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From YouTube: CS / Product:Manage feedback loop review
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A
It's
started
alright,
so
thanks
appreciate
everyone
kind
of
joining
this
this
this
first
pass
kind
of
dry
run
to
go
through
kind
of
what
we've
started
to
put
together
here
and
then
you
know
this
this
session
I'm
really
looking
for
feedback,
especially
from
the
the
PM
team
around.
You
know
how
we
are
collecting
this
data,
more
specifically
how
we're
putting
this
together
so
that
we
can,
you
know
one
kind
of
create
a
a
good
conversation
with
the
the
product
team
around.
You
know
some
of
the
things
that
we're
finding
out
in
the
field.
A
You
know
I
think
just
to
give
some
context
here,
really
quick.
You
know
what
this
has
been,
that
a
long
time
coming,
trying
to
figure
out
a
better
method
for
for
getting
feedback
right.
You
know,
I,
think
right
now,
our
biggest
pain
point
isn't
necessarily
that
we
have
no
no
feedback
coming
from
the
field.
It's
just
that
it's
coming
from
a
lot
of
different
places.
You
know
it's
coming
from
different
teams.
A
The
way
that
were,
were
you
know,
kind
of
representing
the
data
that
we
found
from
customers
and
prospects
requests
is
very
different
and
kind
of
varying
across
the
board.
I
think
that
you
know
my
opinion
is
that
you
know
one
of
the
things
that
we
are
doing
with
our
feedback
right
now
is
is
I.
Think
we're
taking
it
a
little
bit
too
literal
in
that
you
know
a
lot
of
times,
we'll
get
requests
from
prospects
or
customers
to
you
know
do
something
very
specific.
A
You
know
in
my
example
that
I
had
in
that
document
it
was
like
you
know.
Customer
said
we
need
service
now
integration.
It's
like!
Okay,
understand!
You
need
service
now,
because
you
currently
use
service
now,
but
let's,
let's,
let's
kind
of
break
that
down
into
what
it.
What
specifically
is
the
problems
that
you're
trying
to
solve
like?
What's
the
flow
look
like?
How
are
you
you
know?
A
You
know
we're
able
to
distill
that
down
from
the
CS
ID
into
more
general
kind
of
problem
statements
and
themes
of
you
know
what
we're
hearing
out
in
their
field,
so
that
then
the
product
team
then
can
take
that
information
and
make
you
know
better
decisions
about
what
we
actually
implemented
to
the
product
rather
than
just
hey.
We
heard
this
one
thing:
let's
go
implement
that
thing.
It's
like,
let's,
let's
take
those
things
and
determine
how
we
are
inside
you
know,
gitlab
are
going
to.
A
You
know
make
that
accessible
to
people
who
may
be
in
that
in
that
example
want
to
use
ServiceNow,
but
also
more
generically,
so
that
you
know
we're
really
encapsulating
the
requests
and
and
and
there's
more
than
one
way
to
achieve
that,
so
that
we're
not
putting
ourselves
into
you
know
kind
of
technical
debt
around
that.
So
so
that's
kind
of
the
quick
intro
there
of
what
we're
trying
to
do
here
approach
wise.
A
So
the
idea
is
that
you
know
I
really
think
that
it's
important
for
us
to
one
have
some
some
dedicated
kind
of
resources
that
from
both
the
product-
and
you
know
easy
with
the
product-
came
because
we
have
product
managers
right
but
I'm
this
yes,
I'd,
there's
you
know
everyone's
out
there
kind
of
working
their
own
world
right
and
so
by
able,
by
being
able
to
kind
of
consolidate
that
to
a
single
person
or
a
couple
of
people
to
you,
know
distill.
That
information
down
at
one
gives
the
CES
team
someone
to
go
to.
A
Who
has
you
know
direct
communication
with
the
product
managers,
but
to
it
also,
you
know,
allows
us
to
have
have
that
information.
You
know
bubbled
up
in
a
way.
That's
not
coming
from.
You
know,
50
different
sources,
so
that's
conceptually
the
idea
there
is
that
you
will
have
an
essay
in
a
in
a
tam
kind
of
as
the
the
dris
for
each
individual
stage
that
has
a
product
manager
associated
to
it
right
now.
It's
not
every
single.
A
So
you
know
again
kind
of
kind
of
coming
to
that
diagram
there,
where
I
have
kind
of
funneled
it
together,
so
we're
kind
of
collecting
information
bubbling
it
up
to
one
place,
and
then
we
we
all
know
where
we
need
to
go
to
to
kind
of
get
that
information
in
a
fashion
where
we
have
a
good
kind
of
back-and-forth
relationship
with
the
direct
people
involved.
So
that's
kind
of
the
conceptual
idea
there.
A
What,
before
we
get
kind
of
started
into
you,
know
the
tactical
components
of
this
any
thoughts
or
questions
or
concerns
or
approaches
that
we
should
be
considering.
You
know,
I,
think
I,
think
about
this
particular
group
here
as
that
dry-run
group,
where
we're
getting
that
feedback
of
like
hey
before
we
roll
this
out
to
all
the
teams
where
it's
you
know
about
80
people
involved
entirely
for
all
this
to
happen.
So
you
know
I
want
to
make
sure
that
we're
rolling
this
on
the
way.
A
That's
one
iterative
so
that
we're
not
you
know
kind
of
boiling
the
ocean
in
the
first
pass,
but
we're
collecting
the
right
information
here
as
a
starting
place
that
will
allow
us
to
expand
and
to
iterate
on
top
of
that,
going
forward
so
just
kind
of
open
it
up
to
everyone
to
provide
a
little
feedback
there.
And
then
we
can
kind
of
get
started
into
how
I'm
thinking
about
this
process
working
and
seeing
if
there's
any
gaps
or
holes
in
that
approach.
B
C
D
B
First
of
all,
I
really
appreciate
your
taking
this
on
and
I
think
it's
fantastic
to
have
more
channels
for
customer
feedback
to
come
to
a
product
management
and
to
do
that
in
that
consistent
way.
That's
that's
really
helpful.
So
thanks
again
for
spearheading
this
I
would
say
that
one
of
the
very
first
things
that
came
to
mind
for
me
as
I
was
scanning
through
the
document
was
that
as
a
product
manager,
the
the
raw
material,
especially
contact
information,
links
to
specific
customers,
links
to
conversations
with
customers,
or
you
know,
knowledgebase
articles
or
chorus
AI.
B
You
know
videos,
they
are
most
valuable
to
me.
You
know
even
more
valuable
than
the
analysis
and
I
wouldn't
want.
You
know
it.
Everyone
has
limited
time
and
I
would
much
rather
see
the
person
sending
this
information
to
me
as
a
product
manager.
To
put
the
time
into
sending
you
know,
links
forwarding
an
email
or
something
like
that
then
trying
to
do
a
lot
of
analysis.
Sure
on
you
know.
Well,
this
user
wanted
this.
This
one
use
wanted
this.
It
maybe
something
like
that.
