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From YouTube: CEO 101 - YouTube Livestream
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A
A
So
walk
up
to
the
CEO
one-on-one.
This
is
a
place
where
people
who
are
new
to
get
lab
can
ask
questions
and
CEO
and
co-founder
Caitlin
I'm
cyd.
This
is
a
public
YouTube
stream.
So
if
you're
not
super
sure
whether
a
question
can
be
public,
just
ask
it:
it's
probably
fine,
if
you're
very
sure
it
shouldn't
be
public,
just
ask
it
in
the
zoom
and
I'll
make
a
judgment
call,
but
in
general,
don't
turn,
don't
be
afraid
to
speak
up.
A
A
C
C
A
It
is
growing,
really
rapidly
RT
and
we're.
We
still
have
a
lot
of
ground
to
cover.
Luckily
we
have
Kathy
and
she
said
seed
will
set
the
goals
for
the
department's
is
he
does
a
much
better
job
at
that,
then
that
then
I
would
be
able
to
do
things
that
are
top
of
mind
like
so,
for
maybe
other
people
watching
we
have
the
security
which
makes
functionality
for
gitlab.
We
have
the
security
team,
which
makes
sure
get
life
as
an
organization,
and
an
application
is
safe.
A
C
A
Think
the
recent
progress
has
been
amazing,
where
Kathy
opened
up
and
the
rest
of
the
team.
They
opened
up
a
public
bounty
program
and
we're
following
up
with
that
really
well,
and
a
lot
of
really
great
hackers
are
trying
to
find
poke
holes
and
get
laughs
and
that's
getting
harder
and
the
holes
are
getting
smaller,
so
huge
amount
of
work
done
there.
We
should
continue
that
we
should
get
better
at
poking
holes
ourselves,
so
Caffey,
starting
with
trying
to
start
a
vet
team
initiative
or
we
pay
people
to
kind
of
poke
holes.
A
There
should
be
we're
gonna
do
more
in
training
people
so
carefully,
starting
a
pic
cheney
program
for
our
developers.
I
think
we're
even
involving
an
outside
vendor
that
has
some
pretty
cool
interactive
courses
for
that,
so
there
are
developers
have
a
more
security
mindset
as
day
and
new
features
so
that
we
don't
create
the
holes
in
the
first
place.
A
C
D
E
I
said
good
morning,
this
is
I'm.
Sorry,
okay,
good
morning
my
name
is
Clint's
brav
I
joined
on
Monday
and
I'm,
going
to
be
doing
the
competitive
intelligence
on
the
product
marketing
team
and
with
that
role,
I
want
to
ask
you:
what
do
you
feel
as
a
CEO
of
a
really
strong
company
in
terms
of
what
do
you
think
is
probably
the
biggest
threat
across
the
DevOps
to
get
Lab
in
terms
of
the
various
products
yeah.
A
I
think
our
biggest
competitor
right
now
is
Microsoft
with
the
combination
of
github
and
Azure
DevOps.
They
have
a
great
go
to
market
every
single
fortune.
500
company
is
a
customer
of
Microsoft
at
probably
the
CTO
level,
they're
gonna
bundle,
github
and
Azure
DevOps
in
so
I
think
that's
the
biggest
threat
and
and
a
very
specific
thing
that
I
asked
for
it's
like
I,
want
to
have
a
visual
of
the
overlaps.
I
want
to
say,
if
you
have
like
the
table,
that's
on
our
homepage,
I
wanna
see
officially
what
is
over.
A
What's
the
overlap
would
get
up
and
what's
the
overlap
way
to
actually
DevOps,
because
I
think
the
overlap
is
about
40
percent.
So
we
offered
like
more
than
double
the
features
than
that
combination
offers.
But
that's
not
the
narrative
in
the
marketplace
today.
I
think
we
should
make
sure
that
that
is
something
we
can
show
Julie
so
that
we
can
easily
add
it
to
presentations
and
someone
asks
we
can
easily
show
it
on
our
home
page
right.
F
You're
there,
so
my
name
is
Heather
and
I
joined
our
security
group
as
external
communications
analyst
and
my
question
for
you
is,
you
know,
I'd
love
to
hear
from
you,
your
philosophy
on
balancing
you
know
being
an
extremely
transparent
organization
with
our
own
organizations,
security
posture
as
well
as
that
of
the
clients.
So
how
do
you
see
that
that
balance
happening
and
how
can
we
be
more
active?
You
know
both
and
social
and
external
cons
as
a
whole,
yeah.
A
A
balance
assumes
a
trade-off
many
times
so
I
think
it's
more
harmony.
