►
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
B
Sure
so
I
am
David
I'm,
the
co-founder
of
a
new
company
that
I
just
co-founded
with
a
friend
of
mine,
and
we
are
basically
building
a
visual
coding
tool
that
allows
people
to
build
complex
websites
and
apps.
So
we've
only
started
and
we're
very
young
and
we're
just
really
interested
to
find
out
how
get
lab
has
been
so
successful
in
building
an
open
core
model
on
top
of
a
completely
open
and
completely
remote
workforce.
A
Yeah,
so
there's
lots
of
people
who
are
like
applying
to
us,
but
they
have
questions
about
being
all
remote
and
biggest
concern.
I
think
is
that
it
will
be
lonely
or
that
they
won't
get
support
they
need
or
that
they'll
feel
and
if
disenfranchised,
but
I
rarely
get
those
questions
by
the
time
an
interview,
an
applicant
is
kind
of
at
me.
They've
asked
a
couple
of
people
in
the
company
and
they
got
comfortable
with
it.
A
So
I
deal
a
lot
with
executive,
hiring
every
single
executive
hire
that
expressed
that
as
a
concern
got
comfortable
with
it.
After
talking
to
the
other
executives,
it's
I
think
I.
Think
a
big
worry
in
the
back
of
people's
mind
is
that
it's
not
very
social,
because
it's
remote
but
like
I'm
on
some
calls
like
the
entire
day
and
it
doesn't
I,
can
see
your
face.
I
can
see
your
expressions.
I
can
hear
your
audio
like
it.
It's
80%
as
good
as
meeting
in
person.
A
It's
not
like
an
audio
conference
which
is
like
20
percent
as
good
as
meeting
a
person
or
text,
which
is
just
a
completely
different
way
of
communicating.
So
I
think
everyone
gets
comfortable
with
it
and
we
rarely
miss
out
on
people
that
apply
because
they
didn't
get
comfortable.
Of
course,
there
might
be
people
who
never
apply
because
it's
like
not
their
thing.
For
example,
my
wife
she
likes
going
to
the
office
hang
out
dance.
A
B
You
think,
have
you
ever
found
that
Augustine,
your
experience?
Have
you
found
that
and
productivity
has
has
changed?
Has
it
been
better?
Do
you
feel,
because
your
remote
or
worse,
or
do
people
appreciate
the
freedom
that
gives
them?
So
perhaps
they
work
a
bit
harder
or
they
put
in
a
bit
more
effort
will
take
greater
ownership
of
products
or
the
in
companies
pipeline
yeah.
A
I
think
people
end
up
with
a
bit
more
spare
time.
So
if
you
compare
us
to
like
a
typical
Silicon,
Valley
startup,
we
did
that
for
three
months
lived
in
the
same
house
in
in
a
single
room
and
and
got
a
lot
done,
I
think
we
still
get
a
lot
done,
I
think
in
the
old
scenario,
there
was
more
kind
of
peer
pressure.
We
worked
longer
hours,
I.
Think
now,
there's
less
interruptions,
there's
more
structure
around
to
work,
so
we
we
can
achieve
the
same
with
fewer
hours.
B
I've
always
wondered:
do
you
have
any
data
on
if
you
been
able
to
hire
a
more
diverse
workforce
by
offering
this
for
me,
set
up
particular
in
terms
of
perhaps
people
who
aren't
just
like
25
in
straight
out
of
college,
but
have
families?
Perhaps
women
minorities
who
aren't
typically
available
in
your
classical
tech,
art,
London,
New,
York,
Berlin,
so
Excel
a
salmon
Cisco
yeah.
A
I
think
we
have
no
that's
not
to
say
that
our
diversity
numbers
are
great.
We
started
off
with
a
lot
of
people
from
the
open
source
community,
which
was
not
very
diverse,
but
for
sure
you
get
many
cultures
I
just
by
virtue
of
having
people
in
more
than
50
countries,
so
that
helps-
and
that
gives
a
certain
like
racial
diversity
as
well.
A
I
think
it's
easier
to
combine
a
remote
job
with
the
rest
of
your
life.
