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B
Actually,
since
I
am
in
the
plan,
team,
I
thought
it
would
be.
A
good
idea
is,
you
know,
know
a
little
bit
about
yourself
about
your
history
and
get
laughs
yeah,
and
maybe
your
expectations
on
me
in
terms
of
like
helping
the
plan
team
and
yeah
I
I've
been
basically
following
some
of
the
recordings
that
you
were
right
and
I
have
even
listened
to
one
that
you
mentioned,
that
you've
been
trying
to
record
all
the
data
right.
A
Yeah
yeah,
no
no
I
can
I
can
definitely
do
that.
So
so
I'm
Victor
I
joined
your
lab
in
November,
2016
and
then
so.
I
live
in
Richmond
Virginia
on
the
east
coast
of
the
United
States
is
about
two
hours
drive
away
from
Washington
DC
and
I
moved
here
from
Chicago
Illinois
in
the
Midwest
of
the
United
States
right
in
that
time
frame,
because
my
wife
found
a
job
here
locally
and
so
I
was
previously
in
Chicago
for
maybe
five
six
years,
and
that's
really
most
of
my
career
has
been
there.
A
So
in
Gila
we
have
stages
in
our
DevOps
lifecycle.
That's
how
also
how
we
split
up
the
company,
at
least
for
the
product
development
side,
including
product
marketing.
We
have
like
each
of
these
departments,
you
know
product
engineering
and
then
so
you
know
UX
as
part
of
engineering
test
automation
as
part
of
engineering
software
engineering,
part
of
engineering
mode,
I,
think
I
treat
database.
Davis
is
definitely
part
of
engineering,
but
I
think
interesting
to
me.
I
think
they're
not
I,
think
not
yet
cross-functional
like
aligned
with
a
team
MIT,
they
may
be
I.
A
All
these
folks
within
the
past
year,
we've
structured
them
so
that
they
are
lying
with
a
particular
stage
in
the
DevOps
life
cycle
and
that
that
helps
us
to
move
fast
because
we
can
hit
rate
quickly
and
so
forth
and
then
I
think
for
for
sales
and
customer
success,
Technical
Account
management,
it's
those
folks,
they're,
not
aligned
with
stages
and
then
I
think
there
are
a
lot
more
like
say:
geography
or
maybe
certain
accounts
that
unless
know
less
about.
But
it's
interesting
when,
when
people
ask
me
this
question
like
how
do
we
split
things
up?
A
It's
interesting
so
right
now
for
each
stage
we
have
a
what
at
least
one
product
manager
in
the
future
and
we'll
have
more
as
we
talked
about
earlier
today.
So
it's
just
been
part
of
plan.
Well,
we
had
different
ways
of
chopping
up
good
lab
in
the
past
in
terms
of
product,
but
it's
since
we
started
chopping
them
in
stages.
I've
been
the
prime
vendor
go
ahead
and.
B
A
A
Of
the
product
yeah
yeah,
but
but
but
I
think
the
answer
is
no
I.
Don't
think.
We've
strategically
said
that
you
know
we've
had
more
feature
set.
We
have
more
more
list
of
stuff
to
maintain
and
therefore
we
have
a
higher
headcount
I
think
we're
how
we
work
it.
That's
a
great
question:
I've,
never
heard
of
that,
but
I
think
ideal
that
we're
so
ambitious
and
we're
always
pushing
forward.
A
Our
headcount
is
always
about
looking
forward
into
the
future
and
that
can
be
in
relation
to
existing
features
like
deepening
a
future,
maybe
maintaining
something
or
maybe
there's
like
some
technical
thing
like,
for
example,
like
earlier
like
last
year
around
this
time,
a
big
thing
we
were
doing
was
getting
a
Gil
lab
comm
onto
Google
cloud
platform
TCP.
So
obviously
that
was
a
big
project
and
then
it
had
countless.
A
It
was
related
to
that
and
then,
for
example,
you
know
the
operate,
the
hop
side
of
get
labs,
so
they're,
secure
and
defend
now,
and
then
we're
making
big
bets
in
those
areas.
So
we're
we're
increasing
head
count
in
those
teams
or
we're
making
new
teams
to
go
after
those
features
and
markets
and
so
on
and
so
forth.
So
when
we,
when
we
do
the
headcount
exercise,
so
we
seem
to
do
this
all
the
time,
but
last
time
we
did,
this
was
maybe
fall
of
last
year
and
then
you
know
we
have
spreadsheet.
