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From YouTube: Interview with GitLab Mid Market Account Executive
Description
Interview with GitLab Mid Market Account Executive
A
All
right
all
right,
so
thank
you
for
participating
in
this
interview
for
the
morehouse
college
students.
What
I
wanted
to
do
is
just
get
a
little
bit
into
your
background,
so
we
can
talk
about
just
how
you
got
here
and
what
it
is
you
hope
to
do
here
at
gitlab.
So
with
that
being
said,
can
you
give
me?
Can
you
give
the
audience
your
your
name
and
a
little
bit
about
your
background.
A
B
Yeah
so
gosh
we
go.
I
go
back
a
long
way
now
you
know
I
wanted.
I
always
want
to
be
an
entrepreneur.
You
know-
and
this
was
during
the
first
bubble,
around
2000,
but
tech
really
hadn't
made
it
to
my
doorstep.
Yet
you
know
it
was
more
starting
something
I
did
major
in
comp
psi
and
I
heard
a
lot
about
it,
but
it
wasn't
quite
in
my
world
yet
so
I
started
a
test
prep
company
about
a
year
into
it.
There
is
a
company
called
edusoft.
B
That
was
a
one
of
the
very
first
data
assessment
platforms.
It
was
like
data
assessment
for
k-12
1.0,
and
I
looked
at
that
and
I
was
like
wow
there's
so
much
more.
We
could
build
here
and
I
think
that's
when
it
really
hit
me
the
potential
of
tech
to
really
change
things,
and
I
also
thought
to
myself.
You
never
want
to
be
where
the
puck
is
at.
You
always
want
to
be
where
the
puck
is
moving.
A
B
Yeah,
you
know
fresh
out
college.
I
started
the
test.
Prep
company
did
that
for
a
couple
of
years
we
actually
did
really
well
and
a
lot
of
things
that
we
did
were.
We
were
using
our
hands
and
our
heads
instead
of
the
computer,
which
would
have
made
it
a
lot
faster
and
a
lot
easier.
Then
I
went
to
grad
school
for
a
couple
of
years
got
an
mba
got
a
master's
in
education,
and
after
that
it
was
like
okay
time
to
build
some
of
these
models
into
actual
apps.
B
A
B
Not
yet
this
was
the
hard
road.
I
think
a
lot
of
business
founders
have
getting
into
tech.
I
took
the
hard
road
thinking
I
could
outsource
it,
but
what
I
learned
is
that
no
one
can
build
your
idea
for
you.
You
have
to
really
roll
up
your
sleeves
and
get
your
hands
dirty
and
building
your
idea.
You
know
now
with
that.
B
I
didn't
code
it,
but
there
are
a
lot
of
things
you
can
do
from
wireframing
it
to
sitting
down
with
an
engineer
and
helping
him
understand
your
back
end
and
where
all
the
data
goes
and
the
business
logic.
That
goes
from
the
database
to
the
front
end,
and
that's
really
what
I
got
an
education
on
the
years
to
come
for
cached
pass.
I
actually
did
take
the
leap
and
decided
to
learn
how
to
become
a
full
stack,
javascript
coder
for
that
project,
and
that
was.
A
B
Very
rewarding
experience,
though,
unless
there's
something
you
really
want
to
build,
I
wouldn't
recommend
it
to
you.
I
wouldn't
recommend
you
learning
a
coding
language
for
the
sake
of
learning
it.
I
don't
think
it's
practical
unless
there's
something
that
you're
like
you
know
you
dream
of
building
yourself,
you
know,
or
you
want
to
become
an
engineer,
a
professional
engineer
and
do
that
for
someone
else,
then
obviously
it'd
be
a
great
idea
to
become
a
coder.
B
So
yeah
gitlab,
I'm
an
account
executive,
so
I
do
sales
it's
about
as
far
away
from
engineering
as
you
can
go.
I
think
a
lot
of
people
are
surprised
and
they
don't
think
about
sales
at
tech
companies,
but
if
you're
doing
enterprise
software,
you
know
I've
got
to
tell
you
no
matter
how
good
the
software
is
is.
B
A
B
A
Coding
so
you're
the
first
sales
person
that
we've
actually
had
the
opportunity
of
interviewing
here,
and
this
may
be
different
for
some
of
the
students
who'll
be
watching
this.
So
take
us
through
like
what
your
actual
day
is
like
when
you
say,
you're
selling.
What
does
that
actually
mean?
How
does
that
work.
B
B
B
Which
one
oh
sdr,
sales
development
representative,
and
what
does
this
person
do?
The
sales
development
representative
is
kind
of
like
a
junior
sales
person
they're
the
one
out.
They
do
a
lot
of
the
grunt
work
and
cold
calling
and
getting
customers
to
kind
of
bite
the
hook.