What
we're
looking
for
I,
don't
think
they're
opposite
goals.
I
think
we
can
easily
combine
them.
I
subscribed
to
the
philosophy
that
good
security
shouldn't
the
mechanism
of
security
shouldn't
be
a
secret.
Of
course
you
have
secret
keys.
Like
you
have
done.
We
shouldn't
open
up
our
vault
instance
and
our
secret
environmental
variables,
but
how
we
do
security.
A
We
can
be
very
open
about
that
and
I
think
it's
a
great
opportunity,
because
there's
very
few
companies
being
open
about
that
way
to
a
lack
of
trust.
Like
you
say,
you're
secure,
but
I
can
check
it.
I
can
check
what
you're
doing
so.
It
will
be
better
for
our
security
posture
in
the
marketplace,
plus
there's
a
lack
of
information.
So
it's
great
marketing
forget
Lambos
where's.
If
we're
seen
as
a
as
a
leader.
A
G
G
This
says
specifically
to
do
is
get
lab
as
a
company
and
I
know
that
there's
been
some
investors
in
to
get
lab,
but
I'm
just
wondering
if
there's
been
any
I,
guess
you'd
call
it
push
back,
maybe
from
some
of
the
investors
saying
well
you're
doing
things
a
little
bit
different
from
all
the
other
companies
I've
invested
in
you
know,
you're
all
remote
you're,
all
your
all
completely
wide
open,
I'm
wondering
you
know
if
you've
gotten
any
kind
of
pushback
from
that
and
then
how
you've
actually
addressed.
Some
of
that.
A
No,
not
so
much
pushback
as
well
as
I,
think
Finley
ill
Jeff
are
invested
from
Armus.
Capital
has
a
tweet
out
like
that.
Every
time
he
sees
ROP
ours
Oakley
our
speech,
the
page
that
has
our
objectives
for
the
quarter
that
that's
public,
like
he
kind
of
like
wow.
He
yeah
his
heart
skips
a
beat
so,
but
they
haven't
pushed
back
that
much
I
think
a
way
they
push
back
is
the
remote
model.
They
were
very
concerned
about
that,
because
there's
very
few
companies
being
able
to
do
that
effectively.
A
The
openness
be
good
I,
don't
think
I,
don't
recall
a
request
from
investors
to
close
things
down
and
I
think
they
sometimes
like.
Look
at
our
handbook
and
look
at
our
stuff
like
it's:
it's
not
just
accessible
to
the
outside
world.
It's
also
accessible
to
the
investors,
I
think
for
a
lot
of
their
portfolio
companies.
It
cannot
see
every
process
in
the
company
and
there
is
not
as
much
visibility
so
they've
been
remarkably
supportive
of
that.
A
H
A
A
Do
you
think
that
there's
going
to
be
companies
who
are
like
remote
first
but
then
still
have
like
a
day
at
the
office
every
week
or
something
I
think
that
makes
sense
if
you're,
if
you,
if
you're
closely
located
next
to
each
other?
That
makes
a
lot
of
sense
if
you
meet
up
one
or
two
days
every
day,
but
I
think
the
remote
by
default,
where
no
one
feels
left
out
and
you
can
work
a
day
from
home
without
losing
efficiency.
A
I
think
that
just
makes
sense
just
really
hard
to
predict
how
long
it
will
take
I
I
think
it.
We
even
we
struggle
with
like
enforcing
the
things
that
are
right.
For
example,
today
Sean
did
a
great
job
in
the
company
call.
He
reminded
everyone
of
our
communication
guidelines
but
like
it's
so
easy
to
slip
back
into
messaging
people
in
direct
message,
instead
of
in
a
at
mentioning
them
in
a
public
channel.
It's
not
an
intuitive
thing
to
do
the
right
thing,
so
I
think.
A
If
your
company
is
not
remote,
it's
very
hard
to
transform
it,
so
I
will
think
it
will
take
a
new
generation
of
companies
and
I
see
that
the
number
of
kind
of
old
remote
companies
in
accelerators,
like
Y
Combinator,
increasing
so
we'll
first
see
that
I
can
Y,
Combinator
and
we'll
see
it
for
all
startups.
Then
we'll
see
it
for
new
kind
of
traditional
organizations,
and
then
it
will
take
a
long
time
for
the
for
the
for
the
and
we're
gonna
call
them
that
I'm,
not
gonna,
call
them
legacy.
I'm
gonna
call
them.
H
D
Hi
everyone
I'm
Christian,
Oval
I'm,
the
new
director
of
user
experience,
Sid
I,
know
from
chatting
with
Eric
Johnson
that
beautifying
our
UI
is
a
high
priority
for
you.
