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From YouTube: New GitLabber coffee chat - Pricing, tiers, and contributing to GitLab when you are sleeping
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A
B
B
That's
great
yeah!
No,
so,
like
I
said,
I'm
Jefferson,
Jones
solutions,
architect
new
to
the
company
I
started
last
Monday
and
I
wanted
to
just
to
meet
you
and
as
a
product
manager
and
I
kind
of
figure
out
what
your
role
is
with
the
company
and
then
how
my
role
as
a
Solutions
Architect
can
interact
with
you
and
and
what
maybe
we
can
do
on
our
side
to
improve
that
communication
or
that
that
process
or
workflow
together
excellent.
A
So
we
have
product
manager,
one
product
manager
and
in
the
few,
in
the
future,
we'll
even
give
you
that
up
further
into
smaller
areas
within
each
stage.
But
for
now
each
stage
has
a
cross-functional
team
for
product
development,
including
prime
managers,
engineers,
designers,
and
then
we
even
have
cross-functional
folks
from
marketing
product
marketing,
content,
marketing,
technical
writing
as
well,
and
so
it's
interesting
just
tidbit
of
information
rolls
like
yourself
and
then
also
pre-sales
and
account
managers.
A
My
understanding
is
that
they're
not
aligned
with
the
product
stages
but
that
they're
aligned
with
maybe
geography
or
maybe
different
I,
don't
know
how
you
folks
are
iterating
on
that,
but
definitely
not
alignment
stages
so
that
there's
there's
probably
a
good
reason
for
that.
I,
don't
know
the
reasons,
but
I
do
see.
A
Half
the
organization
is
aligned
with
the
stages
and
then
the
other
half
is
more
customer
aligned,
as
it
were
so
in
terms
of
working
product
managers
working
with
folks,
like
yourself
and
other
customer
facing
roles,
oftentimes
you'll
be
interfacing
with
multiple
of
us
for
a
given
customer
and
sometimes
we'll
be
all
in
the
same
call.
Sometimes
I
see
folks
in
your
role
and
then
in
your
peers,
and
you
know,
neighboring
departments
will
pull
us
in
into
separate
conversations
and
then
maybe
we'll
be
in
the
middle
of
a
conversation.
A
And
then
you
somebody
in
your
role
or
somebody
else
might
say.
Oh
let's
table
that
for
the
next
call
we've
had
scheduled
like
that.
So
it's
interesting
that's
how
how
product
works
in
a
lot
of
these
conversations
we
a
lot
of
times
it's
initiated
by
at
least
from
my
perspective,
because
I
do
get
a
lot
of
requests.
So
most
of
my
communications
with
customers
is
from
folks,
like
yourself
pulling
me
into
conversations
to
to
help
an
existing
customer.
A
So
I
believe
that's
where
you
come
in
most
of
the
time
right
as
a
solution,
architect
and
then
sometimes
I'll
be
pulled
in
before
for
a
prospect
instead
of
a
customer
paying
customer
and
then
you
know,
I'll
talk
about
things
accordingly.
So
a
prospect
will
be
more
about
future
things,
vision
for
existing
customer.
It
could
still
be
a
vision
things
because
maybe
you're
trying
to
tell
the
customer
about
newer
things
or
maybe
a
higher
tier
of
features
or
maybe
because
it's
good
lab,
there's
so
much
functionality.
You
know
oh
you're,
right,
you
use
source
control.
A
It's
great!
Are
you
ready
to
try
a
live
issue
management
and
then
they'll
pull
me
in?
So
that's
how
I
typically
interact
it's
a
lot
of
transactional,
on-demand
needs
and
then
for
the
bigger
customers
a
lot
of
times.
I'll
just
start
remembering
oh
I,
remember
I
talked
to
you
last
time
or
like
or
so
actually
most
of
the
time,
I'm
actually
embarrassed
because
they'll
they'll
remember
me
more
than
I,
remember
them
or
sometimes
I,
love,
doing
videos
and
I
can
tell
you
more
about
that.
Why
I
think
it's
really
crucial
to
our
strategy?
A
So
so
I
feel
like
we
just
you
know,
meet
our
customers
wherever
we
are
and
then
folks,
like
yourself,
have
a
really
crucial
rule
to
have
that
customer
engagement
in
relationship
and
then
transactionally
product
is
really
pulled
into
to
answer
very
specific
questions
and
that
seems
to
have
been
working
as
a
pretty
good
model,
because
obviously
we
scale
with
the
product
and
then
you
folks
scale
with
the
accounts
and
then
that's
a
good
collaboration
together.
No.
B
It
sounds
nice,
that's
great,
that
you
that
you
were
able
to
break
that
down
by
myself.
Being
new,
didn't
know
that
that
that's,
how
you
guys
aligned
with
the
product
in
the
and
the
phases,
rather
than
with
customer
that
kind
of
helped,
but
things
respect
them
as
well.
I
wanted
to
be
better
I,
don't
know
if
you'd
be
better.
Eighteen
in
the
line
are
having
some
kind
of
cross-functional
teams
and
essays
into
your
interior
world
to
a
lot
of
the
customer
questions
that
we
kind
of
get
are
more
those
technical
ones
right.
Yes,
yes,.
A
B
And
the
videos
that
you
guys
provide
definitely
are
a
great
source
for
that
and
then,
of
course,
the
demos
that
we
do
either
live
or
or
recorded
as
well
kind
of
contribute
to
that
overall.
