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From YouTube: Product Marketing Group Conversation
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C
A
I
actually
had
that
ready
and
something
happened.
It
went
away
and
thanks
so
welcome
everyone
to
the
group
conversation
from
a
product
marketing.
Well
thank
the
support
team
for
agreeing
to
swap
with
us
because
we
had
a
clash.
So
thank
you
very
much.
So,
let's
go
through
this.
What
I
want
to
do
today
is
cover
a
little
bit
of
what
we
did
in
the
last
six
or
seven
weeks
that
included
the
holiday
period.
A
The
last
one
we
had
was
on
4th
of
December
last
year
2018
and
want
to
talk
about
what's
coming
next,
so
I
will
not
spend
a
lot
of
time
on.
You
know
what
was
accomplished
last
six
weeks,
because
all
the
links
are
here
to
enable
you
to
be
able
to
click
on
it
and
see
anything
you
want
to
see
in
detail,
but
we
worked
a
lot
on
creating
demos
and
technical
content
and
ramping
up
on
the
number
of
comparisons
that
we
have
on
our
website.
A
I
think
we
had
an
OK
R
of
about
50
and
I
believe
we
hit
close
to
like
42
altogether
in
the
last
quarter.
So
a
lot
of
work,
then
there
customer
references
continue
to
actually
increase
in
in
the
pipeline,
so
we
have
I
believe
over
20
to
22
customer
references
and
we
are
now
starting
to
publish
them
in
cadence.
There's
a
long
cycle
time
between
somebody
agreeing
writing
it,
but
especially
on
the
cruel
process.
A
You
know
from
the
customer
side,
that's
where
we
tend
to
get
stuck,
but
you
know
we're
starting
to
see
that's
good
cadence.
We
just
published
the
European
Space
Agency
case
study,
which
is
linked
out
here
as
well.
The
customer
advisory
board
membership
has
increased
to
21
members.
So
that's
21
accounts,
that's
really
good.
Our
target
was
around
15
and
we
continue
to
have
very
meaningful
discussions.
A
A
We
continue
to
do
sales,
enablement
and
XDR
coaching
on
a
weekly
basis,
as
well
as
a
reseller
enablement.
That's
you
know.
Once
a
month
we
are
based
on
what
we
have
understood
from
the
resellers,
as
the
caner
says
that
they
want
all.
The
recordings
are
available.
The
sales
ones
are
put
on
YouTube
the
XD
our
coaching
sessions,
because
they're,
mostly
driven
as
a
Q&A
session,
and
the
team
wanted
a
an
environment
that
is,
you
know
they
can
ask
questions.
A
A
We
continue
to
execute
on
our
strategic
partnerships
with
AWS
and
Google.
We
did
a
an
event.
A
virtual
DevOps
at
conference
event
predict
2019
and
the
results
for
that
have
been
pretty
phenomenal.
The
number
of
people
we
had
registered
it
was
funded
50%
by
Google
the
rest
by
us.
It's
through
a
program
called
marketing
development
funds,
so
they
continue
to
invest
with
us
in
marketing.
It's
lots
of
new
pages
and
updates.
Through
the
pages
continue
we
did
the
serverless
launch.
A
So
you
know
there's
some
links
here
that
you
want
not
to
click
and
we
were
also
continued
working
in
the
federal
space.
We
continue
to
kind
of
doing
some
thought
leadership,
research
projects
with
the
analysts
and,
of
course,
a
lot
of
you
know
that
you
know
we're
starting
to
work
on
the
just
commit
campaign
that
will
kick
off
shortly.
So
we
work
on
messaging,
which
is
linked
from
here.
If
you
would
like
to
take
a
take,
a
look.
I
want
to
focus
a
little
bit
on.
You
know.
A
What's
coming
on
the
next
fiscal
year
2020,
this
is
kind
of
the
vision
from
the
product
marketing
group
on
how
we
will
go
to
market,
how
we
will
help
the
team,
how
we
will
target
customers.
