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From YouTube: Support Group Conversation
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A
We
have
some
updates
from
the
self-manage
side,
some
calm
updates
and
then
just
a
general
overview
of
our
okay
arts
and
some
directional
thoughts.
Tom
Cooney
is
not
joining
us
today,
he's
in
another
meeting,
so
I'm
in
charge
today
watch
out
so
we've
had
a
lot
of
growth
in
the
team
and
we're
gonna
continue
to
see
a
lot
of
growth
over
the
past
period
we
hired
James
over
on
my
side
and
Sarah
over
on
my
side
starting
next
week.
A
B
I
think
Lee
is
up
next
leave.
I
am
I,
my
hope,
my
Mike's,
coming
through
loud
and
clear
as
Lyle
said,
I
am
support.
Engineering
manager,
America's,
East
and
today,
I'm
gonna
focus
on
talking
about
what
we've
been
doing
with
our
self-managed
customers.
So
there
are
three
big
topics
that
I
want
to
cover.
We
have
new
SL
A's
for
premium
customers.
This
is
something
that's
been
in
the
works
for
a
really
long
time.
We've
had
approval
for
a
while.
B
So
we're
going
to
show
some
data
on
how
that's
been
going
and
we
think
it's
a
really
great
thing:
that's
a
link!
So
if
you
have
access
to
the
side
deck,
you
can
read
more
about
it
there,
the
third,
it's
a
little
bit
less
positive
but
important
to
highlight
and
talk
about.
We
had
a
large
incident
with
a
large
customer,
because
this
is
live.
Streamed
I
won't
get
into
too
many
more
specifics.
But
if
you
are
a
git
lab
staff
member,
you
can
click
that
link
and
you
can
read
our
post-mortem.
B
We've
shared
this
and
worked
with
the
customer.
I've
been
working
directly
with
this
customer
over
the
last
week
to
try
and
understand:
what's
happened
here,
one
of
the
things
that
we've
learned
is:
we
need
a
much
more
clear
incident
management
process.
We
did
a
great
job
and
the
customer
thinks
that
we
did
a
really
good
job.
So
that's
good,
but
there
were
some
edge
cases
where
we
can
do
better
and
that's
one
of
our
big
focus
is
in
what
ways
can
we
make
this
easier
in
the
future?
B
For
these
types
of
initiatives,
one
thing
I
do
want.
A
shout
out
is
the
Prometheus
team,
especially
the
giddily
team,
Joshua,
Ben
and
Stan
from
other
departments.
All
of
support
that's
been
involved
as
well.
This
was
a
cross
team
effort
and
without
you,
we
wouldn't
have
been
successful
here
and
I
want
to
call
this
a
success,
even
though
the
circumstances
weren't
the
best.
So
those
three
things
are
highlights.
Lyle
take
us
to
the
next
slide.
B
This
was
somewhere
around
78,
so
we've
been
making
huge
strides
here
with
hiring
and
process,
and
you
can
see
last
week
for
the
week
95%
this
week
so
far,
98%
so
first
response
time,
Hawk
as
a
thing
seems
to
be
working
and
we're
very,
very,
very
excited
about
that.
Now.
I
do
want
to
say
one
more
thing
before
I
turn
it
over
to
Lyle.
You
will
notice
that
in
the
recent
past
there
were
some
large
dips
we
investigated
here
and
to
understand
what
happened.
Why
were
we
not
able
to
get
those
responses
out
turns
out?
B
It
was
a
systemic
failure.
Zendesk
didn't
have
the
right,
SLA
is
applied
when
we
applied
them.
It
then
marked
it
as
breached,
and
that
was
what
caused
the
problem.
So
we
now
have
a
support.
Ops,
specialist
who's,
gonna
help
us
solve
these
problems.
Going
forward
finding
problems
solving
them,
Lyle
tell
us
about
your
side.
A
Yeah
I
actually
I
crossed
out
the
calm,
because
I
realized
that
a
fair
bit
of
it
isn't
actually
about
calm.
But
I
wanted
to
point
out
something
that
I
pointed
out
yesterday
on
the
company
call.
We
have
a
new
section
of
the
handbook
that
is
sort
of
a
quick
reference
for
how
to
get
help
from
support
and
it's
kind
of
broken
down
by
Department.