So
that
way
they
can
start
learning
about
gitlab,
okay,.
B
And
so
together,
we'll
have
a
we'll
have
an
introductory
call
with
a
customer
to
let
the
customer
understand
kind
of
you
know
we'll
give
them
an
overview
of
gitlab,
we'll
see
if
there's
some
real
pain
there
do
they
really
need
get
lab.
You
know,
perhaps
there's
no
real
pain
or
perhaps
they're
just
kicking
tires.
So
there's
no
need
for
a
follow-up,
but
if
there
is-
and
they
have
a
timeline
well
then
we
get
them
in
the
process.
B
You
know
so
that
first
call
usually
at
last
30
minutes.
You
know
later
on
we'll
do
a
follow-up
call.
Typically
that
call
for
me.
I
think
every
account
executive
does.
It
has
a
different
flow,
but
you
know
in
the
second
call
I
like
to
go
deep
on
their
technical
success
requirements
like
what
do
they
really
need
where's.
The
real
pain
I
like
to
have
them
start
putting
some
metrics
to
that
pain,
so
they
can
start
understanding.
A
B
B
So
once
they've
articulated
their
needs,
you
know
they
understand
what
they
need
better
and
we
are
now
set
to
provide
them.
A
demo
right.
Gitlab
is
a
very
broad
product,
with
a
number
of
stages,
from
project
planning
to
dashboards,
ci
or
continuous
integration.
Continuous
delivery
security
like
what
do
they
need
so
after
that
we
understand
what
they
need.
We
can
provide
a
demo
for
what
they
need.
We're
not
here
to
sell
them,
features
that
doesn't
matter
it
doesn't
matter
all
the
other
things
they
they
get.
B
The
gitlab
does,
if
it's
not
aligned
with
what
that
customer
needs.
So,
let's
be
clear,
the
customer
tells
me
they
need.
You
know
they
need
to
shift
security
left.
That
doesn't
mean
I'm
going
to
talk
to
them
about
project
planning
and
dashboards.
I'm
going
to
talk
to
them
about
shifting
security
left
right,
and
so
we
go
on
the
really
specific,
focused
set
of
things
that
we'll
demo
over
about
an
hour
and
we'll
dig
deeper
and
continue
to
build
out.
You
know
what
the
pain
is
there.
What
is
that
pain
costing
them?
B
What's
the
use
case?
Who
is
this
problem
affecting
like?
We
want
to
know
all
that
stuff
right
after
that
call
a
lot
of
times,
we'll
exit
that
call
and
start
them
on
a
a
poc
or
proof
of
concept
or
proof
of
value?
Okay
and
we'll
we'll
stop
we'll
finish
that
call
with
milestones
of
what
they
want
to
accomplish
over
the
next
30
days
during
the
pov
all
right.
B
So
after
that
we'll
start
a
cadence
of
30
to
30
minutes
to
an
hour
calls
weekly,
where
we
check
off
a
set
of
milestones
each
week
for
four
weeks,
and
you
know
ideally
well
before
we
start
that
process
we
get
the
customer
to
promise,
and
otherwise
they
lose
their
firstborn
child
that
they're
going
to
buy
gitlab.
If
we,
if
we
check
off
all
of
their
technical
success
criteria
right,
hopefully
we
do
at
that
point.
Typically,
we
go
to
some
sort
of
negotiation.
They
always
want
less
price.
B
You
know
we'll
go
back
and
forth
on
that,
a
little
bit
depending
on
a
number
of
factors.
What
we
have
great
technical
validation.
Why
should
we
discount
we're
already
the
low-cost
provider?
If
there's
some
gaps
in
our
technical
validation?
You
know,
maybe
we
should.
You
know,
provide
them
some
additional
value
there,
because
our
product
isn't
quite
where
it
needs
to
be
in
some
way
shape
or
form.
You
know,
but
all
that
gets
decided
during
the
negotiation.
B
You
know
there's
compliance
issues
there's
sometimes
there
needs
to
be
a
legal
review
or
a
master
service
agreement
msa.
So
all
that
gets
dealt
with
in
the
negotiations
process
and
then
order
forms
go
out.
Hopefully
they
sign
and
we
can
get
through
our
deal
desk,
which
can
be
more
challenging
than
you'd.
Think
that
last
mile,
a
lot
of
deals
could
get
slowed
down
there
and
then,
finally,
you
get
a
close
deal
and
so
that's
kind
of
the
process
soup
to
nuts.
A
B
B
Is
the
product
manager,
side
of
the
equation,
sales
or
free
markets
or
socialism,
the
distribution
of
value,
that's
the
sales
side
of
the
equation
right,
if
you're
an
entrepreneur-
and
so
I
just
looked
at
my
skill
set,
and
I
done
a
lot
of
work
and
product
and
I've
done
a
lot
of
work
in
sales.
