►
From YouTube: 2020-01-07 APAC AMA with Sid Sijbrandij
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).
B
A
C
A
The
first
time
like
racing
on
a
circuit
I'm,
a
pretty
defensive
driver
I,
don't
I,
don't
speed
a
lot
when
driving
on
the
public
roads,
but
here
it
was
fun.
We
could
push
a
car
to
the
limit
and
beyond.
So
that
was
a
lot
of
fun
and
then
a
friend
had
a
birthday,
a
destination
birthday
in
Mexico
where
he
turned
40.
We
went
there,
but
Kim
was
a
bit
under
the
weather,
so
that
wasn't
great.
The
house
was
amazing,
real
estate,
so
it
was
fun
to
see
and
enjoy.
B
B
A
Right
now,
it's
shifting
organically
TOCOM
revenue
is
growing
almost
twice
as
fast
as
self-hosted
revenue,
and
I
think
that's
a
healthy
trend.
I
think,
instead
of
trying
to
push
it
from
our
side,
I
think
we
should
take
away
roadblocks.
I'm
on
broke
block
is
importing
is
still
not
amazing,
so
for
well
on
one
hand,
it's
amazing
because
we
get
the
best
importer
in
the
industry.
On
the
other
hand,
with
super
large
repositories.
A
Sometimes
it
runs
out
of
memory
and
other
kinds
of
so
we
still
improvements
to
be
done
and
we
still
want
reliability
of
kept
calm
to
be
higher
and
I
have
a
suspicion
that
also
the
speed
of
get
outcome
could
be
a
bit
higher
compared
to
github.
So
just
keep
taking
away
broke
blocks.
We're
not
gonna
we're
not
going
to
force
the
transition
like
some
of
our
competitors
are
doing.
At
this
point,.
B
C
Said
I
had
a
question
around
get
laid
calm
as
well,
and
I
was
wondering
whether
you
thought
we
should
use
a
top-level
group
or
names
my
name
space
for
all
live
groups
and
projects
on
get
low
calm
so
that
we
can
reuse
things
like
milestones.
Labels,
epics
and
heavy
shoe
boards
that
spend
multiple
sounds.
A
I,
don't
know
I,
don't
have
a
big
opinion
on
it.
Of
course,
there's
different
permission
levels,
but
we
should
be
able
to
at
least
create
one
overarching
thing,
but
I
would
kind
of
describe
what
you
want
to
achieve
and
then
make
sure
it
works.
Our
permission
level
wise,
because
we
got
a
few
projects
that
should
have
very
limited
permissions
and
some
that
have
very
broad
permission.
So
how
would
that
work
on
that?
On
the
on
the
top
level?
I'm,
not
sure.
A
D
A
A
You
could
see
that
that's
a
New
Year's
resolution,
I,
guess
yeah
and
I'm
sorry
Jenya
for
backtracking.
There
he's
making
notes
and
then
for
the
company
like
I,
think
we
have
our
okay,
ours,
recorder,
I!
Think
that
works.
Fine
I,
don't
want
to
confuse
people
with
a
yearly
thing
as
well.
I
think
it's
important
to
keep
the
focus
and.
D
A
One
hand
I
think
I
know
what
you
mean,
on
the
other
hand
like
using
more
public
and
private
channels
and
slackens
to
that
of
direct
messages.
It's
not
a
casual
thing.
It's
super
important
to
the
company
and
if
so,
I,
don't
wanna,
yeah,
I,
guess
I,
guess
I
guess
well,
they're
the
shorter.
If
it
is
there's
no
New
Year's,
there's
no
yearly
thing
for
the
company.
I
think
this
year
might
be
exciting
because
we
might
become
a
public
company.
I
think
that
that
would
be
a
highlight.
D
A
D
D
A
A
Which
is
awesome,
and
one
of
the
cars
on
is,
is
like
how
do
you
know?
