►
From YouTube: Verify & Release By-weekly UX Meeting | 3rd April 2020
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
So
welcome
everyone
to
the
refinery,
slacks
bi-weekly
meeting
I
just
want
to
start
with
a
few
quick
notes,
while
they're
read-only,
but
especially
second
one,
is
important
due
to
the
topic
we
discussed
it's
just
now
in
the
beginning,
outside
of
the
recording
I
just
wanted
to
highlight
the
message
from
seed
that
he
shared
in
one
of
the
channels
recently
I
just
want
to
make
sure
that
everyone
remembers
to
take
care
first
of
themselves.
You
know
and
I
feel
like
lately.
We
talked
a
lot
with
people.
A
How
easy
it
is
to
stay
more
behind
a
computer,
and
you
know
like
spend
more
time
with
work.
I,
don't
like
not
noticing
that
I'd
like
to
remind
everyone
like
hey,
stop
working
late
hours,
if
anyone
does
make
sure
that
you
find
a
hobby
or
something
outside
of
their
work
to
so
that,
like
yeah,
don't
open
slack
at
night
and
things
like
that,
we
don't
appreciate
that
so
I
just
wanted
to
reinforce
it
here
again
and
I.
A
A
B
I
own,
isn't
here
all
boys
overs
and
that
we
talked
about
with
the
analytics
team.
We
had
a
meeting
with
Nick,
post
and
John
Mason
to
talk
a
little
bit
about
not
only
the
features
that
we're
looking
to
deploy
the
next
couple
of
milestones
around
a
CI,
CD
dashboard,
but
think
about
the
pajamas
components
that
need
to
be
built
in
order
to
help
build
that
foundation
for
more
compelling
analytics
across
art
across
gitlab.
B
But
we
ran
into
a
snafu
in
that
we
realize
there's
like
10
other
product
managers
working
on
analytics
and
creating
their
own
dashboard
for
their
own
feature.
So
eventually
it's
going
to
get
very
sprawling
and
these
different
user
journeys
are
going
to
get
very
confused
as
they
try
to
find
information
about
meaningful
metrics.
So
we
may
want
to
work
in
our
ops
section
to
think
about
how
can
we
have
be
more
concerted
about
the
user
experience
for
dashboards
and
metrics
and
what
it
means
to
create
action
ability
from
dashboards.
A
And
see
I
actually
I
know
that
there
is
quite
some
history
on
that
discussion
started
by
Shane.
One
of
the
previous
I
think
deaf
managers
so
I'm
aware
that
the
really
like
there
are
a
lot
of
stage
groups
who
are
working
around
that
like
what's
your
next
next
action
and
like
you
know
how
you
said
it
probably
worse
for
us
in
abstraction
to
talk
about
that.
How
do
you
want
to
be
more
consistent
or
what's
the
approach,
I
planning
already
any
actions
or.
B
So
I
think
I'll
bring
it
up
in
the
next
next
think
big.
So
we
have
our
next
think
if
accession
across
our
stage,
which
we
already
have
other
topics
on
the
agenda
for
so
I,
think
I'll
do
like
I'll,
create
an
issue
and
land
into
think
big
conversation
and
we'll
kind
of
do
a
plug
in
our
next
meeting.
And
then
maybe
we
can
asynchronously
discuss
this
concept
in
that
issue
and
then
be
more
concerted
about
it
in
our
following
think,
big
cross-section
meeting
I
think
that
that'll
be
a
really
great
way
to
kind
of
influence.
B
How
do
we?
How
do
we
choose
to
create
flows
for
users
from
analytics,
so
I
think?
What's
the
problem
today
is
that
people
are
only
looking
at
this
one
micro
experience
and
their
persona
is
journey
and
they're.
Only
thinking
about
okay,
I
want
them
to
see
test
data
in
a
dashboard,
but
they're,
not
understanding
like
that
developer
is
probably
going
to
get
to
the
analytics
from
like
a
pipeline
for
like
a
failed
job.
So
what
does
that
mean
when
they
go
to
that?
B
But
other
information
are
they
gonna
want
to
see,
and
it's
and
and
we
don't
have
a
lot
of
great
cross
linking
today,
so
we
can
iterate
on
that
and
in
that
issue,
asynchronously
I
think
the
biggest
problem
as
a
product
manager
that
can
only
influence
so
much
other
people's
strategy
and
other
people's
visions.