But
I
know
you
know
in
the
future
I
believe
our
plan
is
to
more
make
more
videos
feature
releases
about
the
new
feature
releases
and
maybe
even
a
small
10
minute
or
a
15
minute
demo
of
that
new
release
and
how
it
can
a
you
know
how
it
works.
A
B
A
B
So
I've
seen
I
have
seen
your
videos.
I
have
seen
a
lot
of
your
comments
to
substitute.
How
do
you
I've
seen
a
lot
of
like
on
the
community?
People
are
posting
issues
in
there
and
then
I'll
see
your
you
know
for
a
potential
post
feature
that
they
say.
Oh
you
know
we
want.
We
want
this
new
feature
and
see
that's
in
enterprise.
What
we
want
it
down
here
in
core
now,
I
guess.
B
A
Rent,
so
so
that's
a
great
question
and
I
was
obviously
a
very
hot
topic
with
with
our
with
folks
that
are
active
in
our
issue.
Tracker
for
obvious
reasons,
so
I'll
preface
this
by
sharing
with
you
one
link
here
and
I'll,
select
that
to
you-
and
this
is
something
that
the
product
marketing
team
put
up.
I,
don't
know
it's
been,
it's
been
a
while
now,
maybe
even
over
a
year,
and
it's
really
great
I
love
how
they
put
this
together
and
actually
I
should
have
given
you
sorry
of
bio
personas.
A
So
if
you
click
on
buyer,
well,
maybe
they've
changed.
This
recently
started
me
give
me
two
seconds
and
book.
It
left
here.
Okay,
this
one,
this
one
so
a
while
back.
We
had
various
ways
of
determining
so
definitely
get
to
your
question
about
how
you
bring
features
down,
but
just
how
do
we
put
like
initially?
Where
do
we
put
them?
I
mean
that
I
think
that's
a
relevant
topic,
and
so
this
link
is,
is
our
latest
and
greatest
way
of
doing
it,
and
so
we
had
different
ways
to
do.
A
We
used
to
do
it
like
like
precise
and
organization,
and
that
that
really
makes
sense,
but
I
really
liked
how
how
Primerica
can
put
this
together
in
these.
They
really
said
like
whoever
is
buying.
It
really
determines
what
period
is
because
they're,
the
ones
you
know
putting
up
the
money
and
then
they're
there
they're
affecting
their
change
in
the
enterprise,
occur
that
purchasing
decision
I.
Don't
know
the
handbook
says
it
to
that
effect.
A
But
that's
how
I
justify
my
head
and
that's
how
I,
when
I
have
it,
when
I
introduced
a
new
feature
right
so
and
then
I
have
to
write
them.
You
know
this
is
Guillemet
premium
and
then
sometimes
you
know
I'll
try
to
anticipate
the
deluge
of
people.
Saying
like
no
I
want
this
incor
it
and
you
know,
justify
it
and
we're
never
gonna
satisfy
people
who
want
things
for
free
right.
A
Yes,
we
can't
have
those
but
we're
not
gonna,
go
there
and
argue
argue
with
the
community
and
say
because
we
said
so
or
because
we
want
to
make
money
like.
That's.
That's
not
really.
You
know
it's
not
really
respecting
our
community.
It's
not
what
we
believe
in
and
so
having
a
framework
that
the
marketing
team
put
us
gave
for
us.
I
think
is,
has
been
really
helpful
for
me,
because
I
can
just
rely
on
that
framework
and
then
make
and
write
down
words
on
a
page
that
makes
sense,
in
particular,
into
issues
and
ethics.
A
I
write
these
things
down
and
then
when,
when,
when
people
ask
and
coming
to
your
question-
and
they
say
like-
why
is
this
in
this
thing-
I
really
need
this.
You
know
I
have
a
small
team,
but
I
I
think
I
should
still
like
or
this
feature
it
does
not
justify
me
going
to
the
next
year,
because
I
just
need
this
one
feature
out
for
everything.
So
so
there's
a
lot
of
responses
to
that.
So
one
of
the
the
response
is
that
we
don't
currently
our
product
and
our
pricing
is
not
per
feature.
A
It's
not
per
feature
set.
It's
not
purse
wheat,
it's
one
product,
and
so
yes,
a
customer
might
complain
that
I
don't
use
this
I,
don't
use
the
plan
area
gitlab,
but
I'm
still
playing
for
ultimate.
You
know,
can
you
give
me
a
discount,
you
know?
Maybe
sales
folks
would
I,
don't
know,
actually
what
you
know
they
have
authority
to
do
or
what
they
would
do,
but
at
least
how
we've
stated
in
their
handbook.
We
we
we
don't
look
at
it.
That
way.
A
We
look
at
it
as
we're
delivering
one
application
for
you
and
the
downside
is
actually
a
benefit
as
well.
It's
you
know
it's
two
ways
to
look
at
the
same
coin
and
say
you
know
when
you're
ready
to
use
these
features,
you're,
not
paying
extra.
So
so
that's
another
way
to
look
at
it
from
a
pricing
perspective
and
then,
finally,
how
do
you
bring
down
the
feature
to
a
lower
tier?
That's
obvious
that
that
would
have
a
lot
of
impact,
so
we
so
I'll.
Send
you
a
link
right
if
I
can
find
it
really
quickly.
A
I,
don't
want
to
interrupt
this
conversation
so,
but
there's
a.