A
That's
a
good
point,
especially
in
the
chorus
recordings.
I,
think
that
from
that
template,
I'll
take
a
note
to
add
that
to
the
template.
The
project
template
for
the
issue
are
the
issue.
Template
to.
You
know,
link
to
course,
recordings
of
where,
where
this
had
come
from
right,
so
that
at
least
we
can,
you
know,
give
you
some
of
that
information.
To
put
there,
that's
good
suggestion
thanks
so.
D
A
I
think
so
that
that
I
think
that's
that's
related,
but
not
exactly
what
the
goal
of
this
is
right.
I
think
we're
still
always
going
to
have
times
where
it's
definitely
make
sense
to
pull
in
product
managers
to
conversations
and
kind
of
going
through
that
approach.
You
know
we
did
have
a
one
point:
joshua
lambert
put
on
the
the
product
and
the
product
project
inside
get
lab
comm
a
template
for
requesting.
A
You
know,
okay,
we
need
to
bring
someone
into
this,
and
so
that
was
an
attempt
for
that
kind
of
side
of
it
didn't
really
take
off
that
way.
You
know,
I
think
I
kind
of
think
about
that.
Maybe
phase
two
is
more
integrating
some
of
that.
You
know
how
do
we
get
you
know
when
and
how
is
the
best
approach
to
getting
product
involved
in
these
conversations
at
the
right
time?
A
I
see
that
being
you
know
if
something
will
roll
into
this,
but
here
is
more
just
you
know.
I
think
that
a
lot
of
the
lot
of
the
you
know,
I
guess
I
call
it.
Complaints
from
the
product
organization
is
that
you
know
one
they.
They
want
more
feedback
to
you
know
where
and
how
to
get
that
feedback
is
not
simple
and
then,
but
on
the
other
side
of
it
from
that,
you
know
the
CS
side
of
it,
whether
it
be
Tam's.
You
know
working
with
these
existing
customers
or
essays
on
the
prospects.
A
We
also
have
that
problem
of
you
know
it
comes
up
and
inside
a
deal,
and
you
know
is
that.
Is
this
a
consistent
theme
that
we're
hearing
across
multiple
different
customers,
or
is
this
a
one-off
situation?
I
think
a
lot
of
times
we're
getting
feedback
about
one-off
situations?
That,
maybe
are
not.
You
know,
maybe
very
important
to
that
one
customer,
but
not
really
fitting
in
within.
A
You
know
the
priorities
of
you
know:
15
other
customers
who
have
this
other
request,
and
so
I
think
that
the
ability
here
to
to
kind
of
bring
that
into
a
single
place,
where
we're
bubbling
that
information
up
and
delivering
that
to
product
and
their
product
and
I
think
the
idea
there's
and
you
know
we
can
drill
down
into
some
of
those
things
hey.
Maybe
it
makes
sense
for
us
to
set
up
a
call
with
this
customer.
Maybe
it
makes
sense
for
us
to
invite
this
person
to
the
cab.
It
could
be.
A
Of
different
to
you
know,
outcomes
that
come
from
that,
but
the
problem
with
into
the
piecemeal
I
have
this
request
or
I
had
this
one
thing
you
know
is
is
is
causing
you
know,
people
to
be
pulled
in
a
lot
of
different
directions,
and
it's
hard
for
us
to
kind
of
you
know,
set
priorities
have
what's
most
important
and
I.
Also
think
about
like
that.
A
You
know:
there's
been
a
there's
been
a
couple
of
attempts
from
the
sales
organization
to
say
here
are
the
top
X
number
of
things
that
we
think
are
most
important
for
us
to
close
deals
and
I.
Look
at
those
lists
and
I'm
like
yeah,
okay,
those
things
did
come
up
and
they
may
have
come
up,
but
it's
really
like
whoever
was
the
loudest
to
talk
about
those
things
or
whatever
deal.
You
know
got
the
attention
of
a
larger
audience.
A
That's
where,
though,
that's
where
that
list
came
from,
though,
and
I
don't
think
that's
indicative
of
our
the
best
approach
for
us
tackling
these
big
kind
of
problems
of
either
we
don't
have
it
or
something
needs
to
be
resolved
quickly.
So
you
know
trying
to
get
away
from
that.
You
know
last-minute
putting
together
lists
of
things
that
we
should
be
focusing
on.
I,
don't
find
those
to
be
very
helpful
and
I,
don't
think
they're
very
accurate.
So
this
is
an
attempt
to
get
away
from
some
of
that.
F
But
if
I'm
not
working
with
the
Tam
regularly,
it
would
be
helpful
to
know
like
in
any
particular
week.
What
are
what
are
the
things
that
came
up
like
regardless
of
importance
just
seeing
a
list
of
you
know
they
asked
about
user
roles
and
permissions.
They
asked
about
enforcing
jobs
and
pipelines.
They
asked
about.
F
You,
know
compliance
checks
and
I
Mars,
because
if
we
have
just
sort
of
a
raw
list
of
things
and
I
think
the
PMS
can
then
ingest
that
and
say
oh
yeah,
like
this
is
me:
oh
I
know
that's
actually
Jackie
Michel
and
oh,
this
is
Harris.
Those
two
things
are
John
Mason
and
Melissa.
I
could
probably
analyse
three,
which
I
think
is
the
intent
of
this
whole
effort.
Exactly.
A
F
Yeah
that
getting
that
type
of
Rafi,
because
the
course
links
are
really
important
for
context,
but
personally
I
don't
watch
them
unless
I
need
to
I'm.
Looking
for
like
that
easy
to
grok
summary
I,
don't
know
if
anyone
has
thoughts
on
how
we
can
maybe
aggregate
that
data.
But
that
seems
like
a
potentially
great
starting
point
that.
A
Is
definitely
the
space
that
I'm,
I'm
I
would
say
the
biggest
risk
here
is
like
you
know,
even
just
this.
You
know,
because
in
the
very
last
minute
that
I
asked
Nalanda
and
they
do
to
kind
of
put
a
few
things
together
and
we
haven't
had
a
process
for
this,
and
so
you
know
it's
like
for
you
know
how
what's
what
you
know,
what
what
do
we
need
to
do
from
the
CSI
to
you
know
basically
trigger
when
we
have
feedback
that
should
go
to
some
product
manager.
I.
A
Think
that
that's
the
key
there
is,
like
you
know,
figuring
out
what
that
cadence
looks
like
throughout
the
month
before
we
kind
of
have
that
conversation
of
you
know.
Maybe
we
have
a,
maybe
there's
a
slack
room
in
someone's.
You
know,
I,
don't
know
what
I
don't
know
what
it
looks
like
there,
some
some
way
for
us
to
better
aggregate
that
that's
that's
one
thing:
I
need
to
figure
out
how
to
solve
better
and
I'm,
definitely
open
to
some
suggestions
or
thoughts
on
how
we
can
do
that.
But
you
know
cheer
to
your
other
point.
A
There,
though,
and
that's
exactly
one
of
the
hard
parts
for
the
CS
organization
in
general,
is
that
you
know
I.