So
we
have
to
be
very
thoughtful
about.
B
As
a
group
like
how
do
we
contribute
to
a
single
journey
or
path
for
for
analytics,
because
otherwise,
no
matter
what
we
build
out
on
analytics,
if
it
doesn't
create
a
single
thread,
people
won't
use
them
like
look
at
the
environments.
Dashboard
people
aren't
using
it
because
they're
like
I,
don't
know.
Do
this
I
don't
even
know
how
to
find
it.
Sometimes
yeah.
B
C
Think
one
problem
is
that
when
we
put
all
these
analytics
like
in
just
one
bu
where
people
have
to
go
and
find
them,
people
don't
use
them
because,
like
that
means
that
they
have
to
go
and
proactively,
look
at
that
and
basically
find
that
data.
You
know
it's
all
I
have
heard
in
the
past
like
this
sentiment
of
dissolving
those
probe,
you
simply
the
dashboard
or
like
the
actual
graphs
in
context
in
the
beautiful
day
they
are
needed.
So
one
example
is
like
for
us.
C
For
instance,
when
you
do
testing-
and
you
go
to
the
test,
stop
in
a
pipeline
will
COO
have
that
graph
coverage
dashboard
at
the
top
of
that
view,
right
so,
when
you're,
seeing
all
your
tests
you're,
also
seeing
your
coverage
data,
you
know,
so
that's
just
one
IBM
we
might.
We
might
want
to
talk
about
that
on
our
tank,
big,
but
I
think
that
could
be
a
potential
area
to
explore.
Like
this
whole
videos
feel
completely
and
yes
using
using
the
graphs
itself
in
context
when,
when
they
are
needed.
B
B
That
dashboard
would
be
like
a
really
lean
MVC
for
the
executive
persona
that
is
interested
in
learning
more
about
all
the
actions
of
CI
CD
inside
their
projects,
but
then,
hopefully
that
becomes
the
dashboard
that
then
the
director
would
linked
in
to
specific
project
metrics.
It's
again
it's
like
how
can
we
be
more
thoughtful
in
the
ops
section
about
where
we
want
to
take
people
so
that
they
go
from
that
dashboard
as
the
director
an
executive
or
they
tell
their
person
below
them
their
manager,
their
teammate,
hey,
I,
see
this
thing
in
my
dashboard.
B
Can
you
go
check
it
out
and
then
they
can
go
click
into
it
are
taken
to
whatever
is
meaningful
for
that
project
or
that
persona
I'm,
not
I'm,
not
as
well-versed
about
all
the
personas
like
the
quality
or
the
applications
engineer
or
the
platform
engineer,
and
what
they
would
be
told
to
do
from
their
director
and
that's
kind
of
where
the
second
and
third
iterations
of
that
feature
will
need
to
be
concerted.
I
see.
A
Great
but,
as
you
said,
is
probably
going
to
be
a
nice
trigger
for
this
discussion
in
general,
so
I
think
it
definitely
works,
including
other
PM's
as
well,
because
there's
like
awareness,
cross-functional
and
cross
stage,
so
yeah
I
think
it's
it's
a
great
topic
to
bring
up
next
week
done
and
yeah.
Maybe
we
should
then
save
time
not
discussing
it
here.
Otherwise,
you
you
think
that
we
can
find
some
solutions
right
now.
I
want
to
talk
about
anything
right
now.
These
call.
A
D
A
C
C
C
B
B
It
was
like
a
big
one-time,
bulk
thing
and
I
think
it
took
like
two
milestones
to
instrument
and
then
the
today's
process,
you
submit
a
ticket,
patella
telemetry
team
and
then
they
implement
what
you're
looking
for
and
then
I
think
the
data
team
has
to
you
could
submit
another
ticket,
the
data
team
and
they
build
a
periscope
dashboard
after
it's
instrumented,
it's
not
an
elegant
process.
That's
for
sure.
A
And
I
see
it
sounds
like
we
are
using
that
only
for
the
north
storm
metrics,
because
I
address
this
question
don't
want
to
James
is
one.
He
also
was
mentioning.
There
was
like
a
comment:
I
didn't
talk
to
him
and
he
also
mentioned
about
the
North
Star
metrics.
So
is
that
Jackie?