Let
me
just
take
a
note
that
I'll
send
you
a
link
at
the
end,
but
I'll
just
give
you
like
the
rough
TL
DR
process
for
bringing
down
I'll.
Send
you
a
handbook,
I
think
it's
in
the
product
handbook,
which
is
some
handbook,
just
a
black
and
white
process.
You
know
create
this
issue,
get
a
review
by
this
person.
Ultimately,
so
it
has
to
sign
off
on
it.
A
So
pretty
black
and
white
process
of
what
needs
to
be
done,
but
really
the
the
sort
of
nitty
gritty
and
why
that
process
is
there
there's
a
couple
of
things?
One
of
them
is
we
always
err
on
the
side
of
too
high
when
we
introduce
the
first
thing
we
introduce
the
feature
precisely
because
we
can
do
this
process,
it
would
be
the
worst
thing
in
the
world
to
do
the
reverse
and
to
really
get
customers
angry
at
us,
because
we
hiked
up
a
price.
A
So
we
rather
err
on
the
side
of
it
was
too
expensive
to
start
with
or
too
high
of
a
tier
and
then
bring
it
down
sort
of
the
you
know
over
prompt
over
delivering
under-promise
sort
of
thinking,
and
so
that's
specifically
in
her
handbook
that
we
can
never
go
that
direction.
So
if
we
made
a
mistake,
we're
stuck
with
it,
we
just
have
to
ship.
Another
amazing
feature
instead
to
make
up
with
this.
A
So
we've
stayed
in
that
handbook
and
we
just
as
we've
shipped
on
the
22nd
of
every
month
for
however
many
years,
we've
never
brought
up
a
feature
higher
in
tier,
so
we've
never
broken
our
rule,
we're
proud
of
that
and
then,
but
but
when
you're
bringing
a
feature
down,
there's
just
a
number
of
stakeholders.
So
product
is
a
stakeholder.
A
Obviously,
because,
from
the
perspective
of
you
know
the
product
complexity,
product
usage,
because
you
get
more
usage
in
lower
tiers
so
that
you
get
more
feedback,
obviously,
and
how
how
you
group
certain
categories
of
features
together,
and
so
certain
things
make
more
sense.
For
example,
our
issue
board
has
a
bunch
of
different
ways
that
we
slice
it
and
dice.
You
can
have
multiple
issue
boards.
You
can
a
different
issue
board
lists.
You
can
have
multiple
issue
boards
per
group
or
per
project.
A
So
there's
all
these
dimensions
and
putting
them
in
certain
tiers
would
change
the
complexity
of
that
I.
Have
this
chart
in
the
documentation,
because
it's
actually
not
that
simple
right
now
so
product
is
a
key
stakeholder
there.
Another
key
stakeholder
is
her
sales
team,
obviously
right
because
they're,
the
one
that
are
closing
deals
getting
customers
to
buy
licenses,
and
it
goes
both
ways
right
so,
which
is
interesting,
is
something
that
you
know.
A
Somebody
told
me
once
a
night
and
let
that
make
sense
when
you
bring
a
feature
down,
more
customers
will
buy
that
license,
which
is
great
right
yeah,
because
you
want
more
like
okay
from
ultimate
to
premium,
so
we
have
three
tiers.
We
have.
We
have
four
tiers
you
at
the
free
courtier
and
then
we
have
startup
premium
ultimate
for
self-managed
and
then
on
Comm.
A
It
corresponds
to
three
bronze
silver
and
gold
respectively
and
then
the
comparison,
essentially
it's
99%
parity
in
terms
of
features
and
the
only
difference
is
literally,
you
know
like
runner
minutes
and
because
I'm
cannot
talk
about
that
matters
of
suppose
it
doesn't
and
then
administrative
features.
Even
if
you
had
gold
ancilla
come
you
don't
have
access
to
administrative
features
because
only
get
lappers
right
or
you
kill
em
infrastructure
team
for
that
matter,
so
otherwise
other
than
that
99%
features
are
parody
and
that's
the
difference
and
the
other
stakeholders
is
sales.
A
Folks,
as
I
mentioned
and
sales
folks
will
say
rightfully
so
that
if
you
bring
a
feature
to
ultimate
down
to
premium,
you
have
more
premium
adoption.
Those
customers
will
be
happier
that's
great,
but
you're
actually
cannibalizing
ultimate
sales,
because
then
they
don't
need
to
buy
those
additional
your
soap,
so
there's
a
plus
and
a
minus,
and
that's
just
like
maybe
the
immediate
I,
don't
know
I
I'm,
not
in
a
place
to
do
this.
Math
I
don't
look
at
these
numbers
day
to
day,
but
maybe
that's
like
the
three
month
impact.
A
But
what
is
like
the
strategy
long-term
that
serve
those
that
consider
product
mix
but
then
again
like
the
ultimate
offering
is
weaker
and
then
there's
there's
less
stuff
to
it,
and
then
some
customers
will
just
say:
I
just
always
want
them,
because
it
may
be
a
really
big
enterprise.
Customer-
and
you
know,
money
is
nothing
for
them.
Maybe
and
it's
maybe
more
about
other
concerns,
and
so
we've
just
lost
revenue
from
that
perspective
because
they
realize
oh
you're
offering
is
naturally
not
that
amazing.
Why
am
I
even
considering
you
could
live
so
so?