It's
a
high
priority
for
me
too,
but
I'd
like
to
take
a
second
to
hear
what
that
means
to
you.
A
Yeah
I
think
our
UX
team
has
done
an
outstanding
job.
I'm
really
happy
with
what
we
do.
I
think
there's
been
such
an
enormous
amount
of
new
features
coming
out
that
they've
focused
all
their
attention
in
keeping
up
with
that,
which
is
logical,
because
that
can
never
stop
that
train.
Must
we
ship
every
month
that
train
doesn't
stop.
So
that's
the
first
thing
you
do,
but
I
hope
that
we'll
get
a
bit
of
spare
capacity
to
focus
on
other
things.
A
That's
both
UX
related
like
on
Monday
I
did
a
screencast
myself
of
using
our
server
list.
Functions
was
amazing.
The
functionality
was
great,
it
was
all
documented,
but
we
found
out
a
bunch
of
things
that
could
be
better
in
the
documentation
and
I
love.
Your
approach
of
saying
documentation
is
part
of
you.
Access,
I,
think
that's
extremely
good,
so
we
find
something
sheer
exercise.
I
think
there's
also
some
things
beauty
wise
when
I
was
in
YC,
Demetri
and
I.
Frequently
sat
at
the
back
of
the
room
in
the
middle.
A
Now,
we've
come
a
long
way,
I
think
our
navigation
right
now
is
better
than
get
up,
but
the
beauty
like
that
small
polish,
the
margins,
the
color
balance
we
haven't,
spent
a
lot
of
time
on
that
because
we've
just
been
shipping
a
ton
of
features,
and
we
our
attention
is
there,
but
I
think
it
makes
sense
for
a
few
people
are
a
few
projects
to
to
spend
some
time
on
that
nailing.
The
margins
exactly
right
and
I'm
I'm
really
excited
about
our
design
system,
design,
develop,
calm
and
I.
A
I
Expressly
I
said
my
name
is
Mui
champs,
I'm
a
I'm,
also
a
new
employee
here,
I
just
joined
actually
last
Wednesday
I'm
a
contracts
manager
by
my
role
and
I'm
actually
excited
to
be
really
filling
this
role
for
the
first
time.
For
you
know
the
company
in
that,
in
that
position
my
question
was,
you
know
it
could
be
somewhat
related
to
maybe
future
roadmap
talk,
and
if
it
is,
you
know,
feel
free
to
say
that
you
know
something
we
can
take
offline,
but
you
know
I
was
thinking.
I
Certainly
the
competition
in
the
market
will
always
be
there.
There
still
is-
and
probably
maybe
more
you
know-
maybe
there'd
be
someone
else
who
will
get
a
similar
idea
and
wants
to
jump
in
you
know
and
maybe
exceed
whatever
you
know,
standards
that
get
lab
has,
and
we
already,
as
you
mentioned
the
own
time
and
again,
if
we
already
have
a
competitor,
it's
good
health.
You
know
we
just
been
acquired
by
Microsoft,
so
one
is
what
is
your
vision
in
terms
of
keeping
it
lab
afloat?
I
In
other
words,
if
here
is
a
right
opportunity,
like
you
know,
maybe
another
big
player
in
technology
like
Google
comes
after
you
know
your
your
panel
and
asking
for
an
acquisition
deal.
Will
that's
something
you
would
agree
to
I
mean
what's
the
future
vision
in
that
sense?
Second,
what
is
the
product
diversity
I
mean?
Do
you
have
some
ideas?
I
think
that
would
suffice.
Do
you
have
some
product
ideas?
How
do
we
keep
that
diversity?
Because
you
know
keeping
with
where
we
are?
I
A
D
A
And
the
culture
that
that's
that's
a
result
of
that.
However,
we
took
external
money
and
I
external
investors
owned
a
majority
of
the
comp.
Now
it's
pretty
hard
to
sell
the
company
is
see
always
against
it,
but
on
the
other
hand,
could
they
own
the
majority.
I
have
to
do
the
right
thing.
I
have
a
fiduciary
duty.
A
What
I've
observed
and
what
people
in
the
industry
say
you
get
sold
when
you're
less
optimistic
about
the
future,
then
they
acquire
like
as
long
as
we're
really
Willis
about
the
future.
It's
very
hard
to
acquire
us,
because
everyone
will
always
be
aiming
at
the
valuation
you
can
see
from
where
we
are
today.
But
if
we
know
we're
gonna
be
way
better
in
any
year
from
now
they
can.
