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From YouTube: He Built A $1 Billion Open Source Company With No Headquarters: Sid Sijbrandij of GitLab
Description
GitLab is one of the most innovative tech companies that’s disrupting the industry. First and foremost, it’s an open-source company that’s making Linus Torvald’s Git usable for everyone by offering it as a project and commercializing it as a product.
But what’s really unique about GitLab is the way it runs the business. It’s a fully remote company with no headquarters. It has employees in 50 different countries and they work when they feel like working, from home. We sat down with the co-founder of GitLab - Sid Sijbrandij to talk about his unorthodox methods to build one of the most promising open-source companies.
A
A
Did
some
up
in
here
here
and
get
lab
contribute
in
New
Orleans
and
today
we
have
with
us
sit
see
Brandi.
You
are
CEO
and
co-founder
of
good
lab.
So,
first
of
all,
thanks
for
being
here,
yeah
thanks
for
this
interview
when
I
was
look.
What
in
your
keynote-
and
you
know,
I
have
like
been
reading
about
it,
there's
so
many
things
I'm
like
fascinated
with
you
know
not
only
that
you
create
a
good
lab,
but
also
when
you're
talking
about
cutting
emissions.
A
You
know
by
remote
working,
and
these
are
the
things
people
don't
talk
about,
because
you're
actually
touching
on
climate
change,
which
is
another
biggest
problem,
so
I
want
to
talk
about
so
many
different
things,
but
first
of
all,
I
want
to
start
with
this.
When
you
met
Dimitri,
you
know
you
shared
a
story.
What
did
you
see
in
gitlab
that
you
wanted
to
get
involved
with
the
project
and
wanted
to
build
a
company
around
it?
Yeah.
B
At
the
time,
I
was
a
Ruby
on
Rails
developer
and
all
those
tools
that
I
used
every
single
tool
that
I
used
was
open
source.
Everyone
could
use
it
and
the
collaboration
software
was
the
only
tool
I
use.
That
was
proprietary,
and
here
was
this
new
project,
where
the
collaboration
tool
was
now
shared
as
well
and
I
thought.
Well,
if
open
source
makes
sense
for
anything,
it's
a
tool
you
used
to
collaborate.
That
should
be
that
should
be
open
to
collaboration.
So
I
thought
this
is.
This
might
have
a
really
bright
future,
but.
A
B
At
the
time,
I
was
wrong,
but
at
the
time
I
thought
everyone
is
using
gilt
lab
by
downloading
and
running
it
themselves,
but
that's
an
administrative
burden.
The
future
seems
to
be
software-as-a-service.
Salesforce
is
doing
really
well
they're
popularizing.
That
model
so
forget,
lab
the
offering
should
probably
be
get
Lancome
software
as
a
service,
so
I
saw
that
missing
in
kind
of
the
gitlab
lineup,
so
I
thought
that
is
something
I
can
contribute.
Now
I
turned
out
to
be
wrong,
although
get
Lancome
is
really
important
to
us.
B
The
majority
of
our
revenue
still
coming
from
people
self-hosting,
so
that
has
become
a
very
important
part
of
the
way
we
distribute
get
laughs,
but
at
the
same
time
we
also
have
that
calm
service.
So
we
were
agnostic
now
about
what
it
is.
But
although
I
was
wrong
about
calm,
I
was
right
about
gitlab.
There
were
many
many
big
organizations
already
running
it
live
without
any
form
of
support
so
that
groundswell
of
activity
was
there.
So
it
turned
out.
Okay,
yeah.
A
I
mean
it
always
happens,
some
decisions
are
right
and
wrong,
but
how
do
you
learn
from
your
mistakes?
You
know-
and
you
know,
because
you
also
said
you
make.
You
know,
move
fast,
even
if
their
mistake
one
step
at
a
time,
you
can
always
go
back
and
fix
it.
So
in
in
the
volition
of
gitlab,
you
know.
Are
there
any
milestones
very
utilized,
hey
know
what
you
gave
an
example
and
in
my
list
on
where
you
learn
from
the
mistakes
and
made
it
even
better
yeah.
B
I
think
one
thing
that
we
another
big
lesson.
We
learned
two
other
big
lessons.
