so
I
want
to
see
more
growth.
I
also
wanted
to
have
kind
of
a
clear
goal
on
to
optimize
for
it.
So
I
kill
that
that's
iacv
in
general.
That's
profit.
It's
a
submarine
company.
A
It
was
partially
a
commercial
business
and
partially
kind
of
a
hobby
of
the
main
investor
and
I
think
that
makes
it
hard
to
kind
of
make
decisions
from
time
to
time,
because
it's
basically
whatever
the
main
investor,
wants
instead
of
optimizing
for
profit
totally
legitimate,
but
I
wanted
to
be
involved
in
a
different
kind
of
business
and
also
I
didn't
mind
kind
of
creating
more
utility.
The
submarines
are
awesome
in
the
Ender.
It's
it's
it's
a
thing.
A
Anybody
can
live
without
I
love
that
the
impact
we're
having
a
skill
that
we
get
a
lot
and
then,
at
a
certain
point,
and
while
I
was
doing
that
I
saw
a
new
programming
language.
Ruby
I
saw
Ruby
on
Rails
and
for
WoW
programming
old
always
seems
super
tedious,
but
this
looks
beautiful.
I
get
her
I
gotta
get
in
now.
B
Yeah,
definitely
and
and
I
noticed
right.
One
thing
that
stuck
out
in
an
interview
that
you
did
with
coder
radio
was
you
discussed
your
role
in
gitlab,
as
initially
being
a
rails
and
Ruby
programmer
and
you've
transitioned
to
essentially
programming
processes
and
I've
I
find
myself
at
the
start
of
this
same
path,
where
I
find
that
processes
can
actually
be
more
powerful
in
the
long
term
than
actually
writing
a
program
or
limiting
yourself
to
a
programming
language.
B
A
I
think
the
tough
part
about
programming
process
is
that
it's,
the
architecture,
is
pretty
hard.
It's
hard
to
kind
of
organize
all
the
information
it's
hard
to
make
sure
people
have
an
easy
time.
Understanding
everything
you'll
have
to
repeat
stuff
you'll
have
to
work
in
multiple
formats
or
both
in
text
and
in
video
and
everything
else,
and
it's
hard
to
involve
people
like
it.
It
should
be
a
shared
codebase.
It
should
be.
If
you
change
processes,
you
want
people
to
contribute
and
the
hardest
thing
is
to
having
people
ignore
it
and
work
outside
of
it.
A
Instead
of
like
contributing
back
I,
don't
have
good
examples,
but
I
think
that
I
think
is
super
important.
Every
time
you
communicate
a
process
like
you
include
a
screenshot
of
the
handbook
or
link
to
the
handbook.
Sorry,
it's
not
great.
If
a
process
is
like
in
a
slide
somewhere
and
maybe
it's
duplicated
in
the
handbook
that
doesn't
work,
you
gotta
you
gotta
incentivize
people
to
put
in
a
screenshot
of
the
handbook
things
that
people
go
back
to
that.
B
B
First
for
items
with
our
products
going
to
documentation
items
with
our
company
go
to
the
handbook
and,
as
we
scale
I'm
seeing
as
with
any
organization
that
scales,
the
risk
of
information,
silos
becomes
greater
and
the
benefit
from
communicating
efficiently
just
becomes
more
valuable,
so
I
in
support
I
am
I'm
trying
to
make
sure
that
we
are
using
Doc's
first
as
our
primary
method
of
ticket
deflection,
and
this
is
already
in
our
handbook.
It's
just
a
matter
of
kind
of
enforcing
and
and
encouraging
it.
A
That's
a
that's
a
great
question.
Well,
thanks.
First
of
all,
thanks
for
working
dogs
first
and
for
people
watching
this,
the
context
is
when
we
answer
support
question.
We
try
to
either
link
to
the
answering
the
in
our
documentation
or,
if
it's
not
in
the
documentation.
Added
to
the
documentation
and
link
people
to
death,
can
I
do
to
Demetri
request.
You
have
in
process
I,
think
it's
not
intuitive
for
people
and
we
almost
triple
the
company
last
year.
So
I
think
there's
there's
some
extra
encouragement.
A
We
need
to
do
to
make
sure
people
work,
dogs
first
and
handbook.
First,
for
example,
this
morning
I
saw
group
conversation
and
in
it
it
had
processes
that
were
super
useful,
but
there
was
not
even
a
link
to
the
handbook
I'm
thinking
of
not
only
requiring
that
people
add
a
link
to
the
handbook,
but
saying
hey.
If
you
give
a
presentation
at
get
lamb,
if
you're
not
adding,
if
if
the
slide
is
not
a
screenshot
of
a
part
of
the
handbook,
you
should
be
asking
yourself
why.
A
B
Thank
you,
yeah
I,
I
feel
one
of
probably
the
greatest
tool
for
support
is
having
good
documentation
and
I
personally
tried
to
link
documentation
every
time
and
I.