They
will
not
offer
that
valuation.
A
So
it's
really
important
to
keep
going
to
make
sure
all
the
metrics
are
up
intuitive
right,
because
that
will
make
us
more
positive
about
the
future.
The
other
thing
is
companies
get
salt
when
the
executive
team,
and
especially
the
CEO,
gets
tight.
So
I
got
seven
and
a
half
hours
of
sleep
tonight
and
I'm
trying
to
say
healthy
and
engaged,
because,
if
I,
if
I
check
out,
there's
a
bigger
opportunity
in
a
bigger
chance
of
the
company
being
solved.
Thank
you.
The
second
part
of
your
question
was
how.
J
A
Our
scope:
what
do
we
do
now?
You
know
if
you,
google,
get
life
strategy.
You'll
find
something
about
wanna
change
culture
from
read-only
to
read
right
right
now,
many
things
I
use
like
if
I
have
a
monitor
in
front
I
wanted
to
improve
the
design
of
that
I
can't
I,
don't
do
not
know
how
it's
made
I
think
we're
we're
gonna,
see
a
world
or
many
more
things
like
if
you're
watching
a
movie
you're
you
get
all
the
separate
camera
feeds,
plus
all
the
editing
information
you
can
recompile
it
yourself.
A
That's
today
the
case
with
software,
but
as
everything
becomes
software,
that's
gonna
be
more
prevalent
and
I
think
there's
a
lot
to
do
there.
As
for
the
scope
of
the
product,
the
scope,
that's
on
our
homepage
is
already
very
ambitious.
In
the
defense
stage.
We
have
zero
things
that
actually
shipped
now
people
are
working
on
the
first
one.
We've
got
a
lot
of
things
to
do
and
we're
basically
any
40%.
A
No,
if
you
take
where
we
are
today
and
where
we'll
be
by
the
end
of
the
calendar
year,
we're
ending
70%
in
capabilities
that
is
enormous
and
I.
Think
that's
already
very
ambitious,
but
there
will
be
new
things
and
I
there's
no
problem
of
thinking
of
new
things.
There's
there's
very
many
ideas
and
you
can
find
the
mundane
things
on
our
issue:
tracker
you're,
more
interested
in
moonshots
on
our
direction
page.
We
have
a
section
about
our
moon
shots,
but
we're
very
far
away
from
a
culture
where
everything
is
something
you
can
contribute
to.
K
K
I
remember
having
to
make
partners
understand
the
value
of
getting
into
the
application
space
and
staying
and
starting
to
shift
their
focus
away
from
infrastructure,
and
things
like
that
that
we're
normally
where's
revenue
generating
for
them
and
then
he
had
a
business
practice
stood
up
for
so
that
was
an
emerging
market
that
did
pay
off
from
a
revenue
standpoint
that
a
lot
of
partners
were
able
to
build
a
business
practice
up.
My
question
to
you
is
around
gitlab
in
your
perspective,
being
the
founder
of
it.
A
It's
no
longer
that
you
know
where
everything
is
based
on.
Where
you
assigned
it,
it
skills
up
and
down
it
moves
it's
going
from
server
oriented
to
application
oriented.
There
is
the
move
to
the
cloud.
There's
the
move,
multi-cloud
I
think
workflow
port
abilities.
We
kind
of
come
more
important
where
you
don't
want
to
be.
Have
your
workflow
be
linked
to
any
specific
cloud,
I
think
the
complexity
is
exploding,
DevOps
used
to
be
all
you
have
tree
apps
and
now
you
have
like
60
different
apps.
A
You
need,
like
all
the
way
from
feature
flags
incremental
rollout.
All
these
things
that
you
have
to
do
so
I
think
there's
a
big
integration
coming
I.
Think
a
lot
of
our
partners
are
people
who
offer
kubernetes,
so
they
take
kubernetes
and
everything
below
that
make
sure
the
networking
is
ok,
make
sure
the
hardware
is
provisioned
help
you
to
do
that.
We
show
your
mic
is
open.
A
Then
we
can
help
them
from
kubernetes
on
kubernetes.
Wasn't
really
meant
to
be
used
by
developers,
it's
a
great
API
for
other
software
to
build
on
top
off,
and
that's
that's
where
we
come
in.
We
help
people
to
reduce
their
cycle
time,
to
have
the
digital
transformation,
to
go
from
agile
to
DevOps
and
I.
Think
we're
definition
of
anybody
who's
offering
a
cloud
platform
are
given
a
nice
platform
so.