So
we
are
defining,
you
know
what
we
call
the
core
target:
IT
groups,
including
the
buyer
and
influencer
personas,
and
continuing
to
flesh
out
what
their
challenges
are.
Where
do
they
go
to
solve
their
problems?
You
know
how
do
they
solve
these
problems?
How
does
get
lab
help?
A
And
you
know,
as
you
see
here,
you
know
it's
the
who
it's
the
where
and
it's
the
why
that's
really
important
you
know:
why
should
they
consider
get
lab
and
not
somebody
else,
and
we
support
that.
You
know
by
a
number
of
things
thought
leadership.
The
brand
that
get
lab
is
uploading
the
message
to
executives
and
buyers,
because
that's
a
neat
behalf
and
then
supporting
it
with
the
you
know,
collateral
that
we
create
that's
the
what
and
the
how
right.
So,
here's
a
demo
that
showcases,
you
know
the
use
case.
A
We
are
talking
about
or
here's
the
capability
that
you
know.
We
have
that
others
don't
have
or
here's
why
you
don't
need
to
integrate
with
so
many
different
tools.
That's
the
what
and
how
the
proof
really
is.
Don't
believe
us
believe
you
know
these
other
people
who
are
using
it.
So
this
could
be
customers.
These
could
be
third-party
thought
leaders.
This
could
be
analysts
reports.
Look
it's
not
just
get
lab
who's
saying
this.
You
know
this
is
third-party
validation
by
others,
and
then
choices
are
really
about.
You
know:
customers
have
choices.
A
There's
there's
competition
out
there,
there's
market
trends,
there's
you
know
influences
by
others.
So
how
do
we
understand
that
better?
How
do
we,
you
know,
take
advantage
of
these
understandings
and
we
are
also
starting
to
do
a
win-loss
analysis
project
which
is
to
understand?
Where
do
we
win?
How
do
we
win?
Will
we
lose?
What
are
the
reasons
where
can
we
double
down?
Where
should
we
put
more
efforts?
Where
should
we
close
the
gaps
so
that'll
help
us
kind
of
understand
both
you
know
where
the
messaging
needs
to
get
better.
A
The
product
can
get
some
input
into
this,
and
the
sales
teams
can
also
start
to
understand.
You
know
how
do
you
go
about
doubling
down
on?
What's
working,
how
do
you
exploit
the
spaces
that
we
have
not
yet
you
know
done
well
in
so
just
to
give
you
a
snapshot.
This
is
work
in
progress,
but
you
know
for
product
marketing
team
working
with
the
other
teams.
We
have
you
know
all
these
different
initiatives
that
are
either
kicked
off
or
going
to
kick
off.
A
You
know
in
the
next
four
quarters
again
this
is
supposed
to
be
very
high
level.
You
know
kind
of
roadmap
for
everybody
to
understand.
You
know
where
we
are
engaging
in
continues
to
be
built
out
as
we
plan
the
rest
of
the
year
very
specifically,
breaking
into
you
know,
what's
happening
in
q1,
you
know
based
on
the
template,
we
just
showed
you
for
the
whole
year,
we're
working
on
the
you
know,
definition
of
the
IT
groups
and
deep
definition
of
the
Builder
builds
their
IT
groups
and
we'll
continue
to
do
this.
A
We
plan
to
kick
off
a
similar
thought
leadership
in
the
security
research
in
the
security
area.
And
thirdly,
you
know
we
are
starting
to
do
takeout
campaigns
of
these
are
called
competitive,
takeout
campaigns
and
the
first
company
that
you're
targeting
is
Jenkins
based
on
the
feedback
that
we
have
received
from
sales.
That's
where
they
want
to
focus.
A
We
are
hiring
or
hiring
plans.
Ramping
up
I
have
good
news
to
share
that.
We
have
a
person
who
has
accepted
the
competitive
intelligence
manager
position
and
their
start.
This
is
February
19th
later
this
month
we
continue
to
have
some
open
positions
for
which
we
are
hiring.