Is
it
like
a
process
that
the
PM's
have
for
the
North
Star
metric?
Only
yeah.
B
So
gila
is
driving
from
the
growth
team.
The
director
of
growth
is
driving
this
Northstar
project
and
she
is
in
charge
of
creating
I
guess
like
the
training
program
and
they
ethos
for
it
and
then
H.
The
product
managers
are
responsible
for
then
building
out
their
own,
like
Northstar
metrics.
So
it's
been
a
discussion
ongoing
on
the
product
side.
A
E
A
little
interesting
and
a
lot
of
our
stuff
he's
new
kind
of
like
feature
Flags
seems
to
be
the
example.
I
always
used
for
everything
right
like
it's.
We
have
low
adoption
of
that
right
now,
so
right
now
kind
of
useless
cuz
the
fares
group
data
would
be
you
know,
basically
a
flat
line
which
doesn't
really
tell
us
anything,
but
I
think
it
would
be
useful
to
get
in
front
of
that
now
right
like
so
we're
introducing
new
features.
E
E
It's
not
something
that
I've
been
actively
looking
at
at
all
I'm,
not
not
aware
of
anything
honestly
in
the
production
delivery
side
that
were
tracking
not
to
say
that
we're
not
I'm
just
not
aware
of
it,
but
something
that
I
mean
data
is
always
useful
right,
more
data.
We
have
better
decisions
we
can
make.
It
is
also,
though,
a
little
slightly
grade
like
difficult,
because
a
lot
of
our
stuff
is
non-ui
right.
E
Your
llamo
file
is
defined
how
it
is
right,
like
getting
telemetry
data
on
things
like
that
is
almost
impossible
right.
So
a
lot
of
our
stuff
is
kind
of
a
set
it
and
forget
it.
There
is
no
like
UI,
so
she
ate
it
with
it,
so
it
is
challenging
and
then
the
other
question
I
always
have.
Whenever
we
talk
about
telemetry
data,
is
the
self
manage
stuff
right
like
it's
always
such
a
weird?
E
By
we
can
we
can
get
data,
but
it's
from
like
the
small
subset,
usually
not
from
our
core
base
of
users,
which
is
the
self
manage.
So
it's
always
a
little
interesting
that
you
know.
Sometimes
this
data
is
almost
dangerous
in
the
sense
that
it's
not
a
core
user
face.
Sometimes
I,
don't
know
if
we've
been
able
to
solve
that
problem
in
other
areas
and
we
are
getting
it
from
self-managed
folks,
but
you
know
that
always
has
to
be
considered.
A
F
F
A
G
Think-
and
we
haven't
mentioned
it
in
our
team
meetings
now
Jeff
might
be
looking
at
it,
but
I
haven't
heard
of
anybody
else
using
it
at
all.
The
last
thing
I
had
heard
was
that
there
wasn't
much
there
and
by
they
were
working
on
getting
more
and
then
we
had
the
whole
kerfuffle
in
October,
and
then
we
Sarah
basically
told
us
about
kind
of
set
us
getting
any
metrics
back
like
a
year
or
two
so
I
know.
I
haven't
pushed
for
anything
because
I
just
assumed
there's
nothing
there
to
look
at.
A
A
All
right,
the
next
point
was
brought
up
by
des
meeting
our
York
slacks
slack
channel
and
I
just
wanted
to
bring
it
also
here,
because
I
don't
think
that
discussion
kind
of
like
phew
there
I
was
curious
to
hear
everyone's
opinion
on
using
one
of
the
weekly
design
review
sessions
in
the
month
for
like
kind
of
like
a
milestone,
kickoff
meeting
like
I,
guess
it
was
too
bad.
We
don't
have
Timmy
tree
to
open
up
on
that
idea,
a
bit
more,
but
I
think
it
was
related.
A
One
of
those
sessions
that
we
earlier
had
as
a
UX.
Do
you
remember
when,
like
every
designer
would
pick
one
exciting
issue
that
he
or
she
would
be
working
in
the
milestone?
And
that
way
we
would
be
keeping
each
other
up
today,
like
what's
the
work
upcoming
and
like
discussing
the
dependencies
etc.
Anyone
remembers
that
and
like
what
are
your
opinions
on
this
question?.