A
There's
a
number
of
considerations
from
a
sales
perspective
as
well
so
they're
a
key
stakeholder
and
then
really
the
the
I
would
say
the
the
rest
of
the
stakeholders
are
the
ones
that
are
actually
initiating
the
request.
In
the
first
place,
it
might
be
a
very
key
strategic
thing
for
a
certain
customer
that
says
like
I
need
this
feature,
because
you
know
I
deployed
multiple
instances
and
then
I
need
to
do
open
source
or
my
customer,
my
other.
A
You
know
that
customers
customer
needs
is
using
displace,
and
so
there
might
be
all
these
really
edge
case
reasons,
and
we
need
to
bring
a
feature
just
in
Tier
two
to
satisfy
that
customer
and
that's
really
stick
starts
the
conversation
and
then
sort
of
snowballs
into
the
broader
conversation.
Is
it
worth
it
to
to
change
it?
Just
for
that
one
customer?
Is
it
even
just
the
fight
for
everything
that
I've
said
with
the
buyer
personas
in
the
first
place
like?
A
B
B
A
So
it's
it's
formal
to
degree
that
I'll
send
you
that
link,
but
but
the
process
is
laid
out
you
you
create
a
confidential
issue.
People
talk
about
it
and
then,
but
but
I
mean
a
good
lab.
Our
formal
process
is
people
talk
and
comment
and
issues
and
have
calls
like
this
there.
What
do
you
mean
by
former
like
do?
We
have
like
a
a
change
control
board
and
then
we
have
like
day
order
the
board
of
directly
certain
things.
A
Yes,
but
like
even
a
decision
like
this,
which
is
pretty
major
on
a
very
light
process
and
it's
more
about
people
getting
together
and
contributing
as
quickly
as
possible
and
then
especially
in
this
particular
case,
Sid
is
the
final
person
that
proves
everything
anything
or
everything
anyway.
So
it's
not
like
from
that
perspective,
that's
the
final
gate.
Yeah.
B
B
What
prevents
it
from
being?
It
sounds
like
the
like
you
guys
with
the
new
feature
that
comes
in
you
guys
get
together.
You
you
have
these
types
of
discussions,
whether
they're
in
confidential
issues
or
public
issues.
Do
you
ever
fear
or
do
you
feel
like
there's
a
good
balance
of,
maybe
ultimate
not
being
or
in
in
vice
versa,
right,
the
ultimate
not
being
so
feature-rich
that
the
core
isn't,
and
vice
versa,
that
you
know
it's
too
heavy
here
and
and
too
light
there?
B
A
A
Think
we're
I,
don't
worry,
I
mean
I
mean
everything
is
documented
in
our
documentation
is
in
our
features,
page
and
prime
marketing
team
and
product
team.
There's
a
decent,
a
good
job
of
tracking
everything,
but
in
terms
of
like
you
know,
having
some
metrics
of
like
counting
features
or
like
measuring
impact
and
doing
some
back
of
the
envelope
math
I,
don't
think
we
do
anything
like
that.
It's
more
of
a
transactional
somebody,
you
know
somebody
will
say
you
know
like
well
I
think
you
know
like
recently.
A
We
said
that
you
know
this
epics
really
belong
to
ultimate.
Are
we
getting
an
adoption
to
justify,
and
then
somebody
say
in
my
being
that's
it
said
like?
Should
we
consider
bringing
it
down
to
a
lower
tier
and
then
and
then
a
lot
of
folks
actually
responded
by
saying?
No,
we
shouldn't
because
actually
there
is,
you
know
like
contrary
to
you
know,
maybe
what
you've
heard
of
anecdotally
I
think
one
of
our
card
marketers
really
did
exactly
that.
A
Dissing
back-of-the-envelope
calculations
inside
Salesforce
and
says
actually
we're
doing
pretty
decent
and
it
should
remain
an
ultimate
and
we
should
hold
the
strategy
for
like
when
we
introduce
so-so
ultimate
was
introduced
in
2017
believe
my
feature
of
epochs,
my
new
art.
In
that
mind
our
team
of
creating
epics
from
the
plan
team
was
we
launched
with
that,
and
maybe
there
is
security
and
ultimate,
but
I
forget
if
there
was
definitely
quickly
it
was
a
fast
follow,
but
maybe,
like
literally
in
the
first
launch,
there
was
nothing
but
ethics
and
it
was
a
terrible.
A
It
looked
terrible
from
a
traditional
party
marketing
perspective
and
a
product
marketer
told
me
recently
that
he
said
in
retrospect
it
was
actually
no.
No.
It
was
a
crazy
idea
Victor,
but
it
was
a
great
thing.
I
didn't
take
any
credit
for
it
because
you
know,
like
you
know
my
boss
and
other
folks,
and
since
it's
like
this
is
going
militant
I'm
like
okay
uh-huh,
but
we
launched
ultimate
with
bear
like
nothing
and
like
this
is
really
minuscule
future
like
right
now,
portfolio
management
with
ethics
in
Scilab
is
it's
pretty
decent?
A
It's
usable,
it
really
doesn't
compete
with
the
big
guns
just
yet,
but
you
know
like
one
and
a
half
years,
it
was
barely
usable
and
we
launched
a
new
tier
with
it
and
it
sounds
ridiculous,
but
we
we
sort
of
mitigated
it
with.
You
know
like
early
adopter
plans
and
I
think
sales
folks
we're
giving
people
discounts
for
the
first
year
that
type
of
thing.