Someone
is
remote
first
they'll
tell
you
like
being
all
remote
right
now
is
so
cool
that
it's
getting
a
bit
obnoxious
and,
of
course
we
shouldn't
be
obnoxious,
but
on
the
other
hand
we
keep
banging
your
drum
and
it's
gonna,
not
everyone's
gonna
like
that,
and
also
there's
at
some
point
if
own
remote
really
takes
off.
A
Imagine
what
the
consequences
are
for
officers
for
catering
for
for
many
for
big
metric
for
people
who
invest
a
lot
of
money
to
live
in
a
big
metro
area
like
not
everyone
in
the
whole
world
is
gonna,
love
this
development
and
also
their
drawbacks
to
being
remote.
It
can
be
lonely
at
times,
and
things
like
that,
so
I
think
we
should
just
be.
We
should
be
known
for
all
remote,
but
we
shouldn't
only
talk
about
the
positive
aspects,
but
also
the
negative
ones,
and
then,
if
there's
a
backlash,
it's
a
good
sign.
A
A
E
A
Happy
New
Year
to
you
too
and
I
have
it
was
in
when
I
did
my
thesis
to
graduate
from
University
and
I
did
a
an
internship
at
a
Procter
&
Gamble
major
package,
consumer
goods,
company
and
I
was
given
an
assignment
and
I
I
was
kind
of
I
kind
of
stretched
the
assignment
to
fill
all
the
available
time.
I
had
just
many
months,
but
there
wasn't
really
that
much
to
do
so.
A
I
spent
the
days
browsing
the
internet
from
my
cubicle
and
feeling
miserable
and
feeling
disenfranchised
not
included
I
understood
later
on
that
they
expected
me
to
be
done
with
that
part
of
the
assignment
and
the
muntin
were
expecting
to
give
me
more
assignments
afterwards,
but
I
never
finished.
So
they
did
that
that
I
managed
to
graduate
with
a
good
grade
like
I,
did
a
good
job
of
stretching
it
and
then
looking
at
all
possible
angles
and
doing
a
good
write-up.
A
But
it
was
a
miserable
time
and
I
I
wasn't
enjoying
it
not
do
true
des
necessarily
to
the
company,
but
just
kind
of
not
not
wanting
to
expose
that
I
didn't
know
something
or
that
I
was
already
done
or
thinking
I
overlooked.
Something
so
made
things
difficult
for
myself
by
we're
trying
to
not
show
any
weaknesses
so
yeah.
A
A
B
A
Labs
roadmap
is
the
most
ambitious
and
the
craziest
plan
in
software
all
right.
What
we
are
trying
to
do
is
is
the
work
of
10
companies,
not
one
and
we're
putting
an
enormous
amount
of
money
behind
it.
We're
going
to
spend
a
hundred
million
in
R&D
next
this
year
next
fiscal
year,
starting
in
two
weeks
and.
A
A
We
should
recognize
that
we're
doing
something
that
very
few
companies
pulled
off
successfully
and
we
should
carefully
watch
that
we're
making
progress.
That's
why
working
like?
How
much
are
we
shipping?
How
much
delay
do
we
have
how
many
more
requests?
How
much
are
we
closing
in
much,
as
are
we
maturing
things?
What
is
that
action
monthly,
active
users
for
certain
for
certain
functionality
so
and
and
our
customers
actually
using
and
appreciating
it
and
wanting
to
pay
for
it?
We
keep
keep
watching
all
those
things
yeah.
A
F
A
A
Think
the
nice,
the
nice
thing
about
it
is
that
it
gives
you
a
framework
to
talk
about
personalities
and
it's
obvious
that
people's
personalities
are
different
and
there's
many
different
ways
to
measure
that
not
all
the
personality
types
are
orthogonal
to
each
other,
well-defined,
it's
it's
more
messy
than
this
simplified
way.
Oh
yeah.
Definitely.