We
learned
one
was
a
Y
Combinator
and
we
were
two
weeks
into
the
program
and
everyone
else
had
made
so
much
more
progress
than
we
and
we
were
at
these
working
with
these,
like
three
months
plans
that
we
were
trying
to
realize.
B
That
was
the
length
of
Y
Combinator
and
other
people
were
just
achieving
a
lot
in
just
two
weeks,
so
we
went
back
and
we
were
all
living
in
the
same
house
together
at
the
time
and
we
said:
look
we
gotta
up
our
pace,
not
by
working
longer
hours,
but
let's
try
to
get
to
80%
of
the
result
with
20%
of
the
work.
Let's
try
to
see
what
we
can
ship
in
two
weeks.
Oh
done!
That's
when
we
found
out
iteration
the
nice
thing
about
iteration.
B
Is
that
if
you
take
a
small
step,
if
you're
a
bit
wrong,
if
you're
bit
off
it
doesn't
matter
that
much
you
can
correct
later,
you
will
get
after
you
ship,
something
you
get
feedback
you
can
correct
in.
So
you
don't
have
to
coordinate
or
worry
that
much
up
front.
So
it's
not
so
much
that
we
make
less
mistakes,
but
we
try
to
make
them
smaller.
Another
pivotal
moment
was
when
we
combined
get
lab
version
control
and
get
lab
CI
into
a
single
application.
B
There
was
advocated
for
by
Camille
who
recently
joined
the
company
after
contributing
to
get
LAN.
He
said
it's
gonna
be
way
better
for
the
end-user
and
Dimitri
and
I
didn't
believe
him,
but
he
also
said
it's
gonna
be
easier
to
ship
it
as
one
application.
We
said,
okay,
that
make
sense,
so
we
did
it
and
it
turns
out.
He
was
totally
right.
B
It
is
much
better
as
a
single
application,
so
that
was
another
pivotal
moment
where
Dimitri
and
I
were
very
much
wrong,
but
we
learned
from
that
and
we
recently
introduced
a
new
sub
value
and
that
is
customer
results.
So
we
should
always
look
at
what
we
can
achieve
for
the
customer.
That
doesn't
mean
you
always
do
what
the
customer
asked,
but
we
should
be
very
close
to
what
can
we
help
them
achieve
for
a
big
problem
or
opportunity?
Can
we
unlock
for
them
right.
A
B
Myself
as
a
product
CEO,
so
I
like
the
product
a
lot,
but
we
have
a
lot
of
great
product
people
so,
first
and
foremost
I'm
the
the
business
person
the
CEO.
So
my
task
is
to
articulate
a
strategy
that
is
correct
and
that
everyone
knows
and
execute
on
to
make
sure
there's
a
great
team
in
place
and
to
make
sure
we
have
enough
cash
in
the
bank
right.
A
Now,
let's
listen
to
go
back
a
bit.
You
know
in
your
past
before
get
lab,
were
you
fascinated
with
computers
from
the
very
early
on
or
when?
When
did
you
know-
and
you
said
even
you
were
using
a
lot
of
open-source.
So
what
was
the
first
time
you
came
across
an
open
source
project
like
hey.
This
is
really
cool.
You
know
that
people
are
just
sharing
the
code.
Yeah.
B
B
I'm,
not
selling
any
of
these
and
I
was
like
that's
interesting.
First
of
all,
he's
selling
them
on
the
on
the
student
marketplace
to
me.
So
apparently
he
is
selling
too
so
there's
a
disconnect
there,
but
even
more
interesting.
He
took
the
time
to
put
that
notice
on
that
webpage,
which
means
there's
demand.
People
asked
him
for
this.
It
got
so
annoying.
He
put
that
notice
up,
I'm,
not
selling,
so
that
that
became
my
first
business.
B
A
We
talked
about
technology
part,
we
thought
oh
Petersburg.
The
the
most
important
thing
that
I
see
we
get
lab
is
the
culture
that
you
have
built.
You
know
remote
working.
So
when
did
you
decide?
You
said
you
know
that
it
came
out
of
necessity,
but
when
do
you
decide
that
this
is
the
part
we
should
choose
to
build
a
company?
It.
B
So
we
said:
ok,
let's,
let's
see
and
then,
as
we
scale,
we
didn't
have
like
text
because
of
being
remote.