E
G
E
Do
like
and
I
don't
know
if
this
is
something
we're
doing
or
some
plugin
I
have
on
my
computer,
but,
like
I've,
noticed
an
issues
now
when
you
type
in
an
autocorrect,
something
it
leaves
it
underlined,
it
says,
like
you
know,
did
you
did
you
mean
to
do
that?
So
you
know
that
it
did
autocorrect
which
for
me,
who
is
the
king
of
being
an
awful
typist,
happens,
pretty
much
like
nine
times
a
sentence.
If
I
have
a
10
word
sentence,
nine
of
those
are
underlined,
but
getting
back
on
topic.
B
E
I
do
think
that
was
always
a
nice
thing
in
the
UX
showcase
in
the
US
call,
which
is
obviously
scaled
too
big
to
allow
that
to
happen.
So
it
would
be
nice
to
have
it
at
the
group
level
because
it's
I
think
we're
seeing
a
trend
of
both
with
Jackie
brought
up,
but
it
seems
to
be
like
a
underlying
topic
of
this
said
the
more
we
as
a
stage
group
can
talk
and
collaborate,
and
that's
a
great
Avenue
for
that.
E
But
I
also
agree
with
the
first
point
that
was
kind
of
brought
up
there
that
it's
like
what
are
we
kicking
off
right
like
we
talked
about
progressive
delivery
and
I
told
you
what
we
were
working
on
in
this
milestone
like
that
stuff.
That
happened
months
ago,
right
we've
built
up
a
little
bit
of
a
backlog,
so
it
would
be
interesting
to
see
like
what
does
a
milestone
really
mean
what's
getting
bill?
What
are
you
designing?
You
know
like.
A
E
Honestly
think
it's
like
what
you're
working
on
to
be
better
than
what's
being
built
because,
hopefully,
hopefully
what's
being
built,
has
been
designed,
and
you
know
there
isn't
anything
active
on
it.
So,
knowing
you
know
if
I
was
to
say,
hey
want
I'm
working
or
this
thing's
getting
built
and
he's
like.
Oh
I
have
a
great
point
that
would
help
you
out
here
and
it's
like,
oh
well,
the
designs
already
done
for
that.
It's
too
late
right.
E
C
That's
a
great
point
because
I
think
we
their
husband
always
that
a
little
bit
of
conflate
we
conflate
a
lot
the
development
milestones
with
the
design.
Mouse
I
mean
it's,
we
don't
I
mean
like
we
actually
as
designers.
We
probably
are
very
clear
about
that.
But
sometimes
people
are
talking
about
a
feature
and
it's
like
is
that
feature
gonna
be
develop
on
thirteen
point
o
or
is
it
gonna
be
design
on
thirteen
point
all
right
so
for
us
there's
always
that
I.
C
C
One
thing
that
I
wanted
to
bring
up
about
this
is
like
this
did
yet
talk
about
absolutely
everything
that
we
have
one
our
groups
or
it's
the
idea
to
do
it
in
the
same
way
that
we
used
to
do
it
in
the
UX
goal,
which
was
like
here's.
What
I'm
excited
about
these
milestone?
You
know,
and
then
you
just
talk
about
it.
I.
A
E
It's
a
good
struck.
We
have
that
cross
stage
section
in
here.
We've
identified
that
that's
something
we
want
to
talk
about
to
me.
It's
a
good
structure
to
have
that
right,
like
once
a
month
that
is
the
structure
of
the
cross
stage
section
so
yeah,
not
maybe
not
everything
but
like
focused
on
things
that
could
potentially
be
cross
stage
so
kind
of
a
kickoff
of
maybe
like
quickly
everything
and
then
like,
but
I
also
think.
Maybe
this
might
have
impact
right.
So
you
get
the
shotgun
approach.
E
If
it's
something
that
you
didn't
know
would
impact
somebody,
someone
might
pop
up
and
say,
wait,
wait
that
actually
might
affect
my
area,
but
then,
like
more
focused
on
that
I
think
this
will
probably
you
know,
like
merger
class
right,
I'm
touching
merger
class
like
oh.
We
knew
that
too
hot,
but
and
they're
variables.
We
know
that
thought,
but
yeah.
A
I
think
maybe
we
could
try
with
like
yeah,
maybe
quickly,
everything
like
you
said
and
then
stopping
on
the
interesting
points
where
for
some
time,
we're
shrinking
as
a
UX
team
for
verifying
released
three
people
until
June
and
then
we're
going
to
be
four.