K
To
that
thought
process,
if
you
don't
mind
me
adding
one
more
question
to
that,
I
saw
an
article
that
said
the
total
addressable
market
right
now
is
around
1.8
billion
in
the
CI
CD
space
growing
to
around
almost
4
by
2023,
and
this
is
something
I
want
to
paint
the
vision
for
partners
in
order
to
be
able
to,
you
know,
be
excited
around
building
a
business
practice
leveraging
gitlab.
Do
you
see
anything
else
outside
of
you
know,
based
on
I?
K
A
A
At
what
we're
frequently
replacing
like,
if
you
add
up
like
all
the
things
get
ladkin
doing,
you
take
the
equivalent
you're
talking
more
than
$10,000
per
person,
so
we're
offering
great
value
to
people
we're
not
since
our
open
source,
where
we're
really
good
at
creating
value.
We
will
not
capture
everything,
but
a
thousand
dollars
to
make
someone
way
more
effective.
That
is
earning
between
a
hundred
and
two
hundred
thousand
dollars
per
year
is
super
realistic.
A
M
B
Hi
I'm
Madeline,
Clark
I'm
in
product
operations
and
I
had
a
pretty
big
picture
question
actually
regarding
get
lab
values.
I
joined,
get
lab
exclusive,
not
exclusively,
but
pretty
close
to
exclusively
because
it's
such
a
deliberate
thoughtful
place
to
work
in
your
opinion,
which
of
our
values
right
now,
needs
the
most
love
and
which
do
you
foresee
as
having
to
work
really
hard
to
maintain
as
we
keep
expanding
thanks.
A
D
A
Vacancies
for
junior
engineers
there's
there's
a
reason
for
that.
We're
growing
engineering
like
the
sure
the
engineers
focusing
on
product,
that's
growing,
a
girl
from
200
to
500
this
year.
It's
extreme
growth
way
more
than
doubling,
and
it's
very
hard
to
do.
Well.
Also,
training
people
I
understand
why
we're
not
doing
it,
but
it
ain't.
A
It
is
it's
not
helping
with
diversity
that,
when
are
offering
junior
positions
and
I
haven't
cracked
the
code
on
that
and
Eric's
also
looking
into
this,
but
we're
falling
short
of
where
we
want
to
be
I,
think
the
value
that
requires
constant
attention
is
iteration.
It's
the
hardest
one
to
grass
for
people
onboarding
and,
it's
so
easy
to
say,
oh
yeah,
instead
of
making
sure
I
ship
every
month
and
that
we
get
things
done
in
two
weeks.
A
I'm
just
gonna
take
a
longer
approach
and
I'm
gonna
have
things
drag
out
longer
and
and
it
it
all,
sounds
like
it
makes
sense,
but
you're
reducing
the
time
to
value
like
you're,
getting
value
later,
you're
getting
feedback
later
and
everything
slows
down
decision-making
slows
down.
We
need
more
coordination,
so
you
get
more
overhead,
and
so
that's
the
thing
I'm
most
I'm
concerned
about
that
will
slip.
I.
Think
we're
really
good
at
it
right
now,
but
it's
really
hard
to
keep
it
that
way.
Thank.
B
N
A
Yeah
may
sound
like
a
super
lame
answer,
but
by
shaping
like
get
it
in
the
hands
of
people
and
they
will
get
your
feedback
apart
from
that,
we
gotta
get
a
bit
better
measuring
so
right
now
we're
making
the
product
worse.
We
don't
know
you
don't
have
engagement
numbers
across
all
the
different
stages
and
people
ask
that
yesterday,
financial
analyst,
what's
your
Net
Promoter
Score,
we
don't
know,
we
know
people
love
the
product.
O
This
is
Mike
just
joined
the
Alliance
team
earlier
last
month.
A
quick
question
for
you
as
we're
growing
the
product
and
growing
the
company
and
adding
more
and
more
features
into
get
lab.
I
was
wondering
what
do
you
think
the
implications
are
for
our
partners,
not
necessarily
cloud
providers
but
other
technology,
toolings,
developer,
toolings
that
end
up
competing,
because
now
we've
got
a
feature
that
kind
of
does
what
they
do,
or
at
least
90%
of
it
versus
partnering,
where
they
actually
fill
a
gap
within
our
portfolio.
A
That's
a
super
hard
one,
so
natural
partners
for
us
are
the
people
providing
like
kubernetes
and
everything
below.
So
we
should
focus
on
that.
If
we
get
inbound
partnerships
technology
partnerships,
the
problem
is
it's
frequently
a
thing
that
is
just
adjacent
to
what
we're
shipping
now,
that's
frequently
a
thing
that
we're
considering
doing
in
the
future.