A
B
I
think
that's
great,
that
I
know
the
inner
approach
is
definitely
important
and
I
think
that's
that's
something
that
definitely
separates
besides
that
in
the
in
the
community
following
I,
think
separates
your
lab,
definitely
as
a
product
in
the
industry.
As
far
as
competition
goes.
Do
you
ever
I
guess
I
struggle
with
this
I'm
an
open
source.
You
know
aficionado
I'm,
the
kind
of
I
love
open
source.
Do
you
ever
feel
so
there's
a
product
called
elastic
search.
B
You
could
say
it
would
would
that
ever
be
something
that
a
model
that
we
would
kind
of,
follow
where
and
not
trying
to
follow
this
particular
organization,
but
maybe
just
see
the
good
works
they've
done.
Would
they
be
ever
be
a
consideration
where
starter
goes
away,
those
move
into
court
and
then
you
just
have
those
two
tiers
and
because
my
battle
with
it
is,
are
we
more
important
or
more
focused
on
sales
or
product
adoption?
Initially
right
and
for
me,
product
adoption
always
is
going
to
surmount
to
sales?
It's
always
going
to
lead
to
sales.
A
B
Then
you're
doing
right
by
the
community
too,
by
saying:
hey,
try
all
these
things
now
the
features
that
we
provide
in
core
will
be
limited,
and
the
separation
between
you
know
premium
and
ultimate
would
be
those
those
caps
coming
off
on
those
tiers.
Would
that
be
a
better
model
rather
than
having
to
make
the
decision
of
where
we
would
pull
this
down
full
feature-rich
but
actually
provide
all
the
features
in
four,
but
just
with
limited
you
know,
maybe
you
have
approvals,
but
maybe
you
don't
have
the
the
multistage
approvals
that
you
have
now.
B
A
It's
definitely
it's
definitely
a
valid
question
and
so
there's
a
good
number
of
responses
that
I
just
flew
my
bio
try
to
remember
them,
so
one
of
them
is
that
we
we
do
bring
features
down
to
lower
tiers
into
including
core
for
it
for
the
process
that
I
mentioned.
For
example,
we
brought
in
that
pages
down
to
core
was
a
Christmas
of
2018
or
2070
up
against
business,
I.
Think
2018
in.
A
That's
that
2018
and
then,
like
I,
think
we
took
time
tracking
to
core
like
it
may
be
2017.
So
so
we
do
have
a
thing
where
we
do
that,
whether
it's
you
know-
and
we
try
to
make
a
big
prime
marketing
spec
slash
around
that.
So
so
that's
not
unheard
of
where
we
take
major
features
from
the
perspective
of
you
know.
Well
what
is
in
core?
What
do
you
get
so
there's
a
couple
ways
to
look
at
it.
A
A
There's
other
customers
that
don't
really
care
about
open
source,
but
they
just
care
about
pricing
right.
They
just
want
three
good
laughter,
and
so
what
we've
offered
them
is
we've
offered
them.
You
can
download
get
lab
EE
distribution,
but
you
can
run
it
without
licensed
and
we
will
not
nag
you
to
put
a
license
in,
and
so
this
was
a
change
put
in
maybe
a
year
ago,
I
don't
know
it's
and
the
reason
we
did.
That
specifically,
is.
We
know
that
core
is
a
lead.
It's
amazing
League
for
us
right.
A
So
why
not
allow
people
to
install
this
ee
will
never
nag
them
for
adding
a
license
to
pay
for
additional
features.
But
if
you
ever
want
to
you,
don't
have
to
install
something
new.
All
you
have
to
do
is
you
know,
pay
us
for
a
license,
we'll
give
you
that
license
and
you
sell
the
license
key
or
copy
and
paste
in
literally
and
then
now
you
have
all
these
amazing
features
so
from
so
that's
beneficial
for
the
customer,
it's
beneficial
for
us,
because
they
don't
have
to
install
something
else
and
then
we're
converting.
A
These
leads,
literally
by
you,
know,
clicking
a
button
as
opposed
to
asking
their
entire
infrastructure
teams
to
reinstall
it
launch,
relaunch
and
everything.
So
that
goes
to
show
like
really
are
thinking
about
how
core
is
from
a
pricing
perspective.
It's
a
lead.
It's
a
marketing
lead,
it's
full-featured,
we
stand
by
and
the
stewardship
aspect
is
huge
as
well.
So,
for
example,
folks
who
contribute
to
get
lap.
We,
if
you
read
our
stewardship
page,
we
say
that
you
know
we
won't
accept
a
merge
request
that
you
simply
took
a
featured
and
turn
into
a
core
feature.
A
A
We
will
say,
let's
work
together
and
then
so
what
we'll
probably
do
is
we'll
work
really
close
with
them
to
scope
of
the
smallest
thing,
and
then
we
maybe
will
rework
our
own
plans
to
try
to
discover
something
into
core,
because
we'd
rather
have
a
feature
in
core
than
a
non
existing
feature.
That's
paid
so.
A
What
how
we
think
about-
and
you
were
talking
about
like
our
product-
needs
to
sales
right
and
that's
exactly
the
trade-off
you
would
have
in
that
case,
because
it's
unjust
just
makes
sense.
We
can
have
an
opportunity
to
build
a
feature
that's
paying
later
on.
Let's
not
worry
about
that,
and
so
the
opportunity
cost
there
is
obvious.