So,
as
I
was
transitioning
and
thinking
about
joining
someone
else's
company,
you
know
I
really
started
with
those
two
options
and
I
found
a
better
fit
in
sales.
So
here
I
am
gotcha.
A
B
B
A
B
Yeah
now
gitlab
one
thing
I
have
to
give
them
credit,
for
they
have
great
training.
You
know
so
that
has
been
a
huge
help.
We
have
something
called
chorus
where
we
record
our
calls
and
I
sit
around
watching
your
call
sharif
and
all
the
other
reps
and
that's
helped
me
a
ton.
So
you
know
I
think,
soup
to
nuts
I've
just
become
a
better
salesperson
from
you
know,
prospecting
to
discovery
to
negotiation.
B
A
B
Oh
man,
I
would
I
mean
there's
so
many
things
I
tell
my
20
year
old
self,
but
I
think
in
regards
to
the
current
path.
I
I'd
say
you
know.
If
you
want
to
get
into
sales,
you
know
you
could
be,
you
could
be
making
300k
by
the
time.
You're
25.,
you
know
you
go
out
there.
Hustle
do
some
of
the
right
things,
get
a
break
or
two,
and
certainly
you
know
you
could
be
making
even
more
by
the
time
you're
30..
B
Even
if
you
missed
300
by
the
time,
you're
25
right
because
by
then
you
moved
up
to
a
strategic
level
of
rep
or
you
you,
you
know,
moved
up
to
a
manager
or
something
like
that.
If
you
come
out
focused
and
that's
what
you
want
to
do,
you
know,
and
I
think
that's
a
that's,
not
a
well-known
thing.
You
know,
I
don't
think
a
lot
of
people
are
really
aware
of
how
lucrative
this
role
can
be.
B
A
B
Think
that
you
know
you
have
to
get
with
the
right
company
with
the
right
product
that
you
can
sell.
Well,
that
is
selling
with
the
right
team
and
management
the
right
territory.
You
know,
so
a
lot
of
things
also
have
to
break
right
for
you.
You
know,
so
it's
not
without
risk,
but
now
that
I've
gone
through
it.
You
know-
and
I
could
kind
of
walk
myself
through
this
and
what
needs
to
happen
yeah.
I
would
do
that
for
my
12
year
old
self
and
I'd
be.
I
would
have
stacked
those
chips.
B
The
industry
are
we
talking
tech
in
general,
you're
talking
devops
like
what
are
we
talking?
You
know,
I
think
you
know
devops
is
is
going
to
continue
to
consolidate.
You
know
and
a
lot
of
the
products
are
differentiated
now
will
become
commodity
products,
and
so
I
think
any
company,
that's
in
devops,
it's
important
that
they
don't
they
master.
B
You
know
their
their
lead
product,
but
they're
quickly,
moving
on
to
build
out
something
else,
because
a
lot
of
these
products
are
kind
of
adjacent
to
one
another
they're
all
niches,
but
the
data
flow
can
flow
from
one
product
to
the
next.
I
think
that's
one
of
the
reasons
why
gitlab
is
a
market
leader
right
now,
they've
done
a
really
great
job
for
that
with
that
regards
to
tech.
B
More
generally,
I
mean,
I
think,
10
years
from
now,
everyone
will
be
coding
not
because
they're
typing,
but
because
they're
talking
to
a
machine
that
understands
human
language.
Well
enough
to
you
know,
be,
you
know,
put
your
logical
statements,
verbal
statements
into
computer
code
in
a
meaningful
way.
You
know
so
I
I
think
it's
more
about
for
us
learning,
just
how
to
speak
and
think,
logically
than
actually
learning
how
to
code
right.
B
I
think
anyone
who
starts
coding
today,
it's
going
to
be
five
years
before
they
really
get
competent
enough
to
be
a
rock
star
at
someone's
company
right
they're
gonna
go
through
they're
gonna
do
their
comp
sci
degree.
You
know
then
they're
gonna,
be
you
know
for
four
years
or
whatever
you
know
they
could
go
through
to
a
boot
camp
too.
That's
another
path,
much
quicker,
so
that
that's
an
option,
but
it's
still
going
to
be
a
couple
of
years,
and
so
I
see
the
way
things
are
changing.
B
I'm
not
sure
I
would
recommend
that.
But
regardless
you
know
things
like
ai
internet
of
things.
You
know
a
lot
of
things
that
happen
in
biotech.
You
know
tech
is
where
the
puck
is
moving.
It's
where
the
puck
is
at
it's
where
the
puck
is
moving.
Software
has
eaten
the
world,
you
know
and
it's
continued
to
eat
whatever's
left
of
it
so
yeah.
I
am
a
big
proponent
of
this
being
the
direction
you
know.
Young
brothers
and
sisters
go.