We
actually
did
better
because
of
being
remote,
because
we
wrote
down
our
processes
because
we
wrote
down
our
onboarding
because
we
wrote
down
our
values,
things
didn't
get
diluted
if
you're
co-located
and
you
grow-
you
double
every
year.
The
message
dilutes
from
the
original
people
to
the
first
generation
to
the
second
generation,
to
the
fourth
to
the
sixth,
to
the
seventh
generation
that
joins
and
the
message
dilutes.
B
If
you
write
it
down,
the
message
gets
better
because
you
get
to
add
more
context.
You
get
to
improve
it
every
time.
A
question
is
asset,
isn't
documented,
you
add
to
it.
So,
instead
of
getting
worse,
we
got
better,
and
so
at
a
certain
point,
when
we're
a
few
hundred
people,
we
said.
Okay,
this
is
working
so
well.
This
is
this
is
what
we're
gonna?
Do?
It's
not
one
of
our
values
to
be
removed,
but
I
think
it's
an
outcome
of
our
values.
You.
A
Mentioned
a
couple
of
things:
one
was
you
know,
let's
just
you
know
talk
about,
you
know
it's
society
in
general,
you
know
when
I
look
at
it,
the
first
in
the
solution
that
kind
of
broke
our
families
when
people
had
to
go
to
factories
to
work
and
it
change
your
culture
all
together.
You
know
we
were
like,
but
not
with
the
fourth
Industrial
Revolution
with
the
VR,
and
they
are
where
you
can.
You
know
be
where
you
want
to
be,
and
now
the
culture
that
you're
promoting
is
also
kind
of
changing.
A
So
so
then,
when
you
look
at
gitlab,
do
you
also
envision
the
impact
you
might
have
on
our
planet
itself?
Because
you
also
talk
about
cutting
emissions
because
you're
not
traveling?
You
know
you're,
not
building
buildings,
you're
not
wasting
on
the
air-conditioning,
so
is
it
just
a
byproduct
of
what
you're
doing
or
you
consciously
think
that
hey
you
know.
This
is
also
something
this
should
contribute.
Yeah.
B
I
think
all
remote
is
gonna,
be
a
big
revolution
now
I'm
sure
not
sure
about
the
air
conditioning
use,
because
maybe
people
keep
the
air-conditioning
in
their
house
on
and
maybe
that's
less
efficient
than
in
an
office
where
you
share
it.
So
not
sure
about
that
I'm
I'm,
pretty
sure
about
the
community.
You
save
the
commute.
Commutes
are
shorter,
even
people
I
get
lab
that
have
an
office.
Have
it
closer
by
I.
B
Do
think
that
as
we
get
to
more
known
knowledge
work,
it's
more
important
that
people
are
like
a
manager
of
one
that
they
manage
their
their
own
time
and
their
own
activities.
You
don't
need
to
kind
of
punch
in
punch
out.
You
don't
need
a
person
to
tell
you
what
to
do.
You'll
get
two
very
highly
educated
individuals
and
I
think
by
giving
them
this
freedom
to
work
when
and
where
they
want.
You
make
their
lives
a
bit
better
and
I.
Think
that's
gonna
be
something
that
every
single
employer
will
have
to
offer.
B
People
and
another
thing
I
really
like
about
it-
that
you're
forced
to
judge
people
by
or
judge
people
or
to
assess
job
performance
based
on
the
output
of
people,
not
on
how
many
hours
they
put
in
and
that's
a
really
easy
trap
to
fall
into
where
you
say.
Oh,
this
person
was
in
the
parking
lot,
the
soonest
they
leave
the
latest,
apparently
they're,
working,
artists
and
I
think
that's
very
dysfunctional,
because
now
people
can
only
compete
on
how
much
time
from
their
private
life
they
put
into
work.
B
If
you
allow
people
to
compete
based
on
the
results
they
achieve
you're
going
to
get
more
results,
you're
gonna
get
what
you
measure
so
measured
results.
Don't
measure
input
and
I
think
that
5g
VRA
are
they
make
this
possible?
Gilliam
would
not
be
remote
if
it
wasn't
for
fast
internet
connections
and
zoom
and
slack
and
get
lab
issues
and
pages,
and
all
those
other
technologies
know.