So
what
we
should
do
is
make
it
very
clear:
we're
planning
to
do
that.
Like
that's,
why
we
have
open
issue.
Trackers
people
can
see
what's
coming
up,
so
communication
is
number
one.
A
You
don't
want
people
surprised
that
your
start
will
start
competing
with
them.
Second
thing
is:
if
they
believe
in
their
own
product-
and
we
should
be
very
open
to
integrating
with
them
like,
we
should
be
the
best
supporters
of
of
other
products
and
and
there's
there's
a
lot
of
things
that
get
loved
us,
but
we
do
it
in
a
minimal
way
and
there's
someone
offering
a
better
product
out
there
and
we
should
give
people
the
option
to
use
that
so
we're
totally
open
to
it.
A
I
think
what's
risky
if
we
start
reaching
out
to
people
and
then
we
ship
a
competing
product
later,
so
we
shouldn't
focus
our
attention
there,
but
if
they
reach
out
to
us,
if
they
say
look,
many
of
our
customers
are
using
gitlab.
We
want
to
make
that
experience
better
so
that
they
keep
keep
using
our
product.
We
should
totally
support
them.
P
Sorry,
okay,
like
I,
said
I'm
Marcus,
Carter
I'm,
a
sales
rep
new
Senior
Sales,
recruiter
I
just
want
to
go
back
to
what
you
said
about
diversity
and
how
you're
thinking
are
there
any
specific
initiatives
happening
and
is
other
ways
that
I
can
jump
on
helping
with
those
initiatives?
I
mean
I
know
that
on
my
side,
I'm
recruiting
for
sales,
so
of
course
I'm
bringing
my
lens
of
diversity
to
that.
But
it
is.
Are
there
any
other
teams
that
I
could
partner
with
to
make
sure
that
those
initiatives
kind
of
push
forward?
I?
Would.
B
A
A
A
Introducing
people
to
what
kapap
can
do
I
think
we
still
have
a
lot
of
people
that
think
of
get
lapis
version
control.
So
it's
reading
point
that
everyone
walks
away
they're,
knowing
the
full
scope
of
the
product,
knowing
what
it
can
do
for
organization.
So
it
should
be
focused
on
on
customers
that
are
telling
their
story.
A
We've
made
successful
and
customers
where
we're
not
as
brought
yet
and
potential
customers
wild
idea,
but
maybe
there's
also
something
that
we
can
do
certification
to
to
compel
people
to
come.
Offer
certification
courses,
no
typically
a
buyer,
but
it
will
allow
for,
like
in
two
years
of
get
lab
to
kind
of
get
their
knowledge
certified
and
build
get
one
that
way.
Q
I
said
this
is
Krissy
Buchanan
I'm,
a
Content
marketer
focused
on
the
operations
side
of
things
and
one
of
the
things
that
I
wanted
to
ask.
You
is
kind
of
based
on
the
previous
question,
but
in
my
last
position,
I
worked
with
a
intact
SAS
company
and
we
had
a
large
team
of
engineers.
Probably
like
you
know,
52,
you
know
75
engineers
and
when
they
found
out
I
was
coming
to
get
lab.
None
of
them
had
heard
of
get
lab
and
I.
Q
Think
a
lot
of
our
messaging
has
been
really
effective,
getting
in
front
of
decision
makers
and
buyers,
but
I
feel
like
there's
and
the
people
who
love
gitlab,
love
using
gitlab
and
I.
Think
we
could
do
better
about
having
a
more
community
driven
approach
where
we're
reaching
these
people
to
make
them
fans
and
then
they
can
then
influence
buyers.
How
do
you
think
we
can
go
about
making
that
better
and
what
are
your
thoughts
on
that
yeah.
R
A
A
We
could
edit
this
up
a
few
sound
bites
out
of
it
and
and
recycle
it
do
we
have
it,
have
a
transcription
service
transcribe
and
make
it
into
a
blog
post
like
there's
many
possibilities
with
content
like
this
and
I.
Think
a
lot
is
just
getting
lost
right
now,
so
I
I
focus
a
lot
on
all
the
stuff
we're
already
generating
in
the
handbook
on
YouTube,
about
remote
work
and
and
creating
kind
of
a
high
velocity
machine
or
a
high
philosophy,
firehose
of
content
that
we
can
distribute
also
a
lot
too
to
other
blogs.
J
Said
this
is
Haley
I
joined
like
a
month
and
a
half
of
those
a
strategic
account
leader
based
in
Amsterdam.