Have
this
one
request
from
a
customer
I
have
no
idea
where
to
go
with
that,
like
I
can
start
from
somewhere,
but
then
you
know,
there's
there's
a
lot
of
that
kind
of
ping
pong
where
it's
like.
A
Sometimes
I'll
ask
one
thing
somewhere
and
then
they'll
point
me
somewhere
else
and
I'll
go
to
like
different
groups
before
I
finally
get
that
right
answer
and
so
like
that
becomes
very
frustrating
to
do
on
an
individual
basis
over
and
over
and
over
again
across
that
110
person
team.
And
so
you
know
that's
that's.
That's.
Definitely
that
that's
why
we
want
to
have
you
know
to
see
your
eyes
so
that
they
know
hey
I
can
see
I've
spent
a
lot
of
time
with
these
product
names.
A
I
know
what
stuff
goes
where
I
can
kind
of
you
know
send
this
to
them.
They
can
they
can.
Then
you
know
take
that
to
the
right
teams
from
there
rather
than
us,
trying
to
hunt
everything
down
individually.
Each
time
so
well,
yeah
the
collection
part.
It's
gonna,
be
the
tricky
part
right.
So
it's
you
know
how
do
we,
how
does
the
CS
team
the
dris
of
that,
get
that
information
throughout
that
month
of?
E
That's
definitely
proved
a
challenge
for
me
over
the
last
five
five
six
days
or
whatever
it
is.
You
know:
I've
posted
a
couple
of
requests
and
for
people
to
feed
information
and
they're
that
they're
I.
Guess
it's
a
they're
already
logging
it.
You
know
they're
already,
adding
it
to
specific
issues.
So
it's
how
do
we,
you
know
pick
up
that?
Do
it
do
we
are.
We
use
the
dris
expected
to.
E
A
Yeah
and
that's
that's-
that's
gonna
be
the
hardest
part
for
sure
and
but
I
think
you
know
once
we
can
get
a
place
where
people
are
dumping.
Some
of
that
raw
data
of,
like
you
know,
maybe
maybe
there's
a
there's,
a
mechanism
where
we
can
say
you
know
I've
done
these
presentations
and
there's
these.
These
topics
came
up
and
you
kind
of
just
dump
that
into
a
single
place
and
then-
and
then
you
know
that
then
it's
on
me-
you
know
the
you
got.
A
You
know
the
team
who's,
the
do
your
eyes
to
kind
of
look
through
that
say:
okay,
here's,
here's!
What
we've
been
seeing
in
the
last
of
weeks.
Let's
take
some
of
these
things
and
put
them
into
some
topics
that
then
we
can
discuss
and
distill
those
down
into.
You
know.
Curiously,
customers
involved.
Here's
maybe
some
recordings.
Here's
the
general
themes
you
know
is
this
a
is
this
a
blocker
is
not
a
blocker
I.
Think
that's
an
important
piece
there
that
oftentimes
gets
missed
is
that
you
know
the
urgency
of
some
of
these
things.
A
You
know
every
everything
to
every
customer
is
the
most
urgent
thing
right,
but
you
know
it's.
You
know,
I
think
about
urgency
and
like
a
couple
of
of
ways
to
determine
that
based
off
of
you
know,
if
it's
a
if
it's
a
hard
block
or
meeting
there
is
no
work
around
and
and
it's
a
requirement
that
is
a
that
is
an
urgent
thing.
If
it's,
if
there
is
a
workaround,
and
it's
just
that
you
know
not
a
great
experience,
then
you
know
that's
not
as
high
of
an
issue
right.
A
So
there's
there
some
things
that
we
can
use
to
kind
of
determine
some
of
those
priorities
there,
but
that
that's
not
getting
translated
very
well
right
now.
I've
noticed
that
it's
like
you
know
it's
just
whatever.
Whatever
the
most
noise
is
means
it's
most
important
and
I
and
that's
been
clearly
not
the
case.
So
that's.
D
Something
we
should
be
documenting,
then
Brian,
the
price
I,
already
levels
that
you've
identified
right
now
on
that.
Yes,
the
notes
I'm,
just
because
I
think
I
think
that
that's
that's
very
valid.
If
there
is
a
workaround,
then
maybe
it's
not
as
high
as
a
priority,
there's
something
that's
actually
preventing
work
exactly.
A
So
I'm
gonna
add
some
so
I
have
that
using
label
section
I
have
severity
labels,
that's
already
in
there.
You
know
s13
and
you
know,
there's
some
definitions
around
what
those
are,
but,
let's
I,
think
I'll
add
in
some
more
kind
of
context
into
that
of
you
know
what
what
makes
an
s-1
you
know
are
sorry
together
the
p1.
It's
not
it's
one
book.
You
want
priority.
G
C
Gonna
say
just
if
you
look
at
the
definitions
of
these
for
bugs
and
security
there
there's
some.
You
know
like
some
of
those
definitions
do
include.
You
know
if
it
were
crimes
this.
So
you
know
if
this
is
a
showstopper,
then
it's
a
p1
if
it's
a
showstopper
with
a
workaround,
it's
a
p2
and
so
on
and
so
on.
So
there
are
some
definitions.
You
can
look
at
those
and
get
some
that's
great
Rach
before
how
you
want
to
label.
C
Yours
I
would
say
that
one
one
mechanism
that
works
really
well
between
triage
or
support
and
p.m.
is
a
weekly
triage
report
that
all
PMS
get.
It
is
automated.
It
parses
all
the
issues
that
are
out
there,
that
the
PM's
haven't
laid
their
eyes
on,
and
groups
them
into
different
groupings
so,
like
as
a
general
concept,
sounds
like
something
that,
if
you
guys
apply
certain
labels
as
far
as
priority
goes
as
far
as
importance
or
customers
fort
area,
then
those
could
be
delivered
in
the
report
to
the
appropriate
p.m.
C
You
know
like
how
are
we
looking
on
like
how
many
P,
once
versus
P
to
s
versus
P
threes,
and
you
can
click
into
any
one
of
those
and
find
the
P
ones
or
the
peaches
and
the
P
3s
I
mean
they're,
really
sophisticated.
We
can
start
really
simple
uh-huh
and
then
let
it
involve
into
that
mechanism.
So
I
find
it
useful.
We
can
probably
ask
other
PMS
to
see
if
they
find
it
useful
or
if
they
just
hate
when
it
happens,
but
yeah.
B
C
Just
linked
one
in
the
chat
here,
if
you
guys
don't
take
a
look
or
just
open
it
this
time
it
looks
like,
but
it
may
be
a
mechanism
because
that's
like
one
thing,
we're
looking
for
is
a
mechanism.
I
do
have
some
thoughts
about
some
of
the
other
things
since
I'm
speaking
either.
One
I'm
like
in
truck
all
the
time
I
do
feel
like
this
is.
This
would
be
great
to
collect
first
of
all,
to
collect
feedback.