A
We
have
to
show
to
the
board
on
how
we
did
it
was.
It
was
really
about
the
product
team
saying
you
know
this
is
our
vision.
These
are
all
the
features
that
we
want
or
all
the
changes
that
don't
dose
a
features,
but
like
all
the
the
changes
we
want
to
make
to
the
platform
and
leadership
gets
together
and
then
you
know
when
I
say
there
should
be
product
leadership,
engineering,
leadership
and
then
also
individual
contributors
get
together
and
say
you
know,
you
know
how
much
effort
would
it
take
to
scope
out
this
work?
A
How
long
would
it
take
to
do
this?
How
much
be
with
you?
So
we
we
have
some
back
of
the
envelope
style
estimations
and
that
that
drives
that
headcount
and
and
I've
actually
didn't
actually
hear
much
about
the
fact
that
oh,
we
have,
you
know
a
broader
set
of
features.
It
was
really
more
about
you
know,
plan
and
create
and
see.
Icd
have
probably
the
broadest
set
of
existing
features,
but
it
was
really
about
the
future
things
we
were
and.
A
Definitely
sort
of
by
definition,
yes
for
for
the
stages
that
we
just
mentioned
right
because
plan
and
create
so
so
source
code
management
right,
like
that's,
been
there
forever
and
then
there's
some
areas
of
the
product
that
are
mature
or
maybe
not
strategically
we're
pursuing,
and
then
there's
not
gonna
be
a
lot
of
changes.
A
good
example
of
snippets
right
snippets
are
great
I'm,
not
I.
Don't
work
in
that
area
specific
that
I
actually
did.
B
A
Earlier,
when
I
was
a
collab
because
I
couldn't
we
shuffled
the
features,
but
even
when
I
was
working
on
that
area,
I
didn't
have
a
lot
of
feedback
from
customers
saying
that
they
want
more.
Of
that,
there's
always
gonna
be
people
that
say
they
want
more
and
more
features
but
yeah
a
good
example
where
it's
you
know
it's
a
pretty
good.
We
can
always
do
better,
but
it's
pretty
good
feature.
It
works.
We're
not
gonna
spend
a
lot
of
time
to
my
knowledge,
James
Ramsey,
so
to
primarily
focus
on
that.
A
B
But
it's
like
it's
something
that
I
imagined
that
it
would
affect
a
lot
of
the
users
and
like
I,
know
this
also
in
the
team
spats
page
and
if
you
go,
I
tend
to
open
issues
for
this,
but
I
hadn't
had
already
issues
for
this
and
I
notice.
Also
that
if
you
open
the
model
for
the
pretty
specific
path
in
the
mobile,
at
least
I,
don't
know
if
in
the
web
version
in
the
desktop
version.
B
A
I
can't
sorry
yeah
I
mean
myself
yeah,
no,
no
I'm
in
terms
of
all
the
sheds,
so
it's
I,
I
haven't
had
I
mean
this
type
of
feedback
is,
is
really
hard
to
gauge.
We
from
I
would
say
from
a
couple
of
perspective
from
my
personal
experience,
hearing
this
type
of
feedback
from
customers.
I
don't
get
a
lot
of
feedback.
People
sing,
complaining
that
you
know
gitlab
is,
you
know,
is
broken
or
it's
not
polished
or
it's
things
like
that.
A
I
think
that
for
customers,
though
I
don't
know
if
it's,
because
we
didn't
ask
them
or
they
don't
care
or
it's
not
high
priority,
or
they
just
don't
expect
it,
which
is
also
a
problem
right
if
they,
if
they
have
low
expectations,
which
we
shouldn't
have
we
shouldn't,
have
them
have
low
expectations,
they
should
be
high
expectations.
So
I
think
that
that's
an
that's
one
data
point
that
customers
when
they
come
to
us.
It's
mostly
about
they've
won
a
certain
feature
or
their
something
is
broken
and
they
want
to
fix.
B
B
A
So,
there's
definitely
that
aspect
yeah,
that
aspect
of
usage
and
people
coming
across
bugs
and
things
like
that.
So
so
we're
pretty
good
with
catching
polished
things,
I
would
say
in
general,
I
think
we
can
do
a
better
job
of
catching
them
before
they're
released.
I.