If
your
kids
have
to
stay
at
home
like
you,
can
take
care
of
them
and
it's
easier
to
combine
it's,
not
this
binary
decision,
where
you're,
just
not
available
you're,
just
out
and
and
and
and
miles
away
from,
I
found
the
people
you
care
about.
So
I
do
think
that
for
a
lot
of
people,
it's
an
important
fergan
and
allows
them
to
combine
and
their
kids
with
the
rest
of
their
life
thing.
B
A
We
don't
require
you
to
like,
be
there
in
a
set
set
amount
of
hours.
We
we
do,
recommend
you
kind
of
communicate
to
others,
for
your
limitations
are
so,
for
example,
there
was
a
call
on
our
company
call
this
week,
like
please
put
your
working
hours
in
Google
Calendar.
So
when
we
schedule
a
meeting,
we
can
accommodate
your
working
hours.
So
we
recommend
people
have
boundaries
that
they
they
respect,
but
we're
not
we're
not
requiring
you
to
be
online
for
a
certain
time.
Mm-Hmm.
B
B
A
We
I
do
agree
like
we
try
to
say
like
for
results.
We
do
we
don't
care
when
you
work,
so
you
should
work
when
it's
it's
good
for
you
and
when
you
feel
like
working
I,
have
not
seen
great
results
with
people
that
have
super
weird
hours
and
that
kind
of
shift
their
rhythm
and
things
like
that
I
think
most
most
productive
at
the
people
at
our
company
have
a
set
schedule
which
they
stick
to.
Okay,
I
tend
to
stop
working
around
6:00
o'clock
and
I.
A
B
Recommend
it
and
just
staying
on
the
topic
of
productivity,
have
you
noticed
I'm
talented
now,
have
you
noticed
a
difference
in
the
applicants
that
you
perhaps
get
from
compared
to
San,
Francisco,
London
and
other
places
that
you're
able
to
hire
from
because
obviously
you
can
hide
from
anywhere
on
the
planet
within
reason?
Have
you
found
the
boss,
higher
or
lower
in
terms
of
talent
and
abilities
and
skill
I.
A
A
B
A
B
A
And
Gettler
because
they
know
what
to
do
so,
we
put
the
compensation
calculator
on
our
vacancies
and
especially
on
hacker
news.
There's
been
a
lot
of
talk
about
that.
So
recently
we
launched
a
blog
post,
why
we
pay
local
wages
and
why
we
do
not
pay
the
same
for
the
same
work.
You
live
somewhere
else
outlined
all
our
all
our
reasons,
for
example,
under
paying
people
that's
bad,
but
also
over
paying
people
as
bad
people.
A
It's
not
great
if
people
stay
in
a
job
because
you're
paying
a
lot
more
than
than
they
could
get
otherwise
and
they're
not
happy
so
that
blog
post
was
actually
very
well
received
and
since
then
I
think
it
acquired
it
down
to
people
bringing
this
up
I
think
it's
a
very
counterintuitive
thing
as
same
job.
Same
pay
makes
logical
sense.
But
if
you
look
at
the
two
models,
I
think
paying
market
is
superior.
Yeah.
B
So
we
touched
on
briefly
before
we
started
this
called
the
EM
tools
that
pattern
guys
used
to
communicate
remotely
I
just
wondered
if
you
could
perhaps
go,
then
less
once
you've
tried
and
love
and
once
you
tried
and
you
think
are
awful
I'm
just
like
give
an
overview
of
how
you
kind
of
manage
I
can
you're
400
people
now
and
kind
of
little
glue.
All
of
these
people
together
and
a
successful,
coherent
structure,
yeah.
A
A
We're
very
clear
on
what
we
use
for
what
so
we
have
pretty
extensive
communication
guidelines
which
you
can
easily
Google
and,
for
example,
I.
Just
added
that,
if
we're
in
the
zoom
quote
we're
not
gonna
use
chat,
we
use
a
Google
Doc
for
I
can
list
the
reason.
Spirits,
it's
a
better,
has
a
better
threading
model
than
just
chronologically
yeah.