C
So
the
collection
is
the
value,
add
here
for
the
PMS
and
collecting
things
on
a
pile,
and
maybe
in
grouping
things
together
to
to
sort
of
provide
areas
that
all
relate
to
each
other
but
have
have
different
requests
in
it.
The
other
value
add
for
me
is
in
an
event.
I
do
agree
with
a
junk
boat,
I
think
John,
Mason
and
Matt
both
said
that
raw
data
is
important.
C
I
didn't
think
that
it
would
be
a
value
add
for
me
it
there
was
a
large
amount
of
synthesis
or
if
there
was
or
if
the
raw
data
was
somehow
lost,
so
I
do
feel
like
and
then
also
saw
well
as
time
spent
for
somebody
to
synthesize
all
this
raw
data
and
try
to
figure
out
what
everybody
is
trying
to
tell
us
like
what
is
what
is
the?
What
is
the
message
here?
I
can't
we
don't
need
that.
C
Actually
we
would
prefer
not
to
not
to
get
that
and
maybe
a
time
sink
for
somebody
to
actually
go
through
all
of
these
and
try
to
synthesize
them
all
so
PMS
are
for
rather
for
worse.
You
know
tasked
with
the
synthesis
so
I
prefer
to
just
be
thrown
raw
data
at
so
that
I
can
compare
to
all
my
other
rotation
and
and
take
it
into
account,
but
the
collection
and
the
presentation
and
the
grouping
of
that
raw
data
would
be
really
helpful.
E
That's
quite
interesting
is
that
I
I
was
sort
of
thinking.
You'd
want
the
opposite,
so
that's,
and
so
you
know,
if
you
know,
for
example,
if
you
already
got
existing
issues
for
the
top,
you
know
a
particular
you
know
problem
and
within
that
there
is
links
to
Salesforce
for
customers,
etc,
etc.
I
always
sort
of
think,
oh,
you
know,
do
I
need
to
duplicate
all
that
again
in
the
the
issue,
or
do
do
do
I
sort
of
summarize
it
up
to
you
know
my
view
of
it.
E
C
Have
an
issue
that
you
know
is
related
to
then
adding
to
the
issues
the
right
thing
to
do,
but
if
we
don't-
and
we
have
some
kind
of
mechanism
of
turning
all
this
raw
and
put
into
issues
that
then
get
labeled,
then
that's
probably
good
enough,
because
when
I
get
the
issue-
and
you
know
I
can
relate
it,
I
can
relate
it
to
the
other
issues
like
I.
Don't
need
somebody
to
then
also
maybe
spend
a
lot
of
time
trying
to
synthesize
all
those
issues
together.
C
I
might
be
okay
if
I
got
this
report
and
I
was
able
to
recognize
trends
or
find
issues
that
are
related.
If,
if
they're
found
fine
but
I
wouldn't
want
somebody
spend
too
much
time
trying
to
draw
like
pretty
it
all
up
and
in
pretty
issues
and
finally,
all
the
issues
and
connecting
it's
just
you
know
whatever:
whatever
works,
what
sort
of
work
is
really
what
what
can
it
be
automated
and
done
easily
like
any
any
complicated
process,
will
not
take
off
I
agree.
A
G
A
G
What
I
wanted
to
share
is
actually
at
my
previous
job,
we
had
the
same
issue
and
we
landed
on
our
process.
That's
actually
pretty
similar
to
what's
on
the
document
and
we're
a
couple
like
two
three
months
into
it.
So
I
wanted
to
share
some
of
the
things
that
we
found
like
as
positives
and
negatives.
Right,
so
positive
is
that
for
PMS
it
did
work
and
it
got
less
noisy
right.
G
Like
we
had
more
streamline
feedback
right,
it
seemed
to
be
more
kind
of
like
trends
rather
than
one
offs
right,
so
in
that,
in
that
way
did
help.
In
the
thing,
the
negatives
right
was
that
I've
heard
from
some
of
the
like
field
team
that
they
felt
like
they
were
sort
of
processed
bounded
that
make
sense
right
like
they
felt
like
they
lost
some
of
that
ability
to
like
just
go
to
p.m.
and
and
have
a
call
right,
so
I
think
that's
something
to
be
mindful
of
right.
G
Just
to
have
a
good
balance
between
you
know
having
a
process
to
synthesize
all
of
it,
but
also
you
know,
having
a
way
for
everyone
to
be
able
to
reach
out
to
p.m.
right,
like
you,
don't
want
people
to
feel
like
you
know,
the
DRI
is
the
only
person
who
has
access
to
like
p.m.
and
now
I'm
boxed
in
with
this
process.
Right
like
this
is
something
to
be
mindful
of
right.
A
G
Just
like
making
sure
we
message
it
in
a
good
way,
something
that
helped
the
field
team
kind
of
like
agree
on
what's
important,
because
that's
that's
the
next
challenge
right,
like
now,
you're
collecting
everything
put
it
all
in
one
place
right.
It's
like
now
in
theory,
right
within
the
team,
that's
collecting
feedback.
You
have
to
sort
of
agree
on.
What's
the
most
important
thing
right,
something
that
helped
was
just
having
mechanisms
for
voting
right.
G
So
what
they
did
is
they
had
a
list
of
things
right
and
then
they
would
all
take
some
time
ahead
of
meaning
to
read
through
it
and
vote
on
the
things
that
they
felt
were
important,
and
then
they
didn't
have
to
go
through
the
whole
list
right.
They
would
only
go
through
the
ones
that
got
the
most
votes
or
the
ones
that
they
felt
strongly
were
important,
but
didn't
for
whatever
reason
right,
so
it
narrow
down
the
discussion
points
from
like
you
know,
50
things
to
like
10
right.
A
Yeah,
no
and
that's
exactly
right
is
like
I
think
this.
This
concept
isn't
isn't
one
to
a
replace
the
you
know
the
way
people
communicate
internally.
I
think
we
should
be
able
to.
You
know
everyone
can
reach
out
to
whatever
one
right,
but
I
think
it's
I
think
we
actually
have
some
of
the
opposite
problem
going
on
right
now,
where
it's
that
you
know
some,
sometimes
the
if
it's
not
a
urgent
I
need
to
you
know,
I
need
to
get
back
to
the
customer
on
this
ASAP.
A
You
know
they
don't
know
one
where
to
go
or
how
to
give
time-
and
you
know
scheduling
and
all
that
kind
of
stuff,
and
so
just
go
to
the
wayside
right
and
then
that
pushed
away,
and
so
this
gives
that
people
mechanism
to
do
that,
but
then
also
I.
Think
too
is
it's
really
it's
really
creating
that
a
better,
a
better
pathway
in
relationship
between
the
two
teams,
because
it's
you
know
everyone
can
have
their
own
individual
relationship
with
every
product
manager
and
that's
all
good
and
fine.
A
But
really
it's
you
know
when
you
start
to
build
some
cadence
around
this
and
start
to
build
some
themes.