Definitely
think
that
and-
and
you
know
one
of
the
reasons
where
we've
hired-
you
is
a
greater
effort,
more
broadly
from
a
quality
perspective,
of
having
better
processes
better.
A
You
know
just
better
just
people
more
people
involved
in
saying
these
things
like
I,
don't
want
to
repeat
the
mantra
like.
Oh
we're
hiring.
You
know
QA
engineers
to
fix
the
problem
because
that's
like
first
of
all,
we
don't
have
Q
and
because
that's
what
makes
it
and
one
of
the
calls
yesterday,
which
is
correct
right,
because
that
that's
not
not
their
title
and
then
also
that
quality
bar
should
be
everybody's
problems
as
same
as
performance.
A
But
in
any
case,
why
why
bring
that
up
is
quality
team
or
just
have
quality
function
was
something
that
we
started
relatively
late.
I
would
say
maybe
early
2018
or
maybe
mid
2017
is
when
we
had
so
so.
We've
always
had
developers.
Obviously,
then
we
had
product
measures
in
the
product
grew
a
bit
and
then
we
had
UX
designers
in
mid-2016
really
come,
and
then
the
product
team
really
grew
in
twenties.
They
2016
throughout
2017
and
much
of
last
year,
and
then
I
would
say,
like
of
all
these
things
here,
probably.
A
So
I,
don't
have
numbers
to
say,
like
you
know,
maybe
we're
catching.
You
know.
95
percent
of
the
bugs
are
ready
and
before
we
were
only
catching
like
50,
precise
I,
don't
have
numbers
to
say
that
and
to
show
that
from
like
an
automation
perspective,
but
I
can
tell
you
at
least
we're
really
good
and
seeing
the
problems
because
we
use
it
ourselves
and
then
we're
really
quick
yeah.
These
are
the
places
with
high
usage
and
then
in
terms
of
having
polish
I
think
UX
design
has
been.
They
had
a
greater
focus.
A
I'd
say
that
past
one
and
a
half
years
to
really
you
know
escalate,
a
complaint
of
product
managers
were
responsible
for
scheduling
all
like
by
the
handbook,
supposedly
to
say
like
we
cannot
accept
this
like
you
cannot
ship
something
that's
broken
or
if
you
ship
something
that's
broken.
You
know
just
because
you
know
you
chronic
manager
say
that
oh,
it's,
okay,
it's
just
it's
just
the
wrong
color
and
then
the
UX
person
would
say
no.
No,
it's
a
bug
for
my
standards.
A
B
Developers
doing
the
work,
I
mean
developing
the
software
and
they
had
already
like
quality
in
their
minds,
because
it
was
we're
already
working
for
that
long
time.
So
it's
I
think
it's
just
having
a
quality
team,
we'll
just
make
things
even
better
and
like
I
like
to
see
myself
and
other
people
in
my
role
as
people
that
will
support
the
developers
to
do
their
work
faster,
better,
you
know,
like
yeah,
just
make
them
more
productive
and
I
see
is
more
like
supporting
them
in
these
directions
and
by
the
way
the
plenty
didn't
had
any
way.
A
But
even
then
Romeo
was
you
know,
maybe
less
than
a
year,
maybe
you're
just
browning
I,
don't
know
she's
been
that
doesn't
seem
that
you
know
time
flies,
I
could
lab,
but
even
just
having
dedicated.
So
we
had
MEC
first
and
then
and
then
I
think
as
he
was
building
out
his
team.
He
was
doing
more
platform
like
just
across
the
board
good
lad
and
then
at
some
point
you
know
engineering
decided
that
we
wanted
to
have
dedicated
folks
inside
quality
as
well
Cummins,
and
so
now
it's
just
yeah.
B
That's
great,
and
so
there
are
true
things
that
I
am
still
not
used
to
in
terms
of
farm
gate,
lab
works
and
one
of
them
is
about.
I
haven't
had
time
to
go
through
it.
Yet
I'm
still
trying
to
finish
my
own
boarding
issue
and,
at
the
same
time,
do
some
code
review
get
to
use
it
with
what's
going
on,
but
I
I
know
that,
like
one
of
the
responsibilities
of
the
quality
team
of
or
the
test
automation,
engineers
is
to
create
test
plans
for
like
the
new
released.
B
A
Can't
give
you
a
lot
of
information,
since
it's
definitely
that
that's
a
question
for
Rama
and
okay
or
per
mech,
but
what
I've
seen
from
them
in
the
past
or
from
Rama
specifically,
is
that
for
specific,
like
larger
features
or
more
or
something?