The
trade-off
is
that
yes,
please
we'll
take
the
picture
and
I
precisely
did
that
with
one
community
contributor
in
an
area
requirement
quality
management
that
we're
working
on
doing
a
test
cases
inside
your
lab
itself.
A
We
wanted
that
in
the
paid
tier
the
community
member
says,
I
want
as
an
open
source
and
I
said.
Yes,
please
and
then
you're
working
or
working
together.
So
we
really
emphasize
that
and
then
lastly,
you
mentioned
like:
will
we
ever
dissolve
the
decor
tier
or
sorry
that
disturb
it?
Tear?
Maybe
I,
don't
know?
That's
that's
one
of
those
really
far
off
in
the
future
things
the
way
I
look
at
it
is
that
we
had
two
tiers
before
so
when
I
know.
A
Actually,
when
I
joined
in
November
6
2016,
we
had
just
Enterprise
Edition,
it
was
community
ssin,
Enterprise
Edition
right
today
see
e
and
e
means
code
distributions
back.
Then
it
meant
code
distribution.
It
also
meant
pricing
and
also
meant
killer.
Calm.
Now,
C
and
EE
technically
means
code
distribution,
as
I
mentioned
earlier,
and
so
the
EE
version
has
he
can
run
EE
as
core,
but
my
point
being
when
I
joined
it
was
just
these
two
things
and
then
I
think.
A
Like
a
month
after
I
joined,
we
had
premium
and
then
I
said
in
2017,
which
was
like
a
year
after
I
joined.
We
had
we
added
the
third
tier,
so
I'm
like
within
a
year
and
change
like
we
added
two
tiers
really
quickly
and
I.
Think
my
understanding
back
then,
and
it's
still
true
thing
right
now,
we
were
just
we
were
not
being
ambitious
enough.
I
think
we
were
like
looking
at
again.
You
know
you
can
talk
to
sales.
Folks
like
in
11,
you
can
sort
of
account
some.
A
The
history
I
think
we
were
just
not
ambitious
enough
about
charging.
You
know
prices
and
looking
at
the
market
and
the
industry
and
we're
like
our
value
like
we're
shipping
amazing
things,
we
really
think
that
we
can
charge
five
times
as
much
from
premium
to
to
ultimate.
So
does
that
mean
one
day
like
our
sales
would
justify
bringing
some
of
those
starter
features
down
the
core?
Maybe
so
we're
already
doing
that?
Will
there
be
a
day
where
you
know
we
can
just
do
that?
I,
don't
know,
but
I,
don't
really
think
about
it.
A
B
Right
I
mean
that
whole
process
in
itself,
I'm
curious
too,
with
with
the
competition
in
the
market,
it's
coming
through,
I
mean
Jay
frog.
Artifactory
now
has
this
thing
called
x-ray
right,
which
which
takes
away
almost
what
what's
a
stand?
Dast
is
doing
in
the
enterprise
version
and
and
not
so
much
in
a
kind
of
ultimate
comparison.
Do
you
see
I
mean?
Do
you
see
core
features
opening
up
because
of
the
competition
so
like?
B
A
A
How
do
you
guys
the
competitive
aspect
is?
Yes,
we
definitely
don't
work
in
a
bubble,
but
you
know
like
most
companies,
we
are
like
most
good
companies
that
do
product.
We
don't
base
our
only
things
on
competition.
Obviously
you
know
we
work
with
our
customers.
I'd
like
to
say
you
know
we're
inventing
the
future
of
agile
devops.
A
So
we
got
to
focus
on
that
customers
as
a
post
and
and
then
our
even
our
core
customer
constituency
is
a
little
bit
different
because
other
customers
who
use
other
competitors
they
might
mix
and
match
and
string
things
together.
We
help
them
to
not
do
that,
but
when
actually
comes
to
purchasing
decisions,
a
lot
of
times
that
actually
matters
that
the
customer
is
taking
one
approach
versus
the
other.
A
So
that's
one
aspect,
but
really,
as
your
correction
specifically
I,
can
think
of
one
case
where
we,
where
we
gave
ultimate
for
free
for
education,
institutions
and
I
forgot
what
that
was
in
response
to
if
it
was
in
response
to
anything
at
all
but
I
it
may
have
been
written.
You
know
like
a
lot
of
these
tools.
You
know,
like
I,
think
you
can
use
like
Google
Apps
for
free,
if
you're
in
non-profit
or
like,
like
that
type
of
it
was
probably
related
to
dad
type
I
think.
A
Maybe
there
was
an
announcement
from
github
or
somebody
else.
That
said,
you
know
now
we're
into
education
now
and
like
so
get
lab.
You
know
we're.
Not
our
product
set
is
not
that
far
yet
into
really
doubling
down
and
building
stuff
for
education
or,
like
you
know,
even
academia
in
research.
That's
my
background
actually
saw
something
really
markets.
A
So
we're
still
really
like
our
mission
and
is
to
have
everybody
contributed
on
rewrite
on
our
digital
content,
right
or
vision,
or
so
I
probably
like
like
got
that
wrong,
but
read
right
on
all
digital
content.
That's
like
our
mission
to
you
know
you
lab.
So
if
you
think
about
that,
that's
like
way
beyond
software
development,
right
yeah,
but
obviously
we're
in
the
DevOps
space
and
software
development
space.
So
we're
focused
on
that.
A
But
in
response
to
like
an
education
thing,
we'll
say
like:
oh,
you
know:
anybody
in
education
can
use
gila
calm
for
free,
not
give
that
for
free
and
then
I'll
dig
up
that
blog
post
as
well
ultimate
or
education
and
send
you.