That
starts
to
be
easier
for
everyone
to
kind
of
get
involved,
and
you
know
whether
it's
customer
conversations
or
product
conversations
on
direction
around
that
I'm
hoping
this
will
kind
of
make
that
process
a
little
bit
easier.
Yeah.
G
And
the
other
two
things
in
which
it
helped
one
is
like
it
helped
PC
themes
that
we
didn't
see
before,
because
everyone
was
operating
independently
right.
So
that
was
actually
pretty
interesting
that
some
people
were
like.
Oh
wow,
your
customer
needs
that
too,
like
no
right
and
the
other
way
which
it
helped
is
like
it
did,
helps
start
to
build
some
trust
in
that.
Like
okay,
you
have
this
list,
you
know
of
things
that
you
need
and
we
will
listen.
G
G
C
Okay,
one
more
thing,
so
is
it
natural
for
you
for
for
customer
success
to
align
two
stages?
I
was
wondering
about
sort
of
why
the
mapping
to
stage
versus
some
other
level
is
it
just
because
we
just
need
something
smaller
and
we
have
this
many
people.
Therefore,
everybody
gets
this
because
I
would
imagine
a
lot
of
clients
come
with
requests
that
cut
across
stages
or.
A
They're
definitely
across
stages,
right
and
so
I
mean
that's
a
big
problem.
We
have
in
general,
as
you
know,
something
that
fits
into
one
a
request
that
fits
into
multiple
stages.
How
do
you
go
about
getting
that
feedback
into
place,
and
so
you
know
I,
think
I'm,
thinking
that
this
is
going
to
help
with
that,
because
that
what
that
does
is
it
allows
us
to
you
know
if
we
bring
this
up
into
one
of
the
stages
conversations,
and
you
know
as
we
talk
through,
that
we
start
to
realize
the
spans
multiple
stages.
A
This
is
an
issue
that
you
know
may
be
primarily
is
a
managed
issue,
but
also
is
a
create
issue
and
also
is
a
you
know
something
else,
then
that
gives
that
I
think
that
that
mechanism
right
there
is
really
important,
because
right
now
what
I
see
happening
is
that
if
it
doesn't
directly
fit
into
one
of
the
stages-
and
it's
just
an
issue-
that's
out
there,
it
doesn't
usually
get
picked
up
it.
Doesn't
it
doesn't
become?
A
Unless
it's
you
know
something
that
comes
up
from
a
larger
conversation,
it
doesn't
doesn't
get
kind
of
moved
into
it.
So,
if
you're
bringing
this
up
into
here's
a
theme
for
hearing
of
this,
it
it
maps
into
this
stage
as
a
starting
place,
but
that
will
you
know
trigger
the
PM's
to
kind
of
branch
out
to
the
other
teams
and
see.
How
can
we
can
achieve
this?
This
across
multiple
stages?
A
C
Categories,
you
know,
so
you
can
tag
multiple
categories,
while
on
one
stage
versus
should
can
be
labeled,
you
can
label
a
little
t-shirt,
so
that
may
be
a
way
for
us
to
do
it,
and
then
there
is
a
mapping
of
each
category.
Has
one
only
one
PM,
and
if
we
did
this
automated
report,
that
particular
issue
could
land
on
two
managers
or
go
to
product
managers.
Reports
for
use
or,
however,
we
choose
to
consume
chairman
okay,.
A
D
A
So
yeah
technically
I
think
so
so
one
of
the
just
to
give
you
some
context
here.
I
wanted
this
to
be
a
separate
other
part
that
we
have
a
struggle
with.
Is
that
when
we
give
feedback
on
gitlab,
that's
a
project
itself,
I'm
Gilad
org!
You
know
we
have
to
be
very
cautious
about.
You
know
chorus
recordings
naming
customers,
you
know
we
do
the
Salesforce
link
thing.
But
that's
you
know.
That's
only
one
piece
of
it.
A
Having
this
be
part
of
Ghaleb
comm
means
that
we
have
a
little
bit
more
freedom
to
kind
of
express,
specific
customer
requests
and
have
recording
calls
and
all
that
kind
of
stuff
in
a
place.
That's
you
know
more
protected,
but
still
can
link
to
our
normal
project
or
normal
get
lab
project
where
the
issues
may
originated.
So
we
still
have
that
linking
mechanism,
but
this
gives
us
a
place
to
kind
of
focus
on
that
and
then
I
think
from
a
board
standpoint
to
you
know
each
each
month
you
know.
A
Maybe
we
have
a
I,
don't
know
if
it's
we
have
different
boards
or
maybe
just
kind
of
the
same
board
over
and
over
again-
and
you
just
kind
of
you
know,
triage
things
out
eventually
but
I
think
there's
there's
a
couple
of
benefits
of
this
approach.
One
is
that
you
know
we're
bubbling
up
the
most
important
things
like
I
looked
at
that
list.
You
know
Harris
that
you
posted
it's
like
hundreds
of
issues
right
like
that's,
that's
pretty
unmaintainable
and
it's
hard
to
know
what's
important.
A
What's
not
you
know,
distilling
it
down
to
smaller
groups
and
we
have
that
kind
of
high
level
visibility
even
across
the
multiple
stages.
As
we're
looking
at
this,
oh
okay,
I
can
kind
of
see
what
things
are
going
on
here
and
then
and
then
the
idea
is
that
you
know
we
put
these
information
into
this
and
then
the
monthly
conversation
that
we
have
kind
of
going
through
the
I'm
hoping
we're
having
you
know,
maybe
10
or
15
issues
in
here-
that's
kind
of
a
max
for
each
month's
conversation.
A
You
know,
so
we
can
spend
five
to
ten
minutes
I'm
each
one
of
those.
So
it's
really
about
just
the
most
important
things
too.
So
it's
really
bubbling
up
the
top
priorities
into
that
space
and
then
and
then
from
like
a
perspective
of
like
you
know,
how
do
we?
How
do
we
go
through
this
and
what
is
the
right
information
here?
You
know
we
do
have
the
project
template
that
I've
created
so,
for
example,
this
one
I
put
in
this
morning.
A
A
But
you
know
you
know
again
getting
away
from
the
idea
of
point
solutions,
and
just
you
know
summarizing.
This
is
a
this
is
a.
This
is
a
this
is
a
specific
thing
right,
but
there's
actually
kind
of
a
bigger
trend.
Here
of
you
know,
how
does
my
customer
have
an
easier
and
better
method
for
understanding
the
relationship
between
a
specific
user,
their
permissions
and
the
projects
that
they're
part
of
when
they're,
an
organization
of
thousands
and
thousands
of
users
and
projects
right?
There
are
ways
to
do
that
today,
but
the
problem
is
that
you
know.
A
Typically,
this
comes
up
when
there's
an
emergency
situation
where
they
need
to
figure
out
who
had
access
to
what
or
something
like
that,
and
that
process
is
super
time-consuming,
and
you
know
large
enterprise
customers
can't
do
that.
So
you
know
if
I
look
at
this,
you
know
I
think
about
what
what's
our
problem
with
this.