That's
that's
new
like
and
maybe
a
new
abstraction,
a
new
object,
a
new
feature,
as
opposed
to
say,
like
an
incremental
improvement,
then
they're
often
be
an
issue
that
they
create
in
the
same
tracker,
saying
out
that
these
are
the
test
cases.
These
are.
A
These
are
the
things
that
need
to
be
written
in
the
tests
and
then
that
they'll
be
tracked
there.
So
I
haven't
been
involved
in
a
lot
of
that
actually
in
detail.
So
so
you
asked
me
earlier
like
what
you
like,
what
I,
what
do
I
expect
from
you
and
and
things
like
that?
What
do
I
expect
from
you
is
just
good
collaboration
with
the
rest
of
the
engineering
team
and
the
design
team.
A
A
Definitely
we'll
look
at
those,
maybe
I'm.
Her
code
is
I.
Think
staging
is
I,
keep
forgetting
your
staging
should
be
refreshed,
nightly,
I,
believe
dub,
Gila
org
runs
EE
and
that's
where
we
do.
Our
security
and
Mars
staging
I
believe
is
refreshed
nightly
if
I'm
not
mistaken,
with
master
so
sometimes
I'll
be
in
staging
reviewing
features,
because
we
actually
don't
currently
have
a
great
way
to
do
user
acceptance.
Testing,
for
example,
in
like
a
traditional
in
other
organizations,
or
we
don't
have
a
so
so
in
places
in
the
past.
A
You
know
stand-ups
to
make
sure
whatever
you
know
everybody's
doing.
We
should
at
the
end
up
the
sprint
we
should
have.
We
have
these
like
synchronous,
retros
and
evaluate
and
then
for
every
single
issue
in
our
backlog,
or
that
goes
to
the
issue
board.
We
should
make
sure
to
have
business
sign-off
from
the
product
manager
before
it's
shipped
to
production,
like
that's
like
standard
rate
of
how
things
go
through,
but
the
thing
I
killed
up.
A
There's
there's
two
points
to
address
here:
number
one,
there's
just
too
many
things
going
on
yeah,
it's
impossible
and
that's
a
good
thing
and
that's
a
good
thing,
because
we
iterate
quickly
and
then
we
have
a
low
level
of
shame.
We
have
a
bias
for
actions
with
all
these
are
sort
of
like
things
that
are
in
the
handbook
and
so
we're.
A
That
recently,
maybe
you
know
they
understand
stuff
like
that,
since
you
know
we
start
hiring
more
of
them,
but
but
it's
something
that
I've
given
a
lot
of
thought
about
and
then
the
other
aspect
I'd
like
to
tell
people
all
the
time
is
that
everybody
IKEA
as
a
product
owner,
so
you
shouldn't
so
so
the
code
code
review
piece
is
a
little
bit
different,
because
I
think
you'll
have
like
maintainer
x'
of
code
and
then
there
might
be
even
like
there's.
What
do
you
call?
It
forgot
what
it's
called
profile.
A
You
can
set
code
owners
as
feature
that
we
shipped
earlier
live
so
so
we
have
in
terms
of
code
review.
We
have
I
would
say
some
a
little
bit
more
rigorous
process
where
a
merger
quest
won't
be
merged
until
there's.
Step
process
goes
through
but
feature
perspective
from
like
does
this
make
sense?
Do
you
need
a
UX
err
to
review?
A
You
know
later
on
so
most
of
the
time
when
I
see
that
I
see
that
it's
not
blocking,
but
it's
it's
really
good
collaboration
there
and
that's
great,
but
more
so
than
that.
You'll
have
instances
where
a
community
member
creates
a
merge
request.
An
engineer
sees
it
and
says
like
this
is
great.
Thank
you
for
this
merge
request
and
then
the
engineer
will
have
a
decision
to
make
they'll
have
a
judgment,
call
dua
ping,
aux
Urdu,
Iping,
a-crowding
manager
to
review
this
or
do
I.
Just
click,
merge
and
I.
A
Think,
like
99%
of
the
time
when
the
engineer
I
kill
that
clicks,
merge
you're,
making
the
right
decision
like
99.9%
the
time
because
everybody
at
your
lab
is
a
product
owner
and
Gila
has
product
managers,
so
everybody
I,
kill.
