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From YouTube: Growth Group Conversation (Public Livestream)
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A
B
Sure
so
my
name
is
HeLa.
I
joined
the
lab
since
December,
so
relatively
new.
My
background
is
in
analytics
product
management
and
gross.
So
before
the
lab
I
was
at
a
company
a
course
before
that
I
was
at
gross
hackers.
So
doing
ROS
for
some
time
and
really
excited
to
join
a
company
has
a
lot
to
learn,
but
this
is
a
rare
opportunity
that
I'm
looking
forward
to
do
a
lot
more
with
all
of
you
awesome.
A
Welcome
HeLa,
it's
great
to
have
her
in
her
chair,
she'll,
be
taking
this
over
next
time,
but
today
we'll
what
tag-team
this
one
I
also
want
to
wish
everyone.
A
Happy,
New
Year,
welcome
back
from
your
holidays,
I
hope
everyone
had
a
great
break
with
friends
and
family.
So
with
that,
let's
get
into
the
question
SID
number
one.
C
C
If
it's
only
important
to
measure
smell,
we
wouldn't
have
any
email.
We
just
call
it
smell.
We'd,
get
the
most
popular
action
and
be
done
with
it.
I
think
we
need
to
learn
as
a
product
and
organization
as
a
whole
like
shipping.
A
feature
doesn't
mean
anything
unless
people
use
it
and
enjoy
using
it
and
they
are
retained,
and
that
is
not
reflected
in
the
current
definition.
I
think
the
fact
that
we
use
it
as
a
basis
for
smell
should
be
in
the
small
definition,
not
in
the
aim,
our
definition
amo,
it's
just
hey.
C
B
C
Sets
us,
apart
from
the
rest
of
the
market,
is
that
give
up
is
a
complete
develops
platform
delivered
as
a
single
application.
So
we
want
people
to
use
multiple
parts
of
gearbox
any
time
people
just
see
is,
as
version
control,
we're
replaceable
every
every
time.
People
just
use
is
version.
Control
and
CI
were
replaceable.
We
see,
for
example,
github
coming
after
us
wit,
now
a
version
control
on
CI.
So
we
have
more
breath.
C
C
A
B
A
A
C
A
C
It's
more
like
what
word
do
we
use
for
smoke
per
user,
so
I've
considered
a
couple,
but
like
feature
breaths
per
user,
the
smoke,
but
user
would
be
simpler,
but
we
need
a
word
for
it
because
we're
gonna
talk
about
it.
A
lot
and
everyone
needs
to
understand
what
it
means.
Okay,
there
needs
to
be
a
single
word:
I've
looked
at
the
dictionary
and
everything
else,
but
I'm
open
to
ideas,
but
for
now
breath
see
I,
see.
C
B
C
B
I'm
just
trying
to
understand
it.
There
are
multiple
features
of
gitlab.
Do
the
same
user
with
the
organization
like,
for
example,
a
dev
use,
all
the
features
or
is
actually
a
dev
using
certain
features,
and
then
the
operation
use
other
features.
So
it's
not
the
same
user,
but
it's
all
used
within
the
same
organization.
B
A
I
do
think
there'll
be
segments
if
you
will
or
cohorts
of
users
that
might
have
a
certain
pattern
and
once
we
start
to
measure
email,
better
or
smile,
we'll
probably
get
a
better
handle
on
that,
but
for
now
just
measuring
it
all
is
useful.
After
that
we
might
get
smarter
about
what
to
expect
from
a
given
customer
type.
Yeah.
C
You'd
have
like
small
clustering,
where,
if
you're
in
ops
you're
in
the
latter
in
the
later
stages,
if
you
aren't
that
few
in
the
earlier
stages
and
I
think
for
now
that's
too
complicated,
I
think
for
now
we
can
just
say
hey.
We
first
want
to
measure
its
top
warm
we're
not
doing
that
yeah.
Let's!
Let's
do
that!
We've
been
trying
to
do
that
for
you
too.
C
Anything
up
is
better
and
you
can
make
all
kinds
of
contrived
arguments
that
are
up.
Speed
also
should
be
filing
issues
and
that
the
death
should
be
looking
at
monitoring
and
defending
it,
but
it
feels
a
bit
contrived.
The
goal
is
not
to
get
to
ten.
The
call
is
to
get
to
a
lot
more,
but
yes,
there's
the
the
potential
downside
is
that
we
don't
invite
kind
of
you
Xers
onto
the
platform
because
it
destroys
our
small
ratings.
So
there's
something
to
be
said
for
organizational
smell,
but
I'll
think
about
that
yeah.
E
Yeah
I
think
my
question
must
have
got
answer
in
there,
which
is
no
surprise
whenever
I
see
KP
I
always
like
to
see
targets,
so
it
was
just
asking
if
the
drug
signup
had
a
target
associate
and
obviously,
if
we
created
three
weeks
ago,
would
probably
haven't
thought
about
that.
So,
if
you
have
any
additional
thoughts
on
that
I'd
be
curious,
because,
particularly
this
year
it
seems
like
we
may
have
more
enterprise
customers
signing
up,
in
which
case
we
may
see
like
you
know
that
be
very
noisy.