B
B
People
tend
to
be
more
positive
about
that
work
and
the
focus
on
results
like
it's,
not
that
that
we
make
it
easy
for
people
to
achieve
their
targets.
This
is
this:
is
a
for-profit
company
we're
all
working
very,
very
diligently
to
achieve
results
and
you'll
feel
you'll,
find
people,
then
that
give
up
our
short
term
critical
of
their
selves,
their
short
term
pessimist
long
term
market
image.
We
always
like
see
what
is
wrong.
What
can
we
improve,
but
we
believe
very
much
that
long
term
we're
gonna
do
great,
like
I,
think
there's
this.
B
If
you
make
what
you
can
differentiate
yourself,
how
you
can
get
recognition
in
the
company
if
you
change
that
from
hours
to
results,
there's
a
very
positive
change
and
some
people
get
a
lot
of
results
with
fewer
hours.
They
have
more
time
for
their
family
in
apart
from
fewer
hours.
It's
also
more
flexibility,
it's
like
when
my
kid
is
sick
or
when
I
want
to
work
from
another
country
or
when
I
have
to
visit
my
parents
or
want
to
visit.
A
It's
not
like
work
versus
my
life
yeah
like
work
and
life.
You
know
I
just
put
part
of
it
and
we
just
do
when
we
want
to
do
it.
Yeah,
it's
a
very
good,
because
when
I
look
at
it,
I've
sometimes
feels
suffocated.
You
know
that
you
have
to
go
somewhere
to
work
for
those
hours
and
then
you
have
to
come
back
to
your
life,
but
here
you're,
like
you
know,
you
can
just
work
when
you
want
I'll
be
clear
about
it.
B
It's
we
used
to
talk
about
work-life
balance.
Now
we
try
to
talk
about
work,
life
harmony.
How
do
you
get
to
do
both
and
there's
risks
like
people
are
at
risk
of
working
too
long?
So
that's
something
everyone
has
to
manage,
and
managers
at
gitlab
the
only
time
they'll
bring
up.
How
long
are
you
working
is
fun
there
when
they
suspect
you're
working
too
long
hours
and
you
have
to
they
have
to
help.
You
reduce
that?
Oh.
B
A
B
Not
Antarctica
is
the
Wi-Fi
is
not
that
great
I
heard
yeah.
We
have
people
from
over
50
countries,
so
the
vast
majority
of
the
people
on
earth.
If
they
want
to
work,
forget
a
lot
they
can
and
that's
really
cool.
That's
really
cool.
Like
yesterday,
I
was
talking
from
somewhere
someone
in
New
Zealand
and
she
said.
Look
the
only
grid
I'm
on
is
the
internet
everything
else.
He
was
totally
off
the
grid,
but
she
was
able
to
work
for
Caitlyn
I.
Think
that's
really
cool
yeah.
A
But
we
had
yeah
Ariel
she's,
a
scientist
you
know
from
you
know
from
NASA.
She
was
in
Antarctica.
If
somebody
says
a
patch
from
then
you
can
register
there
somebody's
from
a
dead
guy
as
well
sure
all
right
so,
but
it
also
has
its
own
challenges.
You
know
you
have
to
be
culturally,
very,
very
sensitive
because
a
lot
of
things
that
people
may
take
granted
in
in
one
culture
may
be
seen
offensive
or
discouraging.
A
B
I
think
as
a
European
I
had
to
learn,
for
example,
to
not
bring
politics
and
religion
to
work.
That's
much
more
common
in
the
Netherlands
and
we
have
to
kind
of
train,
especially
European
people,
to
join
us
that
look.
This
is
a
much
more
diverse
company
and,
and
those
topics
are
divisive
and
it
you
shouldn't
bring
them
to
the
workplace.
Also.
B
In
North
America
people
are
better
able
to
kind
of
read
between
the
lines,
say
something
and
then
people
we
see
between
the
lines
for
the
message.
So
we
need
people
from
North
America
to
kind
of
be
more
explicit,
and
we
frequently
need
people
from
the
rest
of
the
world
to
dial
it
down
a
bit
to
kind
of
meet
in
the
middle
there,
yeah.