I
would
like
to
ask
the
larger
organizations
help
in
helping
us
recruit
and
in
and
help
the
team
out
here
where
we
need
you
help
is
help
us
connect
with
customers.
You
know
invite
us
to
customer
meetings,
get
a
surface
to
build.
A
Customers
keep
an
eye
out
for
what
we're
doing
read
the
material.
You
know.
If
you
find
something
that
can
be
improved,
you
know
feel
free
to
contribute
and
fix
it.
Let
us
know
you
know
what
you
think
we
should
do
more
and,
most
importantly,
we
produce
a
lot
of
collateral
and
assets
and
web
pages
and
the
years
are
knives,
are
really
all
of
us
right.
Let
us
know
when
something
is
working
well,
we
can
double
down
on
it.
A
C
A
So
we
are
just
getting
into
the
phase
of
planning
this,
but
typically,
what
that
would
involve
is
that
you
know
we
would
identify
target
accounts.
We
would
I,
you
know,
do
a
broader
campaign
to
target
those
who
are
using
Jenkins
and
have
the
pain
points
we
would
support
it
with
messaging.
There
would
be
an
you
know:
campaign
on
email,
a
dedicated
website
targeted
ads.
You
know
it's
the
whole
Greater
marketing
team
and
not
just
us
and
assets
that
we
would
provide
would
be.
You
know,
specific
white
paper,
specific
technical
demos
of
why
we
do
better.
A
We
would
do
enablement
of
the
sales
team
on
you
know
how
to
approach
this.
You
know
what
objection
handling
they
would
have
a
wire.
You
know
product
can
help
customers
who
are
using
Jenkins
and
why
they
should
go
to
get
lamb
among
other
things.
So
we
are
just
getting
into
the
planning
phase
of
this
right
now.
Thank
you,
and
is
there
a
timeline
for
when
you
want
to
roll
that
out?
A
D
A
Think
you
know
we
want
to
do
a
targeted
campaign
towards
them.
Let's
find
a
mechanism
to
capture
those
names.
You
know,
maybe
it's
a
report
from
Salesforce,
but
I
think
you
know
we
would.
We
would
start
by
identifying
rich
targets
that
we
already
know
are
using
Jenkins,
but
we
would
do
also
a
broader
campaign
right
make
sure
that
people
who
are
looking
to
solve
those
kind
of
problems
compare
us
and
Jenkins
or
those
you
know
who
are
looking
to
switch
are
looking
for.
A
C
E
A
Absolutely
so
the
customer
advisory
board
there's
a
whole.
You
know
section
on
the
handbook
that
describes
it,
but
I'm
happy
to
describe
it
here.
Somebody
could
link
that
in
the
chat
that
would
be
great.
The
idea
of
a
customer
advisory
board
is
that
we
want
to
recruit
members
into
it
who
will
believe
in
get
lab,
or
we
can
get
them
to
convert
to
believe
in
get
lab
for
actually
our
champions
in
the
organizations
that
they
work
in
and
outside.
So
a
good
example
of
this
would
be,
for
example,
micro
to
rock.
You
know.
A
We
all
know
that
you
know
he's
a
big
advocate
of
gitlab.
He
wants
the
adoption
of
get
lab
and
he's
also
good.
You
know
evangelist
of
get
lab
within
the
company.
So
though
we
have
different,
you
know
portions
of
the
company
and
departments
of
the
company
of
a
company,
sometimes
a
doc,
get
lab
the
others
are
kind
of
curious
about
it.
They
don't
know
about
it,
so
somebody
who
uses
get
labs
somebody
who's
happy
with
that
lab.
We
want
to
recruit
somebody
like
that
because
we
want.
A
We
want
a
champion
like
this
and
we
want
to
build
a
board
of
champions.
It's
again
going
back
to
that
proof
points
that
I
was
talking
about.
Don't
believe
us,
you
know
believe
these
guys
because
they're
actually
using
it,
they
actually
like
it.