It's
like
well,
the
problem
is:
there's
no
there's
the
all
the
data
is
there.
You
can
find
all
this
that
way.
You've
get.
A
It
is
very
complicated
either
you
go
into
DUI
and
click
into
every
single
project,
and
you
know
you
can
filter
by
who's,
been
explicitly
added
or
not,
but
you
still
have
to
go
through
all
that
and
find
those
when
you
have
thousands
of
users
that's
hard
to
do
you
know.
So
this
is
an
example
of
one
that
I
think
makes
sense,
and
these
you
know
you
can
see
that
big
customers,
all
compliance
oriented
customers
are
sorry
goldman
sachs,
American,
Family
Insurance.
You
be
asked
a
bank
in
Europe.
A
You
know
they
all
have
this
kind
of
same
concern
of
like
how
do
I
see
this
information,
and
so
you
know
I've
summarized
that
I
put
the
problem
of
what
that
really
is.
You
know
labeled
at
p3,
because
there
are
workarounds,
you
kind
of
do
this
today.
It's
just
not
an
ideal
stage
for
someone
who
uses
administrator
to
find
that
information
and
then
maybe
like
a
desired
solution.
This
is
an
area
where
I
think
that
you
know
based
on
conversations
we
have
with
customers
of
like
how
they're
solving
this
today
or
what
their
desired
stages.
A
You
know
filling
that
down
into
maybe
some
ideas.
You
know
one
suggestion
idea:
if
your
ability
to
like
open
up
some
sort
of
entity
relationship
diagram
where
I
can
go
into
a
place
and
say
here's,
my
user
now
show
me
all
the
groups
that
they're
a
part
of,
and
then
I
can
click
into
the
groups
and
see
the
projects
and
see
there
are
title
mints
and
all
each
individual
one
of
those.
So
it
makes
it
year
for
me
too,
to
navigate
a
individual
users
contribution
and
access
to
different
areas
right.
A
A
The
right
kind
of
conversation
started
where
we
can
provide
valuable
feedback
in
in
real
time
and
to
does
this
kind
of
capture
that
you
know
more
than
we
would
be
able
to
capture
inside
of
an
issue
on
get
calm,
but
still
allow
us
to
have
a
you
know.
A
discussion
internal
discussion
about
how
we
can
approach
these
things
so.
F
All
comments
is
that
seems
to
touch
my
group,
so
I
think
this
information
is
good.
I
think
this
is
probably
the
necessary
starting
point
and
then
my
ask
would
then
be
yeah,
like
I'd
love,
to
hop
on
a
call
with
at
least
one
of
these
customers
to
unpack
that,
because
we
already
know
that
there's
a
need
for
exporting,
like
a
user
access
report,
so
show
me
a
list
of
all
users
and
what
group
and
project
memberships
they
have.
My
understanding
from
the
latter.
Half
of
this
ask
is
yeah.
F
Because,
like
we
have
three
different
audit
reports,
we
want
to
work
towards
all
right,
a
chain
of
custody
report,
the
user,
access
report
and
audit
events,
and
maybe
using
those
three
things.
They
can
then
consolidate
in
what
they
probably
already
have
as
a
data
warehouse
and
like
map
those
relationships.
F
A
A
You
know
some
details,
but
the
other
piece
I
pull
out
of
this
is
maybe
we
need
to
have
another
trigger
point
inside
these
issues
of
yes,
these
are
the
desired
by
customers
and
prospects,
but
are
any
of
these
customers
your
prospects,
willing
to
talk
to
someone
from
product,
and
so
we
can
note
that
in
there
as
well.
So
then
that
that
gives
us
an
opportunity
for
you
to
say
hey.
A
Let
me
I
see
that
Goldman
Sachs
willing
to
talk
about
that
he's
the
who
owns
that
account
and
who
can
I
talk
to
about
getting
that
set
up
right.
So
that's
that's
the
other
side
of
it.
There's
that
you
know
I
know
it's
not
always
easy
for
someone
from
product
to
to
get
involved
in
those
when
they
need
when
they're,
when
they're
looking.
B
A
Issue
of,
like
oh
I,
need
to
talk
to
this
customer
and
I
feel
trapped
down.
The
right
person
gets
me
up
all
that
kind
of
stuff.
Now
we
can
talk
about
this
and
also
give
you
some
more
context
into
it
beforehand,
and
if
we
need
to
set
up
a
customer,
we
can
so
thanks
that
I
think
you
know
in
this.
In
this
particular
instance,
I
think
you're
right,
you
know,
I
think
this
is
a
definitely
a
risk,
adverse
organizations,
very,
very
large
organizations
who
have
lots
and
lots
and
lots
of
data.
A
Where
we
sometimes
write
off
the
importance
of
having
at
least
a
partially
baked
solution
doesn't
need
to
be
a
fully
like.
We
don't
even
necessarily
have
like
an
entity
diagram
not
built
directly
into
it
right,
but
we
might
need
to
have
a
mechanism
that
says
you
know
if
you
want
to
pull
this
data
out.
Here's
here's
our
approach
to
doing
that.
No,
it's
not
just
here's
the
API
endpoints!
It's
you
know!
Maybe
what
you
do
is
say
like.
A
A
So
maybe
you
know
so
that's
kind
of
the
conversation
that
I
like
to
get
I
was
like
this
is
a
maybe
not
something
we
add
in,
but
maybe
there's
a
need
for
us.
They
have
better
documentation
or
a
sample
project
of
someone
doing
this
or
something
like
that's
Lucas,
yes,
team
could
say:
oh
you
have
that
problem.
We've
got
this.
We've
got
the
sample
project
in
this
blog
post
on
how
you
can
achieve
that
done.
Right
and
I.
A
Think
that
that's
that's
really
what
I
want
to
get
out
of
some
of
these
pieces
here
rather
than
yeah.
We
already
have
that
feature.
They
can
go,
do
that
if
they
want
to
go
build
it
right,
like
what's
the
next
step
there,
to
make
it
easier
for
customer
success
to
go
back
to
a
customer
with
a
better
answer
than
just
go
use
the
API
and
pull
in
ten
different
end
points
and
figure
it
out
right.
A
That's
that's
yeah
yeah
and
that's
that's
the
again.
That's
the
trickiest
part
that
I
don't
have
a
perfect
answer
for
right
now
is
like
yeah.
How
do
you
go
about
collecting
that
rather
than
you
going
in
prodding
every
single
person
to
go,
give
you
information
which
will
never
work
and
what
you
know
died
on
the
vine?
A
If
we
try
to
go
that
route,
maybe
it's
we
figured,
but
that
ultimately
that's
what
I'm
trying
to
get
at
is
that
you
know
once
a
month
we
meet
and
have
this
conversation
of
the
top
10
or
15
things
that
are
most
important.
Most
paths
of
mind
of
customers
today,
so
we're
pulling
that
out.
As
a
you
know,
curated
list
how
we
get
that
information,
that's
I
think
something
that
we'll
have
to
brainstorm
on
a
better
way
of
getting
there.
Maybe
it's!