A
B
We're
not
gonna
solve
the
timezone
problem,
it's
super
hard,
but
one
thing
that's
that's
done
and
that
I'm
trying
to
solve
now
is
that
we
have
a
group
conversation
every
day,
so
every
workday
at
8:00
a.m.
one
kind
of
department
and
get
lap
president
has
a
slide
deck
of
like
this
is
everything
we've
worked
on.
Maybe
we
spent
25
minutes
of
just
people
asking
questions.
There's
a
Google
Doc
people
ask
questions,
there's
no
presentation,
it
can
record
it
ahead
if
they
want,
but
it's
just
talking
and
the
apec
people
said
hey.
B
Can
we
give
a
presentation
not
at
that
time
slot,
because
it's
very
inconvenient
for
us
and
I
wanted
to
say
yes,
but
at
gitlab
we
also
try
to
like
make
sure
the
new
thing
works
before
you
throw
away
your
old
shoes,
so
we're
gonna
try
to
do
that
to
do
be
more
flexible.
The
timing
of
group
conversations
and
not
have
this
like
8
o'clock
Pacific,
which
is
obviously
not
accommodating
the
entire
world,
but
spread
it
around
more
so
that
everyone
has
a
chance
to
contribute
so.
A
You
already
have
you
know
a
date
which
is
once
again
it's
unique.
You
know
about
that.
You
want
to
go
public
on
that
period.
I
going
public.
Has
it's
a
lot
of
risk
in
war
we
lose
some
control
because
you
are
accountable
to
the
shareholders
No.
So
do
you
think
that
is
the
right
course
for
the
company,
the
kind
of
company
you're
building?
B
So
we
aspire
to
become
a
public
company
in
November,
18
2020,
and
we
are
already
accountable
to
investors.
The
majority
of
our
company
is
owned
by
investors,
so
we're
already
accountable.
Now
private
market
investors
like
venture
capital,
it's
just
different
than
public
market
investors,
and
they
they
tend
to
have
different
time
horizons,
but
I
think
it's
first
of
all,
it's
in
necessity.
So
in
2015
we
had
the
choice
whether
we
would
take
external
capital
and
I
told
my
wife
before
I
joined
by
Combinator.
B
I
said
well,
then
I'm
not
interested,
but
in
order
to
to
win
you
need
the
best
people.
So,
ok,
you
give
them
stock
options
now.
I've
also
seen
companies
that
they
give
out
stock
options
and
a
15
years
later,
there's
still
no
liquidity.
That's
not
great
as
well
like.
If
you
give
out
stock
options,
people
thin
people
assume
in
like
6
7
years,
it's
worth
something
so
then
we
said:
ok.
Now
we
get
it
apparently
to
win.
We
have
to
raise
money
and
we
have
to
get
to
a
liquidity
event
and
there's
two
options.
B
You
can
either
get
acquired
or
become
a
public.
Well,
we
rather
keep
our
values
and
a
lot
of
things
intact,
so
we
rather
become
a
public
company.
Then
me
and
Dimitri
talked
like
what
is
our
commitment
and
Dimitri
said.
My
commitment
is
for
10
years,
I
started
getting
up
in
2011,
so
my
commitment
is
until
2021
and
you
can't
leave
like
directly
after
the
IPO.
B
So
you
said:
okay,
we're
gonna
IP
a
1
year
early
in
2020
and
then
recently
our
CFOs,
ok,
2020
like
when
exactly
well
I,
don't
know,
and
he
said
well,
let's
do
it
as
late
as
possible,
giving
us
maximum
time
we'll
go
out
the
week
before
Thanksgiving
and
it
was
his
son's
birthday,
November,
16,
2020
and
I
merged
it
and
he
was
like.
Oh
that's
a
Monday,
that's
not
a
great
day
to
go
out.
B
So
let's
change
it
to
Wednesday,
so,
okay,
well,
I
merged
that
and
then
I
went
back
to
the
Netherlands
and
I
told
my
family.
He
said
that's
so
beautiful
that
you
did
that
I'm
like
yeah.
It's
pretty
cool
that
where
we're
putting
our
aspiration
out
there.
But
what
do
you
mean
like
they
seemed
a
bit
overly
excited
about
it
and
said?
Well,
it
would
have
been
the
hundred
birthday
of
your
grandfather.
So
that's
very
beautiful.