It's
not
us
just
singing
our
own
praises
and
the
way
we
do
do
this
is
we
meet
virtually
once
every
six
weeks.
There
are
agendas
defined
and
the
agenda
is
make
stuff.
A
Typically
two
things
or
three
things
one
is
we
always
get
somebody
to
stand
up
and
tell
us
their
story
about
how
they're
using
get
lab
and
their
challenges
and
where
they're
going
next
with
it.
So
this
helps
everybody
else
who
attends
among
their
peers
for
them
to
understand.
You
know
different
gift,
lab
usage
cases,
the
challenges
of
rolling
this
out,
the
successes
that
they're
achieving
with
this
etc.
A
So
it's
very
useful
for
for
those
who
attend
to
learn
from
each
other,
also
because
they
discuss
amongst
each
other
and
hey,
look,
here's
a
challenge:
I
have
how
are
the
others
approaching
it?
So
it's
a
good
peer
to
peer
networking
group
for
them,
but
then
the
other
you
know
side
of
this
is
they
have
a
very
close
relationship
with
us,
because
we
meet
very
frequently
we
understand
what
they're
doing
where
they
need
to
go.
They
have
you
know
deep
discussions
with
the
product
managers
who
will
often
attend
the
camp
meetings.
A
A
E
A
A
We
don't
make
it
an
ask
that
if
you're
in
the
customer
advisory
board
that
you
will
have
to
do
that,
but
if
you
really
think
about
the
nature
of
the
folks
who
are
joining
the
cab,
they're
already
very
passionate
about
get
lab,
they
want
us
to
do
better.
They
want
to
give
us
advice.
They
want
to
speak
on
our
behalf,
so
we
do
see
that
happen.
You
know
from
within
their
custom
advisory
board
members,
okay,.
E
A
Find
so
could
we
ask
the
camera
much
absolutely
so,
I
think
the
way
you
want
to
do
that
is,
you
should
reach
out
to
Kim
Locke
and
she
runs
these
board
meetings
and
she
defines
the
agenda,
and
so
she
could
very
well
kind
of
put
it
in
the
next
agenda.
Ask
them
the
more
visibility.
We
have,
of
course,
the
better
again
there's
a
mix
of
people.
A
Some
people
are
very
willing
to
go
out
and
talk
in
conferences
and
and
will
do
so
and
some
are
willing,
but
their
companies
won't
allow
them,
and
then
you
know,
of
course
you
know
some
people
are
not
so
willing
to
go
and
talk
in
front
of.
Like
you
know,
thousands
of
people
so
put
in
the
request
will
make
sure
that
you
know
it
reaches
them
and
you
know
having.
If
somebody
is
interested,
then
we
will
surely
like
make
it
happen.
Thank.
E
A
Other
questions
there's
something
about
product
marketing
that
you
don't
understand,
that
we
do
that.
I
am
I'm
happy
to
answer
and
their
other.
Everybody
is
on
the
team
here
from
the
product
marketing
team.
So
you
don't
have
to
ask
me
the
question
directly.
I
mean
for
anybody
on
the
product
marketing
team,
we're.
B
A
A
So
on
the
customer
advisory
board,
because
there's
been
a
lot
of
interest
here,
I
would
like
to
say
that
if
you
want
to
attend
a
live
session,
please
reach
out
to
Kim
what
happens?
Is
we
don't
want
a
ratio
of
where
there's
like
30
gitlab
folks,
and
maybe
only
you
know,
15
customers
have
joined
that
day
but,
depending
on
you
know
the
topic,
the
attendance
we
change,
that
mix
all
the
time.
So
if
you're
discussing
something
cloud
native,
for
example,
Priyanka,
you
know
we'd
love
for
you
to
come
in
there
we're
discussing
something
about
security.
A
C
A
I
think
it's
a
combination
of
also
what
our
first
destination
for
anything
we
create
is
on
our
website,
my
webpage,
how
it
shows
up
on
the
website.