Then
you
can
take
a
look
at
that
and
see
if
there's
actually
any
context
there
may
be
relevant
and
then
a
different
one
is
like
open
source
were
really
big
with
open
source.
So
you
want
to
support
open
source.
A
This
is
this
one's
a
little
bit
confusing
with
our
product
that
we're
supposed
to
improve
on,
but
I
think
it's.
If
you
have
an
open
source,
I
appreciate,
you
have
open
source
project
on
you,
lab
comm.
You
get
all
the
gold
features
for
free,
even
though,
as
long
as
you're
a
public
project,
if
I
believe
correct
so
I'm
like
in
I'll,
dig
that
up
for
you
because
I
know.
A
So
from
that
perspective
from
an
enterprise
team's
perspective,
I
think
we're
needing
there
but
again
well,
the
will
make
you
know
what
will
make
features
well,
just
tearing,
like
you
said
in
response
to
some
of
those
things
to
hit
those
points,
so
I
can't
think
of
any
other
example.
But
those
comes
in
mind
like
the
Gilette
pages
time,
tracking,
open
source
and
the
education
are
some
things
where
we'd
made
like
a
statement,
and
we
said,
like
you
know,
this
is
free.
This
is
available
for
those
reasons.
No.
A
A
B
A
B
A
A
That's
shared
amongst
with
everybody
and
I
have
actually
very
little
standing
meetings
with
folks
and
I
found
that
very
successful,
and
the
reason
I
personally
feel
that
it's
been
successful
for
me
is
because
I
don't
use
that
as
a
crutch
to
get
things
done
and
so
and
and
again,
I
say
that
this
is
a
very
personal
opinion,
because
maybe
if
I
did
I
would
use
as
a
crutch,
but
maybe
for
other
folks
is
actually
very
powerful
and
effective
and
efficient.
So
the
way
I
like
to
work-
and
this
part
I
think
is-
is
very
good.
A
Lab
and
I
do
push
for
it
is
that
we
should
have
a
lot
of
transactional
interactions
and
then
move
things
incrementally
forward.
So
a
strong
value
or
not
straumann
a
value
of
Gil
that
is
iteration,
I,
think
it's.
It
said
on
one
of
a
call
recently.
He
says
he
said
that
a
lot
of
people
underestimate
that
value
they
and
I
did
myself,
I'm
I'm
a
prime
manager.
A
So
what
that
means
is
that
I
tell
people
like
don't
create
an
issue
just
to
talk
about
things.
Don't
have
just
a
slack
conversation.
Don't
just
put
a
calendar,
invite
and
grab
some
people
start
with
a
merger
quest
start
with
a
proposal
start
with
something
very
tangible
and
a
suggestion
that
you
want
something
done.
Maybe
ok,
it's
ok,
maybe
once
in
a
while,
if
it's
like
a
really
big
problem
and
you
need
to
tackle
at
the
big
mountain-
and
that
makes
sense,
and
then
you
have
the
strategy
thing
and
then
so,
maybe
it's
ongoing.
A
It's
a
process,
change
at
your
lab
and
you
can
have
all
the
stakeholders
review
it
and
the
smaller
that
change
is
the
more
likely
people
will
contribute
and
review
it,
because
if
you
say
something
like
I
want,
you
know
a
monthly
meeting
to
talk
about
these
five
things
and
I
want
you
know
all
these
VP's
joining
right.
Doesn't
that
I'm
never
gonna
happen,
of
course
right,
but
if
you're
gonna
say
like
I.
A
A
Jefferson,
like
what's
your
problem,
what's
under
my
comm,
so
because
I
used
to
do
that
when
I
when
I
came
I,
kick
you
loud
like
because
I'm
a
primary
on
Chrome,
so
I
want
to
solve
your
problems
for
you,
I'll
build
a
future
for
you.
I'll
build
something.
That's
critical
or
I
may
be.
An
engineer
will
be
like
I'll
write
a
script
for
you,
but
what
I
realize
that
I
can't
get
up
in
everybody's
business
and
solve
everybody's
problems?
A
I
have
to
trust
the
people
that
are
coming
to
me,
and
you
know
in
this
example
you're
coming
to
me.
I,
have
to
trust
that
you're,
a
really
smart
person,
because
Gila
hired
you
and
I
have
to
say
that
you're
asking
me
for
this.
Can
I
deliver
this
to
you
with
the
limited
information
in
my
brain?
Like?
Does
it
add
a
lot
more
work
for
me?
Can
I
do
it
really
quickly?
Is
there
like
a
marginally
easier
thing
for
me
to
do
that?
A
Maybe
gets
you
there
80%
and
I
respond
to
you
in
that
feature
proposal
in
that
issue,
and
you
actually
don't
even
need
to
set
up
a
call
for
me
with
me
to
discuss
that.
You
just
say
you
create
like
a
merge
request
in
the
handbook
that
says
every
month
maker
has
to
do
this
and
then
you
just
type
it
up
and
there's
a
review
app
and
then
I
can
look
at
it
and
I
say
sure:
I'll
do
that
and
I
click
merge
and
then
that's
done
and
it
didn't
take
a
meeting.
A
You
had
a
benefit
like
you.
Had
a
process
benefit
you've,
iterated
and
you've
done
something
better
and
then
I
don't
and
then
you
know
maybe
it
takes
like
a
minute
out
of
my
one
month.