My
grandfather
was
also
charted
engineer
at
exactly
the
same
name,
so
would
be
a
good
celebration
of
his
legacy.
Yes,.
A
Sometimes
thing
doesn't
know,
keep
following
the
right
places.
You
and
you
never
know.
Yeah
I
was
talking
to
Jim
Whitehorse
CEO
of
Red
Hat
and
I
would
like
you
know
what
is
the
biggest
challenge
you
face?
Being
a
public
company
even
like
when
I
acquired
a
company
and
I
tell
my
investor
that
I'm
going
to
open
source
it
and
they're
like
why?
So
so
you
will
be
answered,
you
know,
because
you
have
a
totally
different
world
culture,
so
you
are
only
prepared
in
order
to
defend
the
company
yeah.
B
And
by
the
way,
I
have
very
much
respect
for
how
Red
Hat
did
that
each
and
every
time,
even
if
no
one
made
them
so
very
cool,
to
see
how
they
did
that
yeah
there
will
be
questions.
There
will
be
questions
about
remote
work
and
all
kinds
of
other
things
that
I
think.
Primarily
people
are
investing
for
return.
B
A
If
you
look
at
opus-
or
you
know
the
whole,
you
know,
depending
on
this
committee
you're
looking
at
some
communities,
are
you
know
you
just
throw
the
code
at
the
wall
after
the
release
or
some
committees
are
very
open,
especially
which
are
like
non
non
commercial
company?
No,
they
work
everything
publicly.
So
what
sets
get
Lampard
from
those
open
source
companies,
because
what
I
saw
here
on
the
keen
of
what
people
who
weren't?
Even
but
you
know
they
said
you
know
we
love
get
lab.
Because
so
can
you
talk
about
that
part
of
it?
Yeah.
B
I
think
that
compared
to
some
other
companies
that
came
out
of
an
open
source
project,
we
are
more
transparent,
and
so
we
publish
our
broke
map.
We
publish
all
the
issues,
we're
gonna
do
and
people
are
able
to
be
on
an
equal
playing
field
also
because
we
don't
have
a
headquarters.
So
we
communicate,
for
example,
to
our
treated
public
issue
tracker.
B
So
people
see
the
real
work,
that's
going
on,
it's
not
happening
behind
closed
doors,
and
sometimes
you
have
someone
starting
a
kid
lab
and
they
say
I'm
getting
all
this
advice,
but
I
can't
find
that
team
member
on
our
page
and
we're
like.
Are
you
sure
it's
a
team
member?
It
might
just
be
a
user
who
is
very
interested
in
the
work
you're
doing
so.
I
think
that
level
playing
field
with
everything
that
can
be
open
is
open
and
everyone
is
on
the
same
page
like
there's,
not
some
hidden,
hidden
roadmap
or
hidden
agenda.
A
B
Well,
first
of
all,
we're
all
in
on
cloud
native
yesterday
hours,
we
always
do
a
challenge
here
at
contribute
and
I
said:
look
they
get
lap
charts
to
get
lapham
chart
has
to
support
everything
that
we
already
supported
in
our
UNIX
packages.
So
we
see
that
as
the
future
of
cognitive,
our
receive
live
native
as
our
future
we'll
be
switching
com2
it
will.
B
That
is
where
the
world
is
going
and
we
want
to
make
sure
we're
there.
I
had
one
of
the
kubernetes
say
like
hey:
it
seems
that
most
people
are
using
get
up
to
deploy
to
kubernetes.
That's
what
I
want
to
be.
We
want
to
make
cuban
etics
easier.
You
said
that
not
everyone
has
to
like
edit
a
help
chart,
but
you
can
just
push
your
code
and
get
life
takes
care
of
the
rest.
So
would
we
be
excited
about
kubernetes,
changing
the
world,
changing
infrastructure
and
want
people
to
use,
get
map
to
get
there
and.
A
B
It's
a
very
interesting
space,
so
right
now
most
people
are
using
one
of
the
kind
of
managed
services
from
the
public
cloud
for
their
stateful
workloads,
RDS
or
Aurora
for
your
database,
for
example,
now
I'm
not
sure
how
that's
going
to
develop
on
one
hand,
you
have
the
the
projects
to
do
that
better.