We
tend
to
kind
of
share
specific
things
that
we
publish.
For
example,
analyst
report
comes
out
we'll
share
on
the
slack
channels
which
here
in
this
fgu
meeting,
etc.
If
it's
another
comparison,
for
example
coming,
then
you
know
we
don't
necessarily
go
and
publish
it
somewhere,
but
we
tend
to
try
to
list
it
in
the.
A
If
you
know
every
six
weeks
ftu,
we
don't
list
every
little
thing,
but
the
major
assets,
major
pages
that
we
publish,
we
always
try
to
include
it.
That's
why
I
didn't
go
through
each
one
of
them.
You
know
there
are
links
there.
So
one
way
to
do
this
is
you
know
all
these?
A
few
slides
are
stored
in
Google
Drive,
and
you
can
always
look
at
that,
but
it's
a
good
suggestion.
You
know.
Maybe
we
should
have
a
central
place
where
it's
just
a
running
list
of
everything
that
we
produce.
A
We
tend
not
to
do
that.
We
put
it
in
the
right
place
and-
and
you
know
that's
where,
where
people
will
come
and
consume,
it
I
think
there's
a
comment
here,
which
is
very
idea:
that's
very
appropriate.
We
are
working
through
our
own
gate
lab
issue
boards.
Anything
we
work
on
is
always
you
know
there.
So
you'll
see
the
issue
for
that
you'll
see.
You
know
the
final
deliverable
from
that.
A
That's
another
way
to
look
at
it
from
top
down
level
like
if
you
want
a
big
only
into
analyst
reports,
or
you
want
to
do
only
into
the
comparisons
you
can
always
go
and
see.
You
know
what
assets
have
been
produced
there
or
there's
a
customer
reference
board.
There's
a
customer
case
study
board.
Thank.
A
And
and
flip
to
that
comment,
you
know
I'm
starting
to
work
with
David
and
the
sales
team
to
define
what
onboarding
will
look
like.
What's
the
content
I
mean
I
know
we
do
onboarding
today,
but
you
know
how
do
we
make
it
better?
How
do
we
make
it
a
process,
that's
repeatable
and
scalable?
How
do
we
make
sure
that
the
latest
content
that
we
create
is
slotted
in
the
appropriate
position.
G
Actually
I'm
responding
Priyanka
asked
how
we
make
analyst
relations,
work
and
I
just
wanted
to
say
this
because
I've
been
I
had
a
long
conversation.
I
rana
CLE
enough
with
Gartner
my
to
Gartner
reps
yesterday,
the
my
rep
and
his
boss-
and
we
would
they
were
saying
you
know
get
lab-
is
really
amazing
at
analyst
relations,
and
we
were
talking
about
it's.
A
combination
of
two
things.
Part
of
it
is
I,
was
an
analyst
for
15
years.
G
So
I
know
the
industry
really
really
really
well,
but
the
other
thing
we're
talking
about
is
get
lab
itself.
The
way
we
do
things
the
way
we
have
boards
and
issues
the
way
we've
organized
ourselves.
I,
don't
think
I
could
do
this
job
in
another
company
anywhere
as
easily
as
I
can
do
it
here
because
of
the
culture
that
we
have
the
transparency.
You
only
have
the
way
that
I
can
just
put
my
my
issue
board
and
show
Gartner
here's
all
your
enquiries,
I'm
working
on
and
it's
it's.
G
You
know
and
that's
the
whole
product
marketing
team,
because
when
I
got
here,
I
didn't
know
how
to
use
get
labs
and
everything.
I
know
John
Jeremiah
taught
me
or
William
Chia
or
Dan,
Gordon
or
sheesh
right
so
and
I'm
still
learning
right,
but
it
is
that
so
half
the
reason
gitlab
is
a
rock
star
or
maybe
3/4.
The
reason
caleb
is
a
rock
star
and
analyst
relations
is
because
we're
get
laugh
right
so
that
that's
the
answer
right.