C
A
We
were
very
attuned
to
like
how
we
communicate
how
we
send
calendar
invites
what
is
LinkedIn
there
etc,
and
we
try
to
use
each
medium
to
the
maximum.
For
example,
we
had
a
group
conversation
today,
people
are
presented
and
it
was
a
great
great
presentation,
creates
lytec
but
they're
not
presenting
the
slide
act,
because
it's
a
meeting
and
the
meeting
should
be
interactive.
That's
why
were
all
coordinating
two?
B
B
And
they
allow
them
to
litter
rates.
You
know
the
person
speaking
and
provide
live
feedback
and
feedback
in
past
tense
them.
I
think
that's
a
really
interesting
idea,
but
the
problem
is
I,
think
integrating
it
in
a
way
that
includes
people
and
doesn't
just
turn
into
a
slanging
match.
Saying
oh,
no
you're
doing
good
at
this,
because
you
took
too
long
to
explain
something.
I
want
lost,
so
I
think
it's!
It's
really
insane.
B
If
you
could
do
something
along
those
lines,
because
I
really
just
people
like
continuous
improvement
and
getting
better
and
as
long
as
the
feedbacks
positive
and
you
allow
people
to
get
better
I
think
they're,
far
more
receptive
to
essentially
being
rated
by
their
their
own
co-workers.
In
that
way,
it's
a
very
difficult
balance,
I
think
to
get
right,
yeah.
A
It
seems
that
they
got
them
right
when
I
read
about
it
in
the
app
circa
for
artists
is
probably
a
bit
too
much
and
and
you
can,
you
can
also
like
repin
eyes
it
a
bit
where,
like
give
some
very
underserved
negative
feedback
and
then
they
day
like
what
are
you
saying
and
you're
all
you're
in
denial
and
stuff
like
that?
But
I
talked
to
a
few
people
who
worked
there
and
they
were
like
you
know
it's.
A
B
Cool,
so
just
moving
on
a
bit
and
kind
of
how
you
guys
started
and
the
process
you
went
through
and
in
raising
money,
and
so
you
were
in
the
process
of
talking
to
an
approaching
venture
capitalist
and
a
frequent
thing
we
hear
is
okay,
we
kind
of
like
you
guys,
but
we're
not
so
hot
on
the
remote
stuff.
We
don't
really
understand
it
and
to
us.
A
We're
exactly
the
same
problem.
A
lot
of
the
reasoning
is
they
invest
in
the
company
and
feces:
don't
want
to
lose
their
principle
like
they
don't
want
to
lose
all
their
money
and
that's
it's
a
bit
of
rationale
because
they
all
said
that
the
returns
are
made
on
the
home
runs
on
the
exceptional
ones.
The
problems
with
our
LPS
are
for
the
ones
where
they
lost
all
that
money.
A
Yes,
it
is
something
that
they're
they
want
to
optimize
for
and
then,
if
you
don't
do
super
well
as
a
company,
you
get
sold
and
it's
much
easy
to
sell
a
co-located
company
than
a
remote
point.
If
you're
in
the
Bay
Area,
they
have
a
few
people,
it's
easier
to.
They,
they
got
their
companies
that
are
doing
well
and
they'll
just
make
sure
it
gets
acquired.
So
that
option
that
escape
hatch
is
either
not
available
or
at
like
a
50%
discount
for
an
old
remote
company
and
that's
a
big
part
of
their
hesitation.
A
The
other
thing
is
name
all
remote
companies
that
IP
out
there
are
none
now,
hopefully,
WordPress
and
vision
hopefully
get
lamp
but
non
non.
Yet
and
that's
what
they're
going
for
that's,
that
those
are
their
home
runs
so
I
think
it's
getting
a
lot
better,
I
think
with
envision
and
get
lab
being
above
a
billion
dollars
and
work
for
us
as
well.
They
they're
starting
to
see
the
model
works
and
skills.
B
A
So
many
times
he
didn't
get
the
opportunity
many
times
they
just
looked
at
it.
He
just
passed
on
us.
One
very
good
investor
said:
look
I
like
everything
about
this
company
except
the
old
remote.
You
check
all
our
other
boxes,
but
that's
what
like
we.