Okay,
thank
you,
so
I'm
I
work
in
sales,
customer
success
for
my
career
in
tech
and
so
I
work,
very
synchronously
and
I
have
in
the
past
at
least
and
get
lab
is
very
much.
You
know
it's
all
about.
A
Thanks
and
there's
two
aspects
to
this:
first
of
all,
get
good
at
asynchronously
so
like
if
you're
in
a
call
and
you're
discussing
an
initiative,
and
there
isn't
an
issue
for
it
or
there's
an
issue
for
it
and
you're
just
discussing
it
like
a
rock
or
charcoal
or
leave
a
comment.
There
like
make
sure
that
the
artifacts
end
up
somewhere,
especially
in
our
sales
department,
I
find
that
things
have
been
discussed,
but
there's
no
artifacts
for
the
rest
of
the
company
and
they
feel
kind
of
feel
like.
Why
is
nobody
paying
attention
to
this?
A
Well,
you
didn't
create
any
artifact,
so
people
are
not
paying
attention.
The
other
thing
is
we're
not
forcing
you
to
be
synchronously.
Look
at
my
agenda.
I
mean
video,
calls
six
six
plus
hours
a
day,
so
it's
okay
to
hop
on
a
call
with
someone
don't
feel
like
you
have
to
that.
We
encourage
you
to
like
communicate
in
text.
Communicating
in
text
is,
if
you're
doing
one-on-one
like
it's
way
less
efficient
than
just
hopping
on
a
video
call.
It's
also
weightless
Pleasant.
It
builds
less
trust.
A
A
J
And
I
will
say
that
that
is
how
many
time
I've
asked
someone
a
question:
we're
just
jumping
on
videos,
I
think
when
I
first
started,
and
so
obviously
everyone
has
seen
their
onboarding
issue
and
particularly
around
training
I've
learned
a
lot
more
about
the
product
having
these
calls
with
people.
That
seems
to
happen
more
organically
than
in
the
formal
training.
So
maybe
that's
where
I
I
lost
a
bit,
but
I've
been
picking
that
up
really
quickly
and
it's
quickly
become
my
favorite
thing
about
working
with
everyone
here.
Thank.
A
L
Hello
said:
I'm
the
MD
person
I'm
chosen
as
neat
started
this
week
in
people
ops,
and
we
need
you
and
I'll
be
taking
a
look
at
that
for
you
Haley,
but
I
do
have
a
question.
It's
about
the
handbook
and
as
a
new
team
member,
that
handbook
has
been
invaluable.
It's
a
great
resource.
It's
also
very
dense
and
comprehensive
and
I
I
kind
of
wonder
what
happens
as
you
get
deep
into
the
work.
How
do
you
stay
connected
to
the
handbook
so
that
you
don't
miss
something?
L
A
For
asking
the
question
I
don't
know,
this
is
just
super
hard
problem.
We
try
to
address
it
in
a
few
ways.
First
of
all,
it's
ok
to
miss
stuff
like
if
you
forgot,
someone
will
say
to
you
row
like
hey.
Look
at
this
like
you
missed
this
second
try
to
communicate
it.
So
if
you
make
it
change
to
the
handbook,
that's
relevant
think
relevant
to
the
whole
company.
A
Put
it
in
the
company
call
like
people
will
go
to
that
agenda
relevant
to
Department,
put
it
in
the
relevant
slack
channel
and
maybe
put
it
on
the
agenda
of
a
weekly
or
weekly
meeting
you
have
with
the
gene
relevant
to
the
entire
world,
send
out
a
tweet,
maybe
place
that
tweet
in
general
as
well.
So
people
may
retweet
it
it's
it's
a
bit.
People
that
make
changes
or
merge
changes
have
to
think
of
it.
How
to
communicate.
A
It
there's
also
a
change
log
of
changelog
for
the
handbook,
so
you
could
stay
up
to
date
of
everything.
I
think
that's
impossible.
So
over
2,000
pages
it
doesn't
make
sense,
most
things
I'd
relevant
to
everyone.
So
I
think
it
differs
and-
and
we
have
to
do
many
times-
you
have
to
do
multimodal
communication
of
changes
and
send
an
email
to
people
and
put
it
in
the
competing
agenda
and.
B
N
Hey,
so
we
discussed
a
bit
about
the
competitive
side
of
things
and
also
the
UI
UX
part
of
our
product,
but
this
level
DevOps
area
is
very
complex
and
very
technical,
heavy
and,
besides
adding
features
to
our
products,
are
we
planning
on
making
this
transition
easier
for
our
customers?