The
handbook
is
so
wonderful,
like
I
I,
feel
yeah.
It's
just
gratitude
for
having
the
ability
to
work
at
a
company
with
a
Doc's
first
process
and
have
the
documentation
as
a
resource
for
support.
Yeah.
B
A
B
Oh,
so,
yeah
one
year
experience
working
in
get
lab,
support
and
I've
worked
in
support
roles,
technical
support,
DevOps
engineering,
but
always
deeply
involved
with
each
layer
of
this
and
and
providing
support
to
it
and
I
feel
like
this
is
the
best
environment
I've
ever
had
for
providing
support
to
customers.
Part
of
that
stocks
first,
another
part
is
I,
feel
that
we
are
structured
in
a
way
that
we
can
actually
have.
Customers
and
users
contribute
to
our
our
product
and
become
personally
invested
in
our
product.
B
We're
proprietary
offerings
tend
to
keep
customer
involvement
at
a
distance.
There's
not
a
way
to
immediately
create
an
issue
or
contribute
to
conversation
on
a
merge
request
in
in
most
situations,
so
part
of
part
of
what
I
have
realized
and
I
guess
I'll
give
a
little
context.
It
get
lab,
contribute
2019
in
New,
Orleans
I
had
a
wonderful
time.
I
had
the
opportunity
to
meet
with
Matt,
Mullenweg
and
I
feel
he's
a
another
inspiring
individual
with
a
great
company
automatic,
very
similar
structure,
pretty
much
all
remote
or
all.
B
It
is
all
remote
I
believe
they
have
product
where
it's
open
source
code
base
and
one
one
key
difference
is
the
onboarding
requires
working
in
support
for
a
period
of
time
and
I
believe
on
a
yearly
basis.
They
also
rotate
people
in
different
roles
and
teams
to
work
in
support.
So
this
just
got
me
thinking
about
what
would
everybody
learn
if
they
had
to
work
in
support?
B
And
my
first
thought
was
that
there's
not
enough
time
and
it's
not
efficient
and
it's
difficult,
I
feel
the
onboarding
issue
for
a
support
engineer
is
there's
a
a
strong
learning
curve
and
it's
basically
because
you
have
to
learn
about
every
different
aspect
of
our
product
to
see
it
as
a
whole,
so
I'm
thinking
what
would
what
would
folks
learn
from
one
or
two
days
of
onboarding
in
support?
And
this
this
made
me
realize
a
few
things.
B
One
is
that
get
lab
seems
to
be
an
iceberg
where
we
have
the
majority
of
our
revenue
coming
from
self-managed
customers
and
we
are
more
or
less
on
an
organizational
level.
Dogfooding
the
software
as-a-service
get
lab
comm,
which
I
it
runs
the
exact
same
codebase
it
it
is
like
the
code
is
open
and
available
source
is
available.
It's
it's
great
to
contribute
to
the
conversation,
but
as
far
as
dogfooding
I
think,
there's
certain
certain
things
that
get
lost
when
we're
not
dogfooding
the
self-managed
project,
their
product
in
particular,
and
over
and
over
I.
A
That's
a
great
question
and
I
do
think
that
the
organization
for
a
long
time
we
kind
of
ignored
our
SAS
product
because
we're
making
all
the
money
with
the
self-managed
product.
So
we
were
very
focused
on
that.
So
it
took
a
couple
of
like
big
Corrections
to
now
focus
the
company
much
more
in
the
SAS
product.
A
A
So
there's
a
risk
there
and
I
think
what
you
can
do.
First
of
all,
there
highlight
things
that
aren't
okay
and
create
issues
and
then
ask
the
product
manager
about
them,
but
also
when
you
see
something
make
it
recording
make
a
recording
of
like
hey
s.
So
we,
if
you
install,
get
lab
or
if
you
want
to
upgrade,
then
this
not
so
good
thing
happens
and
make
sure
that
it's
easy
to
see
because
people
don't
see
it
and
I
think
most
problems.
If
people
see
it,
they
kind
of
agree
on
the
solution.
I
think
there.
B
Yeah,
that's
a
that's
great
ideas.
Thank
you
and
I
I
do
realize
part
of
it
is
going
to
be
an
effort
on
the
support
team,
because
we
we
are
like
the
primary
contact
with
customers
who
have
problems
with
the
self-managed
product
and
if
we
are
not
effectively
communicating
pain,
points
or
patterns,
we
see
that
are
problematic.
Then
it
it's
exactly.
As
you
were
saying,
we
if
there's
no
visibility
and
they
does
not
get
prioritized
or
attention
because
there's
nothing
to
pay
attention
to
it.
Never
left
the
support
threat,
essentially
exactly.