We
got
enough
deals
that
check
all
boxes,
so
I'm
not
gonna.
Take
this
risk
I'm,
not
saying
this
doesn't
work
I'm,
just
say
it:
it's
not
what
we
commonly
see
and
we
can
just
pattern
match
and
get
those
companies.
So
why?
A
Why
take
the
risk
like
they
they're
such
a
good
investor?
They
get
every
deal
in
the
valley,
apply
and
come
spy.
So
that
was
a
really
honest
way
and
a
really
fell
out
way
in
which
we
got
the
kleiner,
respect
that
a
lot
and
with
August
Capital
who
did
our
be
round,
and
that
was
the
point
where
it
was
most
controversial
because
the
earlier
round
we
were
still
like:
hey
we're,
gonna
do
an
office
and
the
later
rounds.
You
got
more
financial
data.
A
So
it's
an
easier
decision,
so
the
B
round
was
essential
and
what
was
great
it
was
that
really
ill
cheff.
Their
investor
said:
look
I
like
everything,
except
for
this
old
remote
convinced
me
as
I
went
to
your
office
and
five
people
in
there.
I
made
a
whole
presentation
about
my
remote
skills.
A
lot
better
I
was
like
yeah,
okay,
okay
and
then
I
talked
about
it
like
we
document
things
and
then
maybe
one
of
their
associate
said
yeah.
A
They
really
document
stuff,
I
went
online,
I
read
their
handbook
and
I
kind
of
spent
the
whole
night
reading,
because
there's
so
much
in
there,
and
it
was
so
interesting
and
that's
where
it
clicks
like.
While
we're
not
just
talking
to
talk,
we're
walking
the
walk
and
we're
we're
better.
We
get
our
stuff
together
better
than
other
companies
and
I.
Think
that's
that's.
That
was
the
essential
moment
to
convince
yeah.
B
I
had
the
exact
same
experience
with
your
handbook,
I
started
reading
it
just
skimming
over
I.
Think
I
spent
like
two
hours,
which
is
bizarre
because
it's
just
so
unusual
to
read
something.
That's
so
you
so
detailed
in
well
force
out.
I
can
completely
understand
how
it
convinced
them
and
just
as
a
young
company
starting
out,
would
you
recommend
to
go
remote
based
on
the
challenges
that
you're
likely
to
face
with
VCS?
Or
do
you
think
it's
and
it's
something
that
you
can
overcome
if
you're
the
right
team
with
the
right
products,
I.
A
Think
right
now
it's
a
bit
of
a
personal
preference
like
what
do
you
like
more
I,
feel
like
my
wife
and
I
like
going
to
the
office
and
holy?
Don't
do
it,
but
I
think
the
VC
penalty
is
getting
less
and
less
very
rapidly,
I
think
they're,
seeing
that
it
works
and
also
the
Bay
Area,
just
gotten
more
expensive
or
more
expensive.
So
I
like
where
you're
gonna
put
the
company
if
you're
gonna
put
it
here,
the
costs
are
just
spiraling
out
of
control,
so
so
they're
starting
to
see
the
cost
benefit
as
well.
A
So
I
think
make
the
decision
that's
best
for
the
company.
Don't
do
it
for
the
VCS,
like
holy
life
advice.
Just
don't
don't
do
stuff
to
that!
That's
it's
an
afterthought,
just
feces
taxes,
whatever
first
do
what
you
should
do
and
then
try
to
see
how
you
can
optimize
the
fundraising
or
the
tax
process,
but
don't
make
decisions
based
on
it.
A
A
We
got
that
up
to
$1,000
a
month
which
was
not
enough
to
sustain
our
office.
We
try
consultancy
to
help,
people
install
and
upgrade
get
lab.
Does
we
did
that?
We
learned
how
to
improve
the
documentation,
so
people
didn't
need
our
help
anymore.
So
as
we
we
got
ourselves
out
of,
and
we
got
ourselves
out
of
work
yourself
out
of
a
job.
A
A
It
was
a
bit
of
a
coordination
problem,
but
also
they
had
preferred
vendors,
so
they
were
like
yeah.