Activities
I
mean
I,
put
like
a
Google
Calendar
alert,
and
that's
done
so
then
the
Sun
is
fun.
It's
like
everybody.
A
It
works
and
we've
improved
and
we
don't
need
that
and
your
original
question
is:
should
we
have
a
monthly
cadence
or
whatever
cadence,
and
my
answer
is
figure
out
what
the
problems
you
think
you'd
have
are
and
so
and
then
think
of
some
ways
to
solve
them
and
if,
if
you
can't
figure
that
out
or
like,
let's
have
a
meeting
and
talk
through
some
of
them
and
then
maybe
eventually
I'll
come
to
like.
Oh,
we
have
so
many
strategic
customers.
We
really
need
a
weekly
cadence
and
let's
have.
B
A
look
I
love
that
no
I
love
that
answer.
That's
a
answer!
I've!
Never
I!
Don't
think
I've
actually
gotten
an
answer
quite
like
that,
because
you're
absolutely
right.
If
these
are
issues
that
are
being
tracked
right,
features
that
are
coming
out
and
epics
it
Eclair
or
different
things
to
coming
out.
There's
gonna
be
an
issue
board
that
I
should
be
able
to
see.
I
should
be
able
to
dive
in
to
these
issues
and
go
hey.
B
A
A
And
I
told
another
new
collab
earlier
this
weekend
and
I
promised
that
person
I
will
start
recording
all
of
my
future
cause.
That's
what
I'm
doing
this
so
every
time.
I
repeat
this
I
can
refer
to
a
video
I
started
this
analogy
like
during
the
color.
Maybe
I
was
sleeping,
Monday
and
I
said
like
just
as
like
crazy
finance
people
who
are
really
smart,
which
I'm
not
one
of
those.
A
They
say
that
to
to
get
rich,
you
should
make
money
in
your
sleep,
like
your
money,
should
make
money
for
you
type
of
thing
right,
I
think.
Ideally,
we
should
do
that,
like
when
I'm
sleeping
in
your
an
essay,
not
in
my
timezone
halfway
across
the
world-
and
you
need
information
for
me
like
you-
shouldn't-
need
to
wait
12
hours,
it
should
be
self-service.
You
should
be
able
to
do
something
and
you
shouldn't
need
to
wait
for
the
weekly
sync.
Even
right,
you
shouldn't
need
to
wait.
A
So
that's
something
I've
been
thinking
through
a
lot
as
I've
been
you
know,
as
the
company
is
growing
like
ridiculously
right
now,
right,
there's
so
much
more
interfaces
and
I'm
just
really
scared
that,
thankfully,
up
to
now,
my
calendar
is
still
normal
right.
Is
it
it's
in
previous
jobs?
It's
like
you
know
by
the
first
half
year.
Everybody
knows
you
had
at
that
organization,
and
they
just
want
your
time
and
you
don't
get
work
done
and
so
I'm
really
happy
that
we
I
personally
have
not
suffered
that
yet
and
I'm
able
to
get
work
done.
A
B
B
Now
I
think
the
tenure
here
you
have
is
is
crucial
with
that
as
well,
because
you
bring
in
you
bring
in
I,
don't
coming
into
this
you'll
read
the
handbook
you,
where
you
pour
values,
you'll
read
those
those
things
right
and
being
such
a
different
company.
The
gitlab
is
it's.
It's
it's
hard.
It's
there
take
some
unwinding
right.
B
B
B
B
Would
it
make
more
sense
just
to
move
to
chat,
ops
right
within
within
get
lab
and
and
in
the
chat
UPS
can't
have
that
it
doesn't
have
that
feature
set
right
now
of
building
that
in
right,
so
that
you
have
this
all-in-one
tool
that
I
don't
have
to
leave
I
don't
have
to
go.
This
is
like,
or
you
know,
I
don't
have
to.
You
know
to
go.
There's
other
competitors,
I
don't
want
to
it's
all
right
there
and
if
you
need
to
look
something
up
back
to
your
thing
like
when.
B
Isn't
coming
back,
are
you?
Are
you
contributing
and,
and
that
I
think?
That's
that
that's
what
we
should
be
focusing,
rather
than
all
these
tools
that
are
Enterprise,
ready
and
and
and
they
they're
great
tools
in
their
own
regard,
but
I
think
when
coming
from
a
culture
in
an
organization,
we
have
to
be
careful
not
to
just
adopt
what
everyone
else
is.
B
B
A
B
A
B
A
Well,
yeah
I'm
sure
you,
you
mean
many
more
key
levers
who
are
just
as
passionate
it's
hard
and
yeah
best
of
luck.
It's
it's
we're
just
adding
more
folks,
more
and
more
folks
every
week
and
pretty
much
all
departments
where
I
think
we're
hiring
pretty
much
all
departments,
and
so
it's
not
easy.
Well
I
mean
we're
inventing
a
lot
of
this
as
we
go,
so
it
doesn't
think
like.
We
have
all
the
answers.
We
definitely
don't
ya.
A
A
B
Sure
have
more
questions,
and
you
know
perhaps
I'll
I'll
hit
you
up
and
whose
dude
panel
or
something
like
that,
because
they
bring
a
great
wealth
of
knowledge
which
I
know.
But
thank
you
very
much.
Taking
this
time,
Victor
I
really
appreciate
it.
Yeah.