I
have
a
concrete
example:
I
used,
I
worked
with
Oracle
and
it
took
me
almost
a
month
to
set
up
a
CSD
pipeline
that
deployed
on
kubernetes
with
Oracle
products
alone.
N
D
A
M
N
In
general,
we
should
offer
our
customers
the
path
of
least
resistance.
Besides,
all
the
cool
features
that
we
had
and
the
value
that
we
provide.
Maybe
we
need
to
well
focus
a
bit
on
the
how
easy
it
is
to
actually
access
that
value
because
being
technology
agnostic,
we
aren't
necessarily
talking
about
the
technology
side
of
things.
It's
more
of
a
people
problem
process,
problem
mindset
problem,
then
technology,
I,.
A
Totally
agree
and
I
look
forward
to
handed
the
the
natural
first
step
would
be
a
blog
post
if
you
were
able
to
get
it
working
and
then
maybe
sometimes
the
blog
post
can
translate
into
a
product
feature,
but
I'd
love
to
see
more
contributions
to
a
post
called
technical
content
from
like
the
solution,
architect,
department
and
everything
else.
Okay,.
R
Said
I
had
a
question:
I'm
Cassie,
Annika
jennife
and
new
people,
Operations
Specialist
other
people
have
steam.
My
question
is
about
get
Labs
leadership.
I'd
love
to
know.
If
you
feel
that
your
Dutch
background
has
affected
and
influenced
your
leadership
style
and
how
the
various
backgrounds
of
the
other
sea
levels
have
had
an
impact
on
get
lab.
Yeah.
A
A
Think
what,
for
example,
Michael
MacBride
has
brought
to
the
leadership
team
is
he's
better
at
formulating
things.
It's
much
more
considerate.
He
takes
he's
seen
more
executive
teams
in
his
life,
so
he's
he's
able
to
point
at
things
that
aren't
that
we're
not
that's
it
then,
and
unlike
a
global
global
optimum,
where
we're
optimizing
one
function
over
notic
and
that's
the
idea
that
everyone
brings
special
things
to
the
table.
S
A
Thanks
for
asking
in
the
last
support
metrics
call,
we
discussed
the
need
to
see
kind
of
the
amount
of
people
that
got
a
reply
within
an
hour
irrespective
of
the
SLA,
so
we
we
have
high
season.
We
have
high
customer
satisfaction
which
we're
getting
a
little
better
about
meeting
our
SLA,
but
the
SLA
is
like
the
worst.
We
can
do
and
I
want
to
make
sure
that
for
for
the
times
that
we
have
enough
capacity,
we
delight
people.
The
inspiration
is
a
company
called
Basecamp
which
lists
their
support
times
on
their
website
and
very
frequently.
A
E
A
Yes
and
no
big
influence
I
have
a
lot
of
admiration
for
the
HH
love
to
like
do
an
interview
or
something
with
him.
Sometime
or
fireside
chat
or
something
I
am
very
I.
Was
a
ruby
developer,
so
I'm
very
influenced
about
his
approach
to
like
developer
happiness
and
having
things
convention
over
configuration.
A
Also
I
was
very
concerned
about
taking
outside
investment,
something
he's
also
very
vocal
about
getting
on
like
the
VC
long
as
he
calls
it.
So
I
told
my
wife
like
when
we
get
to
what
I
see
like
if
I
want
to
take
any
external
investments
like
stop
me,
because
the
odds
of
success
will
go
down
from
90
percent
to
10
percent
and
we'll
have
to
like
we
get
on
this
treadmill.
A
B
A
F
I
have
another
question:
unless
anybody
else
has
something
new
I
know:
we've
been
talking
about
some
of
the
content
and
that
currently
exists
and
I
love
the
conversation
about
starting
blog
posts
about
some
of
the
issues
that
have
been
brought
up.
Excuse
me,
you
know
from
a
marketing
and
communications
or
even
social
media
aspect.
What
would
you
like
to
see
more
of
like?
What's
on
your
wish
list?
What
would
you
love
to
do
if
we
have
the
resources-
or
you
know,
time,
talent,
etc?.
A
We
made
a
switch
to
more
prior
marketing,
which
is
great,
that's
what
the
business
needs
and
that's
awesome
that
we
did
that
I
just
think.
There's
a
whole
lot
of
interesting
company
content
in
the
company,
like
in
issues,
emerge,
requests
in
handbook,
edits
in
YouTube
and
filtered
recordings
that
could,
with
little
work,
be
made
into
user,
focused
content
and
I'd
love
to
see
more
of
that.
But
in
the
end,
look
you
have
to
make
trade-offs
and
Todd
I.