We
can
pay
you,
but
we
also
have
Java
programmers
who
will
contribute
it
and
we
ended
up
spending
a
lot
more
time
like
fixing
the
contributions
of
those
people,
but
without
getting
paid.
So
that
wasn't
great,
so
we
settled
on
licensed
software
open
core,
add
extra
features
that
you
pay,
for,
which
is
the
most
successful
model
for
opens,
open,
open
source,
open
core
companies
and
license
software.
A
Just
has
amazing
margins
of
like
90%
plus,
which
makes
it
a
great
way
to
grow
startup
fast.
Then
what
features
do
you
charge
for?
So
we
tried
a
few
models.
We
try
to
say:
hey
features
that
are
more
likely
to
be
used
by
a
large
company
paid
that
was
really
hard
to
determine.
We
pointed
that
features
and
then
we're
gonna
start
up.
Saying
well,
I
want
to
use
this
too,
and
you
make
me
pay
big
company
prices.
This
is
so
unfair
and
we
yeah
it
wasn't
very
predictable.
A
So
we
now
settled
on
a
new
model.
We
call
buyer
based
open
court
and
whether
the
feature
is
open-source
or
proprietary
depends
on
who
uses
it
mm-hmm.
If
it's
an
individual
contributor,
it's
open
source,
if
it's
a
manager
goes
in
our
good
plan.
If
it's
a
director
goes
in
our
better
plan
and
if
it's
an
executive,
it
goes
in
our
best
plan,
our
most
expensive
plan
and
that's
been
working
really
well,
and
that's
for
a
couple
of
reasons.
A
One
of
them
is
like
individual
contributors
are
more
likely
to
contribute
features
back
and
it's
easier
to
contribute
to
something:
that's
already
open
source.
It's
it's
less
awkward!
You
you
want
to
have
the
contribution,
also
be
open
source
afterwards
and
the
executives
the
features
they
care
about,
that
they're
willing
to
pay
up,
for
they
have
budget
Authority
and
they
can
afford
that.
I've
gave
a
much
more
extensive
version
of
this
at
the
open
source
leadership
summit.
Recently,
where
you,
you
can
watch
that
presentation
or
be
just
like
that.
Yeah.
A
B
Just
following
on
from
that,
and
there's
been
a
very
lively
debate
in
the
open-source
community
about
licenses
and
what
license
to
use
for
what
projects
and
if
you're,
going
to
screw
yourself,
if
you
use
the
wrong
license
and
a
cloud
provider
takes
your
your
own
project
and
has
a
service
essentially
and
I
Makati,
say
your
publisher,
I,
think
and
it
and
it
my
t-t
license.
Have
you
ever
considered
using
something
more
restrictive,
like
a
common
clause,
is
something
that's
gained,
a
small,
my
traction
and
I
think
Redis
lab
switch
to
that
I.
B
A
We're
we're
very
proud
that
it's
an
open-source
license
and
MIT
license
right
now
and
not
one
of
the
licenses
that
red
is
or
or
confluent
it.
However,
we
understand
and
we
synthesize
sympathise
with,
like
the
need
for
those
companies
to
have
a
sustainable
business
model,
and
that
is
getting
harder
in
the
age
of
hyper
clouds
offering
there.
A
The
open-source
is
a
managed
service,
so
we
might
change
it
in
the
future,
but
for
now
we
have
not
needed
to
do
so,
and
one
of
the
reasons
is,
we
think
the
bio-based
open
core
model
that
makes
it
a
bit
more
resistant
to
kind
of
the
four
can
commoditize
that
amazon.
They
do,
for
example,
elasticsearch
yeah.
B
A
B
A
We
do
provide
a
lot
of
like
customer
success,
implementation
services,
Technical,
Account,
Manager
things
like
that.
Sometimes
it's
with
the
migration
30,000
repos
need
to
be
converted
from
github
or
bitbucket,
and
we
help
with
that.
Sometimes
it's
training
people
giving
workshops
on
modern
DevOps
best
practices.
Sometimes
it's
like
training
on
get
life
itself.
Sometimes
it's
like
setting
up,
see,
see
I
shared
runners
or
other
things.