A
You
have
a
list
of
things
that
come
up
or
maybe
product
and
provide
us
so
like
that.
You
know
that
that
output
and
then
we
distill
down
10
different
topics
and
say
hey:
does
anyone
have
customers
or
prospects
that
are
interested,
or
is
this
a
high
price
for
them,
and
then
they
can
weigh
into
that
and
then
they
take
that
information
back.
Something
like
that,
where
we're
providing
more
context,
rather
than
just
the
free-for-all,
tell
us
what
you
need.
It's
that
here
are
some
things
for
thinking
about.
Sorry
can.
D
I
share
my
screen:
real
quick
I
just
want
to
show
how
kind
of
how
shams
are
tracking
issues
that
customers
are
following
mm-hmm.
So
from
the
tam
side.
This
is
this.
Is
me
I'm,
where
you
cuz?
It's
sharing
my
screen.
Okay,
cool!
All
right,
I,
don't
see
the
little
green
line
around
it.
Okay,
so
we
have
a
issue
of
issues.
Okay,
great
now,
nothing
I'm
not
going
to
find
it
hold
on
one
sec.
Sorry
I
should
have
pulled
that
up
for
it.
Okay,
so
these
are
everything
that
VMware
has
told
us
that
they
care
about.
D
We
split
them
up
into
stages,
so
here
we
have
everything
that
is
manager
related.
That
VMware
cares
about
that.
They've
told
us
and
also
marked
as
priority
high
or
low.
Would
it
be
helpful
so
what
I
it
would
be?
I
think
it
would
be
a
lot
easier
for
chance
to
pull
their
list,
because
most
teams
have
something
like
this
totally.
A
A
Yeah,
exactly
or
maybe
what
we
do
is
just
as
a
starting
place,
the
items
that
are
labeled
high
or
maybe
even
medium
high.
That's
that's
the
point
where
that
you
would
go
in
and
say:
okay,
I'm,
looking
through
the
high
end
medium
for
this
customer
I'm,
going
to
take
some
of
these
and
distill
those
down
into
an
issue
that
we're
going
to
talk
to
the
product
about
and
have
more
details
around
yeah.
B
A
I
think
the
good
point
about
I,
like
that.
First
of
all,
I
think
it's
great
that
that's
that's!
That's
how
we're
organizing
that,
but,
second,
you
know
a
lot
of
times.
If
you
were,
if
you
were
to
pull
out
just
the
high
priorities
of
all
Tam's
into
one
list,
and
then
we
put
that
out
there
and
said:
does
this
resonate
with
any
of
your
customers?
Do
they
have
these
use
cases
and
let
them
kind
of
fill
in
some
details
that
gives
more
information
there.
B
D
So
would
it
be
helpful,
then,
to
pull
if
we
did
create
our
own
bot,
like
the
one
that
Harris
shared
with
all
of
their
with
all
the
labels
being
pulled
out?
If
we
did
something
like
that
for
something
that's
labeled
as
managed
staged
and
that
maybe
I
could
ask
all
the
tamps
to
tag
on
that
CSV
that
we
manage
yeah.
A
And
I
think
I
think
the
cool
thing
about
this,
too
is
I
like
that,
because
I
think,
maybe
maybe
your
separate
label
does
make
sense,
because
then
what
it
does
is
allows
the
the
TAM
to
trigger
you
know
an
issue
to
get
reviewed
more
in
detail
without
them
actually
having
to
go
and
track
people
down
and
doing
that.
So
if
they
were
just
to
go
into
that
list
and
say
these
are
things
that
I
would
like
discussed
in
this,
this
conversation
with
the
product
team.
A
They
can
label
those
such
and
then,
and
then
we
take
that
information
and
bring
that
to
to
the
teams.
I
think
that
would
be
a
really
easy
way
for
them
to
not
have
to
go
and
track
things
down
and
figure
out
what
the
state
is
and
how
we
can
approach
that
and
just
say,
I
just
had
this
label
and
I
know
the
DRI
is
gonna,
go
and
take
this
and
ask
me
if
I
have
any
input
or
whatever
and
go
and
talk
about
that,
and
so
it's
getting
pushed
forward.
A
It's
like
I
gives
them
a
mechanism
for
that
to
make
sure
that
happens.
So
I
like
that
idea,
maybe
I'm
thinking
what
yeah
I
feel
like
that's
the
biggest
piece
that
needs
to
be
solved
still
is
like.
How
do
we
make
this
easy
enough
that
you
know
it's
not
going
to
be
a
tremendous
amount
of
work
on
the
dris,
but
also
we're
getting
the
right
information
in
place?
Maybe
what
I'll
do
is
schedule
some
time
this
week
for
to
see
outside
of
the
organization
like
I'll
pull
together.
A
It's
like
a
list
of
the
dris
of
like
brainstorm
like
what
what
we
can
do
for
that
is
kind
of
a
parallel
next
step
to
kind
of
getting
this
rolling
so
that
we
can
see
what
the
process
there
is
so
I'll
do
that
on
our
side,
cuz
I
think
that's
the
biggest
gap
I
see
right
now
is
like
how
do
we
make
sure
we're
getting
the
right
information
bubbled
up
to
the
right?
Without
them,
you
know
pulling
teeth
that
that's
not
gonna,
work
right.
A
D
Then
I
think
it
would
be
helpful
once
we
meet
with
manage
group,
we
say
they
Matt.
You
could
ask
us
the
questions
or
like
what
you
just
said.
You
needed
to
know
specifically
for
that
use
case.
We
could
take
that
on
and
take
it
back
to
the
chances
that
you
don't
have
to
be
on
every
call
asking
the
same
questions
over
and
over.
We
could
do
that
even
create
like
a
running
list
of.
If
this
is
important
to
you
answer
these
questions
for
us,
so
we
can
deliver
those
back.
D
F
Helps
I
mean
I
I.
Think
it's
a
great
starting
point
right,
like
it's
I,
think
it's
maybe
a
much
more
efficient
way
to
shortcut
a
lot
of
that
data
upfront,
because
if
we
can
ants
like
basically
if
we
can
get
them
to
convey
to
you
all
the
story
right
like
oh
well,
I
need
to
be
able
to
pull
this
data
because
my
company's
InfoSec
policy
and
compliance
team
want
me
to
be
able
to
provide
this
every
month.
F
For
you
know,
socks
or
socks,
or
even
just
like
an
internal
audit
compliance
program
that
in
and
of
itself,
is
really
helpful
and
then,
when
that
comes
back
to
me,
I
can
then
say:
okay,
yeah
I'd
like
to
either
ask
these
follow-ups
and
continue
that
kind
of
liaison
relationship
or
jump
on
a
call
with
the
customer
directly
and
say:
okay,
I
totally
understand
this,
but
now
let's
talk
about
the
actual
implementation.
Do
you
really
need
this?
A
Back
to
this
yes
team
and
say
you
know,
since
we
spoke
last,
here's
here's
what
we've
been
doing
on
these
things
or
here's,
how
we
prioritize
these
so
that
we
can
take
that
back
to
this
yes
team
and
say
you
know
we're
working
towards
this.