A
A
Since,
since
it's
totally
debunked
as
a
scientific
test,
I'm
not
gonna,
take
it
again
unless
someone
forces
me
so
probably
we're
gonna
have
some
kind
of
a
group
event
or
something
where
I
have
to
take
a
personality
test.
Again,
one
hesitate
to
share
it
with
the
rest
of
the
company.
Again
is
that
is
that
okay
yeah,
that's
cool
thanks
for
asking
Marcel
yep.
D
F
A
Yeah
in
2019
we
grew
people
very
fast.
Let
me
let
me
do
a
quick
calculation
faster
than
revenue.
We
raise
a
bunch
of
money,
we're
investing
that
we
got.
We
think
we
get
a
great
return
on
our
R&D
dollars.
I
think
that's
the
last
thing
that
happened
there
from
now
on,
revenue
will
grow
faster
than
people
and
also
revenue
growth,
as
a
percentage
is
the
accelerating
every
year
were
growing
like
15
absolute
percentage
points
lower
than
the
year
before,
or
something
like
that.
A
That
being
said,
we're
so
gonna
go
from
eleven
hundred
to
over
two
thousand
people
this
year,
and
we
don't
see
that
growth
letting
up
in
2023.
We
want
to
be
at
a
billion
dollars
of
revenue.
Hope
you
around
ten
thousand
people
a
bit
bit
short
of
that
will
be
quite
big
company
if
we
meet
at
revenue
goal
so
anywhere
between
5,000
and
10,000
people
and
yeah
end
of
23.
If
we
keep
meeting
our
revenue
goals
and
etc
all
kinds
of
caveats,
but
that's
what
we're
planning
for
so
we'll
keep
rapidly
expanding
as
a
company.
A
A
G
Everyone,
so
my
question
is
actually
in
line
with
Marcel's
question
and
I
was
I'm,
actually
very
curious.
I
was
hired
late
last
year
late
last
year
and
the
growth
is
significant.
It
it's
quite
worrying,
on
the
other
hand
and
impressive,
on
the
other
hand,
and
if
you
look
at
the
AIPAC
team,
it's
really
growing
at
a
very
fast
pace
and
I
was
curious.
G
What
are
the
company's
plans
for
the
team
in
particular,
and
maybe
I
can
add
what
what's
the
you
know?
What's
the
goal,
or
what
do
you
have
in
mind
for
2020
and
why
actually
I
just
really
have
to
ask
the
question:
why
are
we
looking
at
doubling
the
amount,
the
doubling
the
number
of
team
members
in
one
year?
What
is
I'd
like
to
understand?
What
is
the
reason
behind
the
rapid
growth
in
big
life,
yeah.
A
A
I
have
function
report
to
me
and
some
functions
like
engineering
are
not
organized
by
geography,
some
like
sales
art,
so
to
kind
of
see
what
happens
in
a
pack
like
how
many
hires
and
everything
else
that
you'd
have
to
look
at
the
plans
for
the
individual
functions
and
we're
still
finalizing
those
those
will
be
announced
when
we
have
them
in
general.
I.
A
Think
if
you
look,
if
you
compared
us
immediate
back,
the
usage
of
gitlab
is
the
highest
in
a
pack
and
the
lowest
in
the
US,
with
a
mere
kind
of
in
between,
like
percentage
of
companies
using
it
laughs.
Look
at
the
revenue,
it's
the
reverse.
We
get
most
revenue
from
the
US
where
we
have
the
lowest
market
share
in
amia.
A
As
for
the
company
growing
fast
like.
Why
are
we
doubling
it's?
Because
our
revenue
is
more
than
doubling
as
well,
so
we're
able
to
afford
hiring
extra
people,
and
then
we
think
we
can
still
the
money
we
spend
on
people.
We
can
doing
it
effectively
like
we're
hiring
a
lot
of
people
in
R&D,
and
we
think
that
every
dollar
we
invest
in
R&D
is
going
to
come
back
multiple
times
over
the
open
the
next
year.