A
B
And
my
sales
again,
this
is
so.
How
did
you
start
your
Salesforce
and
what
was
the
decision
to
hire
your
first
salespeople?
Was
he
given
by
you
guys
just
not
being
able
to
handle
it
or
was
it
something
go?
You're
a
mess
has
insisted
on
based
on
terms
of
investments.
Just
seemed
young
process
that
you
now
go
through
to
go
from
your
pipeline.
To
close,
they
always
I'm
having
you
great
yeah,.
A
But
we
still
kind
of
dated
for
three
months
where
we
we
had
calls
every
every
two
weeks
or
something
he
because
it's
a
big
risk,
joining
a
startup,
yeah
and
then
the
he
joined
and
it
takes
a
while
to
kind
of
get
going.
So
in
the
beginning,
I
was
gonna,
slim
pickings,
like
I,
don't
think
he
made
his
is
called
in
the
first
year.
So
I'd
rough,
because,
like
that,
your
income,
so
you
get
a
base,
the
nice
things
in
life.
A
You
can
do
with
the
extra
money
so,
but
he
persisted
and
he
started
growing
and
it
started
the
products
started
getting
better.
We
got
better
at
communicating
it.
We
got
better
at
selling
it
and
from
then
on
I.
Think
second
year
was
very,
very
successful
and
now
he's
a
Regional
Director
and
get
line
cool.
B
A
B
A
A
So
that
was
really
helpful
and
then
we
raise
money
afterwards
and
that
kind
of
means
that
you
don't
have
to
stay
there
like
that
people
not
gonna,
are
gonna,
invest
in
an
America
startup,
which
means
not
just
the
entity
but
also
that
this
he
always
here
the
majority
of
his
or
her
time
and
since
then,
I've
stayed
here.
I
think
I've
read
a
tweet
recent
lead
the
technology
world
wherever
you
live,
the
technology
world
will
be
on
Pacific
time
make.
A
The
conferences
are
here.
The
other
companies
are
here.
The
industry
analysts
are
here,
etc.
So
a
lot
of
people
are
here
and
work
on
this
time.
Zone
and
I
still
do
a
lot
of
meetings.
On
average,
we
have
more
than
one
meeting
a
day
in
person,
so
I
think
it's
a
big
benefit
to
be
here
as,
like
the
leadership
of
a
company.
A
So
for
for
YC
itself,
you
have
to
be
co-located,
you
have
to
kind
of
move
in
groups
to
the
minds
of
your
campus,
so
so
that's
very,
very
definitely
not
remote,
and
then
they
said.
Look
this
remote
think
we've
seen
it
before
it
works
for
engineering,
but
not
for
sales
and
marketing
secure
an
office.
It's
which
is
what
we
did.
We
got
an
office
just
that
people
kind
of
stopped
showing
up
because
they
could
just
as
well
work
from
home,
mm-hmm.
B
I,
don't
if
I
mentioned,
but
I
can
pound
a
mess
on
entrepreneur
first,
which
is
probably
T
stages
before
YC,
consider
and
consider
and
take
companies.
It's
really
a
talent,
invest
in
people
just
takes
a
couple
of
hundred
people
every
six
months
and
then
come
up
with
an
idea
for
a
company
and
will
fund
you.
If
you
we,
like
you
after
six
months,
so
I
think
that
was
also
a
really
good
experience.
Just
in
terms
of
learning
them
language
of
BC's
investors
and
the
network
that
you
create
is
just
fantastic.
B
B
I
think
it's
changed
quite
substantially
in
the
last
10
years,
I
think
it's
become
far
more
mainstream
and
understood
in
terms
of
how
to
build
business
models
around
it
and
I
just
wondered
if
you
thought
that
that
would
change
or
if
it
would
go
back
ever
to
a
closed
source
model.
Being
the
third
solution
to
take
the
based
on
the
Arab
fighters
and
legal
use
of,
and
licensing
yeah.
A
Hey
you
had
the
the
very
early
open
source,
which
was
very
idealistic,
and
you
had
the
first
commercial
open
source.