Now
is
a
good
time
for
us
to
get
customer
involved
or
now
is
a
good
time
for
us
to.
A
You
know
relay
that
information
to
the
customer
or
prospect
or
whoever,
maybe
because
I
think
that's
the
other
piece
that
the
CS
team
tends
to
struggle
with
is
like
yeah
I,
see
milestones
on
here,
but
did
that
really
am
I
gonna
go
ask
every
product
manager?
That's
really
gonna
happen
this
milestone.
What
does
it
really.
A
F
F
one
of
the
things
we've
alluded
to
earlier
is
that
it's
difficult
for
PMS
to
do
validation,
work
of
things
that
we
care
about
versus
what
the
customers
care
about.
So,
for
example,
what
I've
had
to
do
is
if
a
customer
says
hey
I,
want
to
get
on
a
call
to
talk
about
X,
Y
or
Z,
but
yeah
no
problem
and
then
I'll
talk
to
the
tan.
F
So
I've
had
a
sneak
in
these
like
five
minute
segments,
and
that
might
be
something
we
can
incorporate
in
a
way.
That's
like
hey
here's,
an
update
on
what
we've
done
since
then.
Also
can
we
set
aside
some
time
for
this
problem
or
solution
validation?
So
that's
another
pain
point
that'd
be
great
to
solve
from
the
PM
perspective,
but
I
think.
As
far
as
the
updating
yeah
like
we
all
maintain
planning
issues
which
is
one
source
of
truth,
the
release
post
is
another.
F
A
I
think
the
more
important
piece
is
not
did
this
get
into
this
release,
but
if
it
was
kicked
out
to
the
next
release,
does
that
mean
that
it's
going
to
happen
in
the
next
release
or
we
just
are
we
just
kind
of
pushing
this
out
to
an
indefinitely,
because
I
think
that's
where
we
get
into
trouble?
Customers
is
like.
Oh,
we
know.
D
A
And
then
we
start
to
lose
trust
right
so
right,
this
helps
kind
of
salsa
net
and
where
we
have
some
real-time
conversation
of
like
hey,
this
didn't
happen
like
where
what
are
we
at
and
the
other
side
of
that
too,
is
that
take,
for
example,
how
she
court
fault
integration
right.
We
rolled
out
that
the
management
you
know
we've
done
two
iterations
of
that.
A
First
one
was
the
managed
you
know
vault
inside
kubernetes
cluster
right,
so
we
rolled
that
out
and-
and
you
know
that
was
one
step,
but
the
reality
is
like
if
I
go
through
the
list
of
the
high
priority
customers
who
asked
for
that,
that
use
case
doesn't
get
solved
in
that
right.
I
think
that's
a
good
place
for
us
to
provide
some
feedback
around.
That
is
that
you
know.
A
F
You
know
that
that
is,
admittedly
a
problem
for
the
product.
Org
I
know
that,
on
the
product
side
we
have
a
directive
from
leadership
to
you,
know,
do
iteration
training
and
make
sure
that
we
are
shipping.
You
know
small
iterations
so
that
we're
not
encountering
that
or
at
least
not
as
bad
right,
because
if
a
customer
wants
X
solution,
well,
that's
fine,
but
we
need
to
be
able
to
like
schedule
the
smaller
iterations
that
get
us
there
so
that
we're
meeting
those
smaller
deadlines
and
that
builds
trust.
F
And
then
we
finally
result
in
X
solution
over
time
versus
what
you've
eluded
or
reference,
which
is
absolutely
the
case.
I
can
tell
you
that
for
the
compliance
group
and
it's
gonna
vary
from
group
to
group,
because
it
varies
from
PM
Tem.
We
like
in
our
13
one
planning
issue.
Are
we
have
the
stuff
that
we're
trying
to
tackle
for
the
thirteen
one
milestone,
and
then
we
also
have
what
we're
calling
the
on-deck
label?
F
And
so
that's
where
we
take
these
like
discovery
or
bigger
kind
of
ambiguous
concepts,
and
we
say
during
the
thirteen
one
milestone
while
we're
all
working.
We
need
to
set
aside
time
to
like
break
these
other
issues
down
so
that
we
can
start
scheduling
them,
and
the
other
issue
is
that
PMS
and
at
least
according
to
the
handbook,
shouldn't
beast
issues
until
they've
had
the
discussions
with
their
EMS
and
engineers
to
break
the
issues
down.
F
So
if
something
continues
to
slip
in
most
cases,
I
think
that's
because
the
PM
has
set
the
milestone
as
a
yeah
we'd
like
to
get
it
into
this
milestone.
Within
that
cascades
right
versus
I've.
Had
my
discussions
with
my
e/m
I've
had
my
discussions
with
engineers
and
product
design.
We
have
agreed
that
this
MVC
is
totally
feasible
and
broken
down
enough
that
we
can,
with
you
know,
90th
percentile
degree
of
confidence
ship
this
in
this
milestone.
Yeah.
A
F
In
that
case,
that
latter
case,
if
it
doesn't
ship,
then
it's
a
bit-
it's
an
even
higher
confidence-
writing
we'll
get
into
the
next
one,
because
the
development
is
gonna
roll
through,
because
devs
don't
just
stop
working
on
things
right.
So
it
is
something
that
the
product
org
is
aware
of
and
is
working
on.
Maybe
there's
some
pilot.
F
We
can
run
together
at
least
the
compliance
group,
where
maybe
we
can
collect
data
on
how
often
we're
meeting
the
milestones
we
say,
we're
gonna
meet
and
then
use
that
to
compare
against
traditional
groups
just
as
a
means
of
showing
like
hey.
This
is
why
it's
so
important-
and
this
is
why
it's
important
for
customers
and
the
CS
teams
anyway,
it's
just
a
little
context
for
you,
yeah.
A
That's
helpful,
Thanks,
okay
cool!
Well!
How
about
this
is
the
next
step.
I
think
we
have
identified
some
gaps
here.
I
think
we've
got
some
ideas
around
the
template.
I
think
we've
got
a
pretty
decent
starting
point.
You
know
des
Wanda
and
Adrienne
I'll
get
some
time
scheduled
to
figure
out.
You
know
like
what
is
the
best
mechanism
from
both
Tam's
and
essays
to
bubble
that
information
up
to
a
place
where
we
feel
like
or
you
guys
feel
like
would
be
a
tap.
A
You
know
the
task
won't
be
so
daunting
that
you'll
you'll,
you
know
not
have
enough
time
to
get
things
down
with
your
normal
day-to-day
job,
but
enough
that
you're
getting
involved
in
a
lot
more
deeper
discussions
there.
So
I'll
get
that
scheduled
to
figure
out,
but
in
the
meantime,
I
think
we'll
kind
of
proceed
with
rolling
this
out
to
the
teams
and
we'll
figure
that
out
kind
of
in
a
sync
fashion
there
that
sounds.