It's
killing.
E
E
A
Brag
about
that
a
little
bit,
priyanka
know
that
you're
asking,
but
you
know
I
think
I'll
add
to
that
that
number
one.
We
have
increased
our
interactions
with
the
analysts-
maybe
twenty
fold
since
this
time
last
year
right
so
we
have
signed
up
agreements
with
about
five
different
analyst
firms.
We
have
probably
upped
our
you
know,
briefings
and
our
inquiries
and
the
product
team
has
been
really
critical
to
this
as
well.
So
the
more
analysts
know
about
us,
the
more
they
can
write
about
us
right.
A
So
we've
completely
like
you
know
up
this
tempo
of,
like
X
number
of
briefings
has
gone
to
like
maybe
20
X,
so
the
more
we
can
brief
them
that
the
more
they
get
to
know
and
we're
starting
to
do
this
across
categories
as
the
product
gets
deeper
inquiry.
So
we
get
input
from
them.
You
know
the
product
team
jumps
in
I.
Think
the
the
for
me,
like
you,
know,
going
from
one
analyst
report
last
year
at
this
point
to
about
eight
you
know,
mqz
and
waves
is
a
really
big
achievement.
A
Thanks
to
the
greater
team,
it's
not
just
product
marketing.
Now
we
get
the
security
thing
jumping
in
when
we
can
AMA
need
expertise
on
security.
We
get
the
product
team
jumping
in
we
get
set
jumping
in
right.
You
get
Brandon
jumping
in
so
there's
a
lot
of
folks
for
helping
our
job
is
to
open
up
these
avenues
and
tell
them
what
we
know.
We
are
like
a
breath
of
fresh
air,
because
you
know
we
do
things
differently
from
other
companies
and
that
really
helps.
G
Is
the
attitude
the
analysts
feedback
I
get
all
the
time
is
then
like
talking
to
us,
because
a
lot
of
companies
come
in
very
arrogant
and
very
you
know
we're
number
one
were
the
best
at
this
I
mean
you
know.
Every
press
release
starts
out
with
company
XO
a
market
leader
in
blah
blah
blah
right.
Even
if
blah
blah
is
in
writing
bad
press
releases-
and
you
know
I'm
sure
you
see
this
on
the
speaking
circuit
right,
people
who
show
up
and
they're
kind
of,
like
you
know,
hey
I'm,
the
greatest
get.
G
What
have
always
comes
in
going
hey.
You
know,
hi
we're
working
on
some
stuff
here
and
we've
got
a
couple.
Questions
we'd
like
to
know
what
you
think.
We
always
ask
start
by
asking
them
what
they
think
instead
of
telling
them
who
we
are
right
and
then
they
kind
of
go.
You
know
I
said
here's
the
context
we
want
to
know.
This
is
how
we're
looking
at
and
and
people
just
want
to
talk
to
us,
and
they
like
talking
to
us
because
everyone
in
get
lab
is
that
way
right.
G
There's
there's
this
sort
of
hey
we're
here
and
we're
right
here
and
because
we
don't
have
to
be
the
leader
in
every
category.
We
just
want
to
show
that
we're
there
and
it's.
You
know
that
MVC
concepts
allows
us
that
freedom
to
not
have
to
have
a
perfect
product
to
get
in
front
of
them
and
then
find
out.
It
isn't
perfect.
We're
allowed
to
just
be
where
we
are
and
be.
Who
we
are
is
good
enough.
I
know.
A
Surrounding
dwell
forces
if
an
analyst
from
like
Gartner
writes
a
case
study
about
us,
a
vendor
that
never
happens
right
and,
and
so
we're
doing
well.
Thank
you
very
much
Joyce
in
the
greater
team
and
we're
at
the
end
of
time.
So
I
want
to
thank
everyone
for
joining,
and
you
know
where
to
reach
us
if
you
have
more
questions
or
suggestions
or
input
for
us.
Thank
you.