Like
my
sequel,
Red
Hat,
very
unique
business
models.
Then
he
had
this
current
wave
of
commercial,
open
source
software
companies
very
similar,
all
open
court,
and
now
you
have
this
development
of
the
hyper
clouds
also
entering
the
game.
A
So
it's
going
to
be
super
interesting
to
see
how
that
evolves.
So
far,
most
of
the
big
commercial
open
source
software
companies
have
changed
their
license
to
a
closed
source
license.
So
that
is
happening.
I'll
I,
wonder
how
that
will
play
out
whether
these
so-called
non-compete
licenses,
whether
that
will
become
the
standard
for
commercial,
open
source
software
or
better.
It
will
turn
out
that
there's
other
ways
to
kind
of
deal
with
deal
with
the
hyper
clouds
and.
A
Amazon
has
has
has
made
a
very
bold
and
move
with
with
the
fork
and
commoditized
that
they
did
with
elasticsearch
I
think
it's
smart
move
it's
in
the
interest
of
their
customers,
but
there's
gonna
be
a
response,
so
it's
gonna
be
interesting
to
see.
Maybe
a
commercial
open
source
software
companies
get
closer
to
other
industry
players
because
of
that
so
I,
don't
know
how
that's
all
gonna
work
out
so
far.
A
We
we
will
and
we're
we're
still
the
the
code
that
is
open
is
open
source
and
our
closed
source
and
we'll
try
to
keep
it
that
way.
But
but
we
won't
has
to
take
two
more
make
changes
as
we
need
to
I.
You
think
that,
like
the
general
trend,
if
you
zoom
out
a
bit,
is
that
for
any
software
that
is
common
across
the
entire
software
industry,
it's
much
more
likely
to
be
open
source
in
the
future
and
proprietary.
B
A
We
didn't
I
think
we
had.
We
had
a
fork
years
and
years
ago,
I
think
the
person
was
really
passionate
about
translating
get
lap.
So,
but
now
we
have
a
translated
version
of
get
lap.
It's
not
complete
yet,
but
there's
lots
of
efforts
put
into
making
sure
that
it's
localizable
and
in
many
many
places.
B
Sure
so,
basically,
it's
born
out
of
a
frustration
that
both
me
and
my
co-founder
experienced
where,
if
you're
doing
any
type
of
web
or
front-end
development
or
even
back
in
development,
you
can't
have
the
system
where
you're
confronted
with
a
variety
of
different
technologies
that
can
be
together
and
and
you
essentially
as
a
developer
end
of
gluing
things
together
and
Barry.
Was
that
the
glue
is
the
annoying
hard
part
that
no
one
wants
to
do,
and
you
actually
just
want
to
write
and
co
themselves.
B
So
as
a
base
model
we're
trying
to
develop
something
that
allows
developers
to
glue
together
different
components
in
a
very
easy
and
quick
way.
And
then
we
came
to
the
conclusion
that
the
the
in
platform
we
build
would
be
made.
They
easy
to
adapt
to
non-technical
users
to
then
style,
customize,
expand,
design,
different
components
and
different
web
and
mobile
apps
in
a
much
more
complex
way.
Then
you
get
with
a
pillars
like
Wix
come
and
presently.
B
And
we
hope
that
this
will
enable
both
programmers
and
non-programmers
to
kind
of
coexist
in
this
world,
where
you
kind
of
presently
have
designers,
cropping
managers,
product
owners,
customers
and
then
developers
at
the
end,
and
we
think
if
we
can
kind
of
unify
these
people
into
a
single
entity,
we
can
develop
something.
That's
fun.
Np
changes,
how
softwares
create
it
cool.
B
Can
go
to
our
website,
which
is
scale
Aptos,
app
and
there's
I
didn't
use
a
lot
on
that
at
the
moment,
but
there
will
be
soon
because
resently
process
of
updating
us
yeah
I
mean
the
next
like
six
months.
We
hope
to
have
a
stable
version
under
the
in
product,
where
you
can
actually
build
their
complex
web
and
mobile
apps
and
customize
them.
However,
you
wish
just
by
writing
C
simple
modules
and
then
integrating
that
cool.