Shall
we
say
so.
A
This
is
really
just
a
first
iteration
I'm
really
interested
in
working
on
this
with
other
people,
making
this
more
useful
and
defining
the
interface
between
support
and
the
rest
of
the
company.
There
is
one
note
that
I
wanted
to
voice
and
that's
please
don't
open
requests
directly
through
Zendesk
as
an
internal
person
like
if
customers
have
an
issue,
that's
where
we
want
them
to
go
all
customers
in
a
Zen
desk
I'll
get
my
people.
We
would
prefer
if
you
were
not
in
Zendesk.
A
So
in
our
issue,
trackers
that
just
helps
keep
things
cleaner
and
it
makes
sure
that
we're
hitting
our
SaaS
for
our
customers
and
not
confusing
things
we're
we're
like
reaching
on
an
internal
ticket.
It's
just
weird,
but
in
any
case
it's
just
a
starting
point:
let's
have
a
conversation
about
how
we
can
make
things
smooth
and
easy
I.
A
This
is
a
big
block
quote
in
an
article
that
is
a
link.
We
were
placed
at
boring,
weekly
meeting
with
this
format
and
gave
40
people
an
hour
back
in
their
week.
That's
a
leak
quote
in
the
totally
unrelated
article,
but
I
wanted
to
point
out
we're
doing
the
support
we
can
review.
We
used
to
have
an
hourly
meeting.
We've
now
turned
this
into
an
async
document,
sort
of
inspired
by
the
engineering
we
can
review
and
there's
also
an
audio
edition.
So
please
check
that
out.
A
A
The
last
thing
actually
is
accom,
and
that
is
large
imports
for
customers.
So
there
are
certain
imports
that
time
out
and
customers
actually
can't
get
their
stuff
imported
Indicom,
and
so
you
know
working
with
the
production
team.
We
James
Lopez
wrote
a
script
to
get
these
bumping.
These
long-running
imports
in
we're
still
working
on
a
process
to
get
these
scheduled
efficiently,
so
this
is
sort
of
like
for
some
customers.
A
This
is
a
bit
of
a
blocker
and
getting
into
calm
like
they
want
to
get
off
their
self-managed
ninja
comm,
and
this
is
something
that,
for
some
customers
is
still
yeah
still
an
ongoing
issue
on
the
dot-com
graph
side.
Our
gold
and
silver
is
looking
good.
We
had
100
percent
week
this
week,
83%
last
week
on
the
30
and
60
day,
we're
sitting
at
just
below
95,
which
is
our
goal
so
I'm
happy
yeah,
I'm,
really
pleased
with
the
way
that
Viacom
team
is
handling
these
tickets.
A
A
And
I'm
gonna
keep
on
shopping
because
I
have
the
next
slide,
so
I
hope
you're,
not
tired,
even
I.
We
have
a
direction
point
in
support
handbook
that
kind
of
talks
about
where
we're
heading
this
year.
Some
of
these
are
ok
ours.
This
quarter.
Some
of
these
are
potential
ok,
ours
for
the
future,
but
we
kind
of
wanted
to
express
what
we
were
thinking
about
over
this
next
fiscal
year,
specifically
calling
out
we're
expanding
our
support
operations
and
readiness.
A
Like
I
already
mentioned,
we
have
a
new
Support,
Operations
Specialist,
starting
at
the
end
of
the
month.
If
you're
interested
in
what
this
person
will
be
working
on
leaves
put
together
a
really
great
doc,
that
kind
of
maps
out
that
for
six
months
of
their
journey
and
we're
also
expanding
our
management
team,
so
we're
hiring
an
America
central
support
engineering
manager.
B
A
Link
is
a
job
is
to
the
job,
description
and
application.
So
if
you
have
any
references,
we'd
love
to
have
them,
we
also
wanted
to
call
out
our
ok
ours.
We
have
a
milestone,
set
up
and
they're
attributed
per
manager.
Many
of
them
are
process
related,
and
you
can
see
there's
some
really
good
discussion
in
many
of
them.
We're
excited
about
the
things
that
we're
working
on
this
quarter,
but
the
big
focus
is
on
yeah
team
performance,
metrics,
making
sure
we
have
accountability,
process
improvements
and
scaling
team
growth
effectively.