A
I
want
product
managers
basically
complaining
that
support
is
super
noisy
and
I've,
not
heard
that
I
don't
see,
I,
don't
see
product
managers
spending
a
lot
of
time
with
support,
but
in
the
end,
support
is
basically
a
proxy
for
our
customers.
So
we
should
spend
more
time
with
customers
and
more
time
with
support
as
a
proxy
for
them.
A
To
say
something
about
what
you
said
earlier
about
how
great
our
support
team
is
and
I
do
want
to
acknowledge
that
I
think
the
team
and
and
Tom
as
a
leader
in
particular,
it's
been
amazing
to
see
there's
four
metric
key
metrics
I
watched
with
support.
It's
like
how
satisfied
our
customers
are
and
its
reliably
around
that
ninety-five
percent,
which
is
amazing
how
we're
hitting
our
service
level
agreements
of
getting
back
to
people
in
time
again
reliably
around
that
ninety-five
percent.
A
Then
it's
how
much
we
spend
on
support
as
a
percentage
of
revenue
and
that
keeps
coming
down
they're
able
to
kind
of
solve
things,
get
more
efficient,
all
the
time
and
last
but
not
least
how
many
kind
of
links
to
issues
and
documentation
and
merge
requests.
We
include
and
that's
that's
there
are
measurements
for
that
and
they
look
pretty
good
where
these
measurings
I
know
it's
top
of
mind,
for
the
team's
amazing
work.
Support
is
one
of
them.
B
A
And
and
maybe
an
interesting
thought,
but
in
the
beginning
we
did
just
did
support,
but
every
time
we
heard
about
a
problem.
Of
course
we
fix
it
like
we
do
today
like
we
don't
want
to
solve
it
for
one
customer.
We
want
to
solve
it
for
everyone,
so
we
document
it,
we
fix
things
and
then
guess
what
ended
up
happening.
A
lot
of
customers
never
use
support
so
to
use
the
product,
but
I
figure
they
didn't
use
support
and
it
didn't
renew
their
subscription,
so
I
think
having
the
features.
A
B
Yeah
yeah,
that
makes
sense
and
normally
I
would
I
would
say
not
using
support
is
the
sign
of
a
successful
product,
because
you
can
find
the
answers
you
can
self-serve
support.
So
I
think
that
does
have
a
lot
of
truth
to
it,
where
the
features
are
a
key
part
and
I
think
the
value
of
those
features
grows
as
the
size
of
the
organization
grows,
which
is
also
great.
We.
B
B
I
guess
pick
your
brain
about
having
free
and
core
users
of
our
product,
with
technical
problems
being
siloed
in
support,
siloing,
basically,
meaning
there's
solutions
that
exist
for
these
technical
problems,
but
they're
not
easily
accessible
for
people
who
are
not
paying
us
money
or
do
not
have
access
to
the
Zendesk
portal.
Essentially
oso.
B
It
seems
there
with
the
support
workflow.
We
will
tend
to
set
tickets
to
solved
and
it
could
be
a
pattern.
It
could
not
be
a
pattern,
but
the
workflow
is
once
a
ticket
is
solved.
We
are
happy
and
we
close
the
ticket
and
there
may
be
solutions
that
like
where
we
did
not
link
documentation,
but
we
gave
specific
instructions
that
helped
the
customer
get
past
their
block
and
again
I
think
this
goes
back
to
making
D
siloing
these
solutions
from
support.
We
should
add
them
to
documentation.
B
A
There's
no
there's
no
there's
no
limit
to
that.
So
I
think
we
documented
that
any
documentation
page
can
have
a
section
troubleshooting
enough
is
too
small
to
add
to
that.
So
if
it's
worthy
of
sending
in
an
email,
it's
worthy
of
adding
to
our
documentation,
so
I
think
our
bar
should
be
really
really
low
and
then,
when
you
do
it,
if
it,
if
it
is
something
that
I'm
not
quite
sure
it
works
or
something
like
that,
make
make
sure
that
status
is
clear
when
you
add
it
to
the
documentation
and
I.
A
B
The
last
question
would
be
just
personally:
how
do
you
unplug
or
disconnect
I,
find
working
remotely
and
being
very
passionate
about
get
lab
and
loving
the
company
I
work
at
I
sometimes
have
difficulty
disconnecting
what
what
do
you
do
to
basically
get
offline
or
or
stop
thinking
about
work
for
a
little
bit?
Yeah.
A
So
I
try
to
stop
at
6
o'clock.
I
put
my
phone
on
silent
right
now,
like
yesterday,
my
routine
was
to
play
the
Star.
Wars
game
fallen
order
that
was
fun
and
then
a
certain
point,
I'm,
not
very
good.
So
at
certain
point,
I
have
to
respawn
again
and
then
I
start
start
watching
a
silly
YouTube
things
mostly
about
people
just
doing
all
kinds
of
crazy
things
with
hardware
from
building
a
steel
roof
to
installing
a
slip
clutch
in
a
dragster
way
too
fast.