So
it's
also
not
that
many
people,
I
guess
so
it
probably
would
be
easy
to
talk.
We
could
give
this
a
try
and
then
another
of
my
questions
was
like
what
is
the
timing
that
Boris?
What
is
that
session
that
I
should
tweet,
for
that?
C
C
C
A
A
Okay,
I'm
gonna
shut
up
right
now
and
like
open
up
space
for
any
other
topics,
maybe
New
York,
you
know,
maybe
you
want
to
announce
something
across
stage.
Anything
else.
G
Well,
as
you
guys
know,
Emily
is
having
trouble
recruiting
with
the
virus
going
around.
So
I
am
partnering
with
her
on
the
AWS
recruit
for
elites
section
to
find
people
and
we're
going
to
see
if
user
interviews
calm
will
help
us
get
people
faster.
So
far,
I
have
four
people
scheduled
next
week.
They
look
good.
Hopefully
they
are
going
to
be
good
and
so
I'll
continue
to
work
with
Emily.
G
To
let
her
know
my
experience
with
those
users
yeah
if
it
turns
out
that
this
is
another
viable
option
for
recruiting
she's
going
to
also
add
that
to
our
toolkit,
so
she
will
probably
know
more
at
the
end
of
the
next
week,
they're
all
slated
for
next
week.
So
there's
that
we
are
actively
interviewing
for
two
more
researchers,
one
to
replace
Eileen,
who
left
and
another
one
to
help
Catherine
out
in
her
stage
group
and
we're
also
interviewing
for
a
senior
manager
/
director
of
UX
research,
I'm
unclear.
G
If
this
is
the
same
person,
it's
going
to
be
like,
depending
on
who
the
person
is,
who
comes
to
the
interview
like
I,
have
a
question
not
to
recruitment
and
Kiki
did
to
see
what
the
deal
is
so
we're
starting
that
process,
because,
as
you
guys
know,
Sara
is
going
on
the
tourney
to
leave
in
June.
She
really
wants
to
have
that
person
in
place
to
have
us
have
some
leadership
while
she's
out,
so
that's
happening.
G
Is
we
had
no
care
to
do
this?
It
doesn't
really
actually
apply
to
everybody,
because
it's
not
supposed
to
be
used
until
you
get
at
least
to
the
viable
stage.
So
if
you're
trying
to
move
from
then
multipliable,
that
is
upon,
suits
direction
dogfooding.
So
we
need
to
dog
food
that
feature
or
that
function
in
enough
to
say:
okay,
it's
minimal,
then,
once
it
reaches
minimal
stay,
we
can
then
pull
out
the
store
card
and
use
it
at
the
right
time.
What
is
the
right
time?
G
No
one
knows,
and
the
other
piece
is
that
everybody's
being
really
pressured
into
he
was
gonna,
put
score.
Cochran
and
I've
just
been
trying
to
tell
people,
don't
don't
pressure
yourself
going
back
to
what
you
said
Nadi
at
the
beginning
of
this,
you
know
said:
like
focus
on
yourself
focus
in
the
family:
it's
okay!
If
this
particular
okay,
our
slips,
the
company's
already
said
you're,
probably
not
going
to
meet
this
okay.
Are
this
time
we're
on
that's
okay,
so
give
Rika
is
some
some
leeway.
G
You
know
forgive
yourself
for
not
achieving
this
one
at
this
point
and
there's
some
other
finer
points
about
jobs
to
be
done
needing
to
verify
and
validate
those
jobs
to
be
done
before
you
move
into
doing
the
scorecard.
So
so
some
stuff
isn't
missing,
I
think
in
order
to
support
that
sort
of
card
process.
So
we're
gonna
talk
with
Christy
about
that
early
next
week
and
see
where
she'd
like
to
take
it
I'd
love
to
see
a
group
conversation
about
it
at
our
weekly
UX
meeting,
but
I'll.
Let
her
make
that
she's.
A
Thanks
Lori
I
think
you
know,
especially
about
the
maturity
scorecards
I
had
more
questions
around
this
process
and
it's
great
here.
We
are
looking
into
that
yeah
and
I
guess
this
is
a
nice
heads-up
for
everyone.