That
has
a
responsibility
to
be
just
sensible
and,
like
that's
like
a
silly
feature
that
doesn't
make
sense
or
like
that's
a
great
feature.
Of
course
we
want
it.
A
I'm,
just
gonna
click,
merge
and
then
tell
the
UX,
er
and
parting
manager
later
that
by
the
way
you
know
we
merge
this
amazing
thing
and
then,
if
they
don't
like
it,
we
can
we're.
Not
gonna
revert
it.
We
would
try
not
to
revert
it
well,
we'll
iterate
on
it.
So
from
that
perspective,
things
are
go
by
so
quickly
the
review
process.
We
try
to
be
very
careful
so
that
there's
less
blocking
because
of
remote
and
they
sync
and
it's
more
collaboration
and
iteration
after
the
fact.
A
So
that
part
for
me
personally,
it's
not
a
problem
because
I
never
block
anybody
anyways,
because
I
constantly
tell
the
team
I
trust.
You
I
trust!
You
stop
asking
me
that
you
know
you
don't
need
my
permission
and
by
now
the
team
knows,
and
then
they
they
go
with
it
and
then,
if
I
ask
for
status,
because
it's
not
an
issue
which
it
should
be
that
they're
quick
to
to
produce
that
status.
So
my
relationship
with
the
team
is
I.
A
Think
very
good
because
it
frees
me
up
so
that
I'm,
not
a
project
manager
and
I
mean
engineering
managers
should
should
be
playing
that
well
anyways.
If
they
do
need
to
do
like
hope,
people
for
status
and
keep
people
accountable,
but
I'm
more
there
to
to
to
see
things
get
shipped
to
offer
feedback
up
a
collaboration
to
provide
business
context
when
it's
necessary
and
definitely
not
to
do.
Project
management
and
I
found
that
that
there's
been
a
lot
of
success
there
because
then
I'm
not
blocking
anybody
and
the
largest
shipping
really
fast.
There's.
B
One
last
thing
that
you
think
we
won't
have
time
to
catch
up
on,
but
that
I
would
like
to
make
this
collision
in
a
future
time.
Yeah
she's,
something
that
I
have
discussed
with
Mac
in
my
in
my
interview
that
he
thought
that,
because
of
my
experience
in
test
automation,
we
could
benefit
from
it
in
terms
of
shipping
features,
test,
automation,
features
or
related
to
test
automation,
features
on
it
lab
in
the
future
and
yeah.
B
It's
something
that
we
won't
have
time
to
talk,
but
it's
something
that
I
would
love
to
discuss
more
with
you
in
the
future
yeah
when
posted
something
on
the
quality
team
that
I
went
forward
to
to
you
it's
a
product
that
I
have
experimented
and
I
heard.
You
know
one
of
your
conversations
with
Mac
something
about
like
that.
Even
we
don't
be
living
in
like
manual
testing.
B
A
Do
that
but
the
way
to
move
things
forward
at
your
lab?
Don't
really
don't
wait
right,
don't
wait.
Don't
say
like
like.
Yes,
of
course
use
my
time
as
you
want
to
use
my
calendar.
Don't
wait
just
create
an
issue
to
discuss
the
problem
and
the
topic
that's
great,
but
even
better.
If
you
have
an
idea
of
what's
the
smallest
feature
that
we
can
build,
it
create
that
issue
and
then
that
will
start
the
momentum
and
get
things
rolling.
A
B
A
B
A
If
you
all
you
do
is,
is
talk
and
type
and
and
don't
write
and
don't
get
people
excited
you'll,
never
get
the
things
you
want
done
at
11:00
you
and
then
a
nice.
Can
you
be
sad,
and
so
the
way
is
to
get
people's
attention
and
get
people
excited
and
then
the
the
problem
with
typing
it
out
in
slack
or
sharing?
Even
in
the
video
like
this,
you
get.
A
The
friction
of
getting
more
people
to
contribute
is
super
high,
yeah,
they'll
never
never
know,
and
if
it's
amazing
idea
and
then
you
found
the
right
stakeholder
and
they're,
like
maybe
they're
like
a
VP
of
something
that
you'll
have,
then
that's
amazing.
Then
then
you
have
a
really
like.
You
have
an
amazing
stakeholder
and
a
champion
of
your
idea
at
the
lab
and
then
because
during
a
leadership
position,
they'll
make
it
happen.
So
that's
what
you
wanted
to
like.