So
you
have
Red.
Hat
has
operators
DCOs
a
Mesa
sphere
has
Kudo
a
similar
but
competing
framework,
so
they're
trying
to
kind
of
automate
the
existing
applications
better.
They
commonly
use
like
C
are
these
custom
resource
definitions
to
do
that.
B
On
the
other
hand,
you
also
have
a
project
like
crossplane.
It
says:
look,
it's
great.
Let
those
public
clouds
manage
kubernetes
clusters
and
the
database
and
everything
else
just
make
sure
that
you
have
kind
of
a
CRD
like
concept
to
manage
all
of
that.
So
they
have
a
primitive
that
allows
you
to
just
use
all
those
services
but
be
cloud
agnostic.
It
works
both
if
you
get
a
Redis
cluster
in
Amazon
or
you
get
it
on.
Gcp
I
think
that's
another
very
interesting
development
and
then
the
third
development
is
hey.
B
Maybe
we
have
to
re-engineer
all
these
applications
to
become
cloud
native
by
themselves,
so
you
have
projects
like
cockroach
DB
that
say:
hey.
We
engineered
the
database
from
the
ground
up
to
be
cloud
native,
so
you're
not
going
to
have
these
stateful,
so
these
pets
and
all
these
other
things
we're
gonna,
make
it
so
that
you
can
remove
one
of
the
servers
and
everything
will
still
work.
B
I'm,
not
sure
which
approach
is
going
to
win
very
excited
about
cross
plains,
because
they're
collaborating
with
us
to
make
it
up
the
first
complex
application
on
cross
plane,
but
we're
also
investing
time
to
make
an
Red
Hat
operator
for
a
forget
lap
and
we're
also
looking
at
projects
like
cockroach
DB
as
a
maybe
future
replacement
for
get
lap.
But
it's
all
very
early,
so
we're
kind
of
watching
from
the
sidelines
and
admiring
all
the
year.
All
the
great
engineering
that's
being
done
so.
A
So
yesterday
you
know
github,
you
know
they
announced
you
know
they're,
you
know
packaged
history
and
then
get
lab
responded.
You
know
that
you
have
been
doing
it
for
like
2012
or
something
like
that.
I,
don't
remember
the
exact
date
so,
but
what
was
real
fascinating
was
that
you
know
that
a
lot
of
things
that
you
know
that
hope
as
an
open
source
committee
which
is
ahead
of
their
you
know,
curve
and
time.
A
B
So
we
had
the
first
part
of
packaging
in
2016
we
added
a
container
registry
to
get
lab
and
the
nice
thing
it
was
based
on
open
source
code.
It
was
based
on
code
that
docker
open
source,
so
I'm,
proud
that
the
gila
community
is
innovating
ahead
of
where
commercial
providers
are
open.
Source
sometimes
is
seen
as
something
that
is
behind
proprietary,
offering
so
we're
very
proud
of
that.
With
the
wider
community
we
can
sometimes
be
ahead
and,
for
example,
in
the
last
release
of
get
lab,
will
have
a
monthly
release.
B
A
hundred
and
ninety-five
changes
were
contributed
by
the
wider
community.
So
there's
there's
an
enormous
energy
from
outside
the
company
to
contribute
new
things
to
get
laughs
and
I.
Think
it's
a
very
positive
things
for
end-users
and
in
the
end,
it's
all
about
bringing
things
in
the
hands
of
end-users.
It's
nobody
cares
who's.
First,
like
AltaVista
was
the
first
search
engine.
Nobody
cares
it's
about.
You
get
it
in
the
hands
of
users
in
key
mitigate
a
great
experience,
that's
the
game,
and
it's
we
have.
A
B
So,
every
year
during
the
summit,
we
have
a
challenge
and
the
idea
is
to
pick
something
that
needs
a
bit
of
extra
focus
that
were
like
as
a
company
collectively
we're
not
paying
enough
attention
and
the
ideas
in
the
beginning
of
the
summit.
I
announced
a
challenge
and
if
the
challenge
is
achieved,
and
so
far
it's
been
achieved
at
every
single
time.
At
the
end,
during
the
closing
event,
I
do
something
on
the
silly
side,
so
one
time
I
think
that
was
our
best
one.