Also,
the
team
who
has
any
experience
over
that
already
yeah,
but
let's
get
together
and
see
how
we
could
help
Lori
will
be
following
up
on
this
morning
with
you,
I'll,
be
curious
to
hear
where
we
are
arriving
with
that
yeah.
B
I
would
I
just
wanted
to
to
let
you
know
that
if
Lori
needs
people
for
research,
stuff,
I
have
lots
of
lots
of
interviews
scheduled
already
with
customers,
and
it's
weird
for
the
same
stage
and
I'm
just
kind
of
learning
this
about
like
learn
about
this
right
now.
So
please,
like
I
I,
have
like
no
at
twelve
people
scheduled
between
today
and
next
Friday.
Okay
and
I
can
tell
you
at
least
it's
like
40%
of
those
are
to
deploy
in
AWS.
That.
B
A
A
How
close
it
is
with
the
one
that
one
is.
Writing
is
driving.
I
know
that
we
re
brought
up.
They
stopped
it
with
kind
of
earlier
like,
but
there
would
be
nice
to
like
have
a
little
over
book
club
between
ourselves.
But
I
will
leave
this
item
to
Keanu
to
vocalize
when
she's
back
with
us
next
time.
So
I'll
just
move
it
to
the
next
meeting
and
I
guess
Mike
over
to
you.
E
Technically
it's
my
last
day
on
this
stage
group,
so
I
just
want
to
thank
all
of
you
for
being
a
wonderful
team
and
being
fantastic
to
work
with
wond
I
know
we
haven't
worked
together
much
but
like
a
few
few
times
we
have
it's
been
great
you're,
a
fantastic
designer
glad
I
got
to
work
with
you
Laurie,
you
know
likewise,
thank
you.
One
Laura
you've
been
obviously
great
and
the
you
know
research
side
of
things.
I
think
you've
got
me
over
that
hump.
E
E
E
Then
Demetri
I
know
Dmitry
higher
and
I
mean
on
here,
but
hopefully
the
watchit
Dmitry
was
great
when
I
first
started
worked
with
him
a
lot
and
verify,
and
he
was
great
but
also
like
he's
made
me
feel
so
much
comfortable
leaving
this
team,
knowing
that
it
is
going
to
be
in
great
hand,
so
I
think
he'll
do
great
things
and
then
hi
Jana
Jana
has
been
my.
She
was
my
onboarding
buddy.
E
She
really
like
got
me,
got
me
into
get
lab
and
showed
me
the
ropes
and
has
been
just
a
fantastic
partner
and
design
buddy
and
just
everything
along
the
way
so
really
appreciate
her
and
then
the
Nadia
you
know
she's
been
fantastic
manager.
She's
I
figured
out
how
to
say
this
best
she's
made
me
a
better
designer
and
she's
made
this
team
stronger
and
more
cohesive.
So
to
me
like
as
a
manager,
that's
that's
your
job
and
and
you've
done
it
well.
E
So
thank
you
to
all
not
that
I'm
going
away
like
I'm,
not
dying
I
will
be
around
I
would
still
be
a
good
lab,
I,
still
participating
in
a
lot
of
the
issues
as
Dmitry
ramps.
Up
so
you
will
still
see
me
and
if
you
have
any
questions
like
you
know,
feel
free
to
reach
out
and
ping
me.
I
am
a
mass
lack
message
or
a
ping
and
get
laugh
away.
So
you
know
I'm
not
going
too
far.
I'll
still
be
around
good
questions.
Please
don't
hesitate
thanks.
A
Mike
yeah
I
know
that
we
have
talked
with
you
already
about
that,
but
yeah
I
think
it
was
it
was.
It
was
amazing
having
you
on
the
team
and
yeah
as
I
said
for
me.
I
also
I
felt
personally,
like
I
learned
from
you,
some
stuff
and
yeah.
It's
sad
to.
Let
you
go,
however.
I'm
I
would
be
curious
to
see
how
is
how
you'll
be
falling.
A
Your
passion
and
the
new
team
and
hey
we're
not
letting
you
go
for
I
hope
we're
gonna
stay
in
a
very
close
collaboration,
because
that's
what
we
planned
for
and
yeah
thanks
for
all
the
amazing
work
that
you've
done
for
the
release
for
their
progressive
for
the
progressive
delivery
for
the
breeze
management
and
for
CI
city
in
general.
Thanks.