B
By
far
well
I
dense
the
sit
shuffle
from
Ice
Age
2
and
this
year
the
challenge
is
around
our
chart.
Our
a
get
life
chart
that
you
used
to
insult
you
live
on.
Kubernetes
doesn't
support
everything
that
our
omnibus
packages
do.
So
we
want
to
make
sure
that
our
chart
is
the
best
version
of
gitlab,
because
get
Lancome
is
going
to
switch
to
that.
B
A
Have
a
very
unorthodox
approach
to
to
business
you
know
like,
but
then
I
see
a
challenge
or
the
way.
So
if
you
look
at
or
compare
that
traditional
businesses
know
what
are
the
risk,
you
know
or
associated
challenges
in
it
with
the
kind
of
business
you're
building
here
with
all
those,
so
many
different
movie
possible
working,
open
source
contribution
based
so
can
I
talk
about
that.
A
bit
yeah.
B
B
We
don't
have
any
silos,
it's
so
weird
and
I
was
a
great
compliment
because
we're
functionally
organized
I
think
functional
organization
is
efficient
and
it
allows
you
to
have
a
boss
that
understands
what
you
do
so
you
have
a
better
manager,
but
the
downside
is
that
people
get
into
their
silos
and
don't
communicate
across
silos.
So
many
many
activities
that
we
do
are
to
prevent
that
from
group
conversations
to
this
event
itself,
to
open
slack
channels
to
open
issue
attractors
and
it's
pretty
cool.
B
A
B
For
example,
one
thing
we
discussed
we're
gonna,
add
KPIs
to
every
single
job
family,
so
every
person
I
get
lab
has
a
clearly
described
job
family.
What's
expected
of
you,
I
think
we
can
make
it
more
explicit.
These
are
the
two
or
three
things
that
matter
for
your
role.
This
is
what
this
is.
If
you
do
this
well
you're
doing
great,
if
you
don't
do
this
well,
you're,
not
doing
great
I.
A
B
Kate
lab
is
a
single
application
for
the
entire
DevOps
lifecycle.
That
means
we
cannot
acquire
another
company
and
say
hey.
We
have
another
product,
we
have
a
single
product,
a
single
application.
What
we
can
do
is
acquire
a
company
that
has
a
team,
that's
a
really
good
at
what
they
do.
So
we
have
an
acquisition
offer
page.
So
if
you're
a
company
that's
built,
something
that
is
on
a
roadmap
is
something
we
aspire
to
ship
in
the
future.
B
We
can
acquire
you,
we
will
not
take
your
product,
but
we
will
take
that
team
that
build
it
before
and
then
you
do
it
once
more
engagement
and
so
far
that's
been
a
great
success
where,
for
example,
we
acquire
a
gymnasium
they
came
in
and
they
built
a
museum
inside
gitlab
and
then
they
did
three
more
things.
They
went
from
dependency
scanning
to
container
scanning
to
static
code
analysis
to
dynamic
code
analysis,
oh
it
in
like
a
year.
So
that's
what
we
want.
We
want
a
team,
that's
done
it
before
and
we're
pretty
frugal.
B
A
B
So
I
stopped
working
every
day.
Around
six
o'clock,
I
frequently
have
an
external
dinner
itself,
sometimes
your
friends,
sometimes
with
people
that
are
friends
but
also
work
in
the
same
industry.
So
more
business-related
try
to
bring
my
wife
in
for
those
and
then
in
the
weekends.
We
try
to
go
out
of
the
city,
so
I'm,
pretty
protective
of
my
weekends.
In
the
winters
we
go
skiing.
In
the
summer
we
go
to
Napa
or
someplace,
someplace,
nice
and
so
I.
B
A
B
A
Where
it
came,
I
was
thinking
that
you
have
you're
a
cat
lover
so
that
you
get
and
that
if
I
have
a
loving
good,
Le'veon
more
but
now
I
know
it
requires
actually
where
we
live
in
Burlington
we
have
a
raccoon
community
because
they
have
so
much
there
so
I'm
sure
that
my
community
will
love
this
interview
too.
So
once
again,
Syd
thanks
for
talking
to
me
and
actually
now
I
look
forward
to
talk
more
so
I'll.
Look
further
talk
to
you
again.
Thank
you.
Thank
you.