F
So,
from
my
perspective,
when
I,
when
I
look
at
this
and
I'm
really
trying
to
parse
it
apart
right
now,
I
think
all
of
the
assumptions
that
you're
making
about
it
being
unpredictable
are
correct.
So
the
other
thing
is,
you
know
our
marketing
spend
likely
influences
this
pretty
significantly.
We've
seen
that
in
a
couple
different
places,
so
what
we
want
to
do
is
parse
all
of
those
assumptions
apart
like
is
it
these
large
companies
making
it
you
jump
up
and
down?
F
E
A
This
one
might
be
tricky
month
to
month
as
well.
Christopher
we
have
a
lot
of
seasonality
to
the
business,
there's
also
a
big
direct
sales
engine
behind
it,
where
we
tend
to
sell
a
lot
in
the
final
month
of
the
quarter,
and
so
Jensen's
probably
already
think
about
this.
But
we
might
want
to
think
about
a
year-over-year
metric
like
how
much
is
it
growing
relative
to
last
year,
relative
to
last
month?
That
might
be
a
better
way
to
think
about
it
that
no
hello,
Jenson,
Teigen,
yeah.
D
A
A
This
for
technical
reasons,
Eric,
okay,
the
query
cost
of
querying
I
I-
may
get
the
technical
explanation
wrong,
but
the
cost
of
querying
is
is
high
and
if
we
try
to
calculate
smell
by
rolling
up
a
bunch
of
different
actions,
it
times
out
and
there's
much
of
technical
challenges.
So
to
start
to
get
a
reading,
we
simplified
it
to
let's
just
measure
the
highest,
the
one
with
the
biggest
count
in
each
area
and
start
there
sitting
dad
on
that.
No
I
think
that
covers
it.
Scott.
Thank
you.
Okay,.
D
H
I
was
reviewing
the
acquisition
and
I
recognized.
The
pricing
page
is
quite
important.
My
kind
of
click
through
the
issues
read
some
of
the
design
stuff
it
just
it's
kind
of
raw
I
just
was
wondering
if
there
any
key
takeaways
from
the
user
research
so
far,
and
if
you
could
provide
them
or
color
on
the
methodology
and
approach.
You're
gonna
be
using
for
testing
that
page
and
we're
using
some
sort
of
a
B
testing,
or
we
still
just
try
to
figure
out
what
it's
supposed
to
look
like
I'm,
just
trying
to
understand
that
better
yeah.
F
Absolutely
and
I
know
that
issue
is
really
long,
so
I'm
gonna
break
it
into
multiple
issues
today.
Well,
the
the
methodology,
so
we
initially
did
some
user
research
around
the
signup
flow.
The
paid
signup
flow
and
the
very
first
thing
that
we
recognized
is
that
people
can't
parse
the
value
that
they're
getting
from
each
tier,
from
the
way
that
we
present
the
pricing
page
and
that
was
really
apparent
in
a
couple
of
different
ways.
F
But
for
the
most
part,
I
think.
The
main
thing
that
we
recognized
was
that
we
were
calling
out
the
features
that
users
were
getting,
but
not
the
value
that
users
were
getting
in
each
of
those
bold
items
on
the
pricing
page.
So
our
goal
was
to
look
at
those
bullet
items
and
say:
how
do
we
break
those
out
into
value
terms
right
like
what
we,
what
we
looked
at
was
more
of
a
jobs
to
be
done
framework,
which
is
you
know
like
what?
What
is
the
user
trying
to
do?
F
How
can
we
communicate
that
value
easily
for
this
particular
feature,
and
this
particular
tier?
So
we
did
about
five
user
interviews
talking
to
users
about
what
they've
perceived
each
feature
to
be
and
what
the
value
of
each
feature
was
why
they
would
pick
certain
tiers.
There's
an
issue,
that's
linked
in
that
original
issue
that
has
all
five
of
those
each
one
is
about
30
minutes.
F
So
I'll
try
to
be
short,
but
you
know,
the
the
main
thing
is:
is
that
those
users
it
was
that
page
was
communicating
far
too
much
information
to
the
user
for
them
to
really
be
able
to
look
at
it
and
parse
that
apart
and
the
bullet
points
didn't
communicate
any
sort
of
value
to
the
user
other
than
just
simply
them
guessing.
F
Depending
on
who,
the
user
is
who
the
buyer
persona
is
and
what
they're
interested
in
and
then
it
gives
us
some
other
opportunity
to
educate
later
on,
about
Stealth
hosted
versus
SAS,
because
that
was
hidden
on
the
pricing
page.
Also,
people
didn't
see
that
so
it's
kind
of
correcting
a
bunch
of
different
mistakes
there,
but
the
methodology
for
testing
is
we're
gonna.
We
came
up
with
this
design.
F
It
was
a
kind
of
a
heavy-lift
design
wise
because
it
had
to
be
really
communicated
a
lot
of
information,
so
we're
going
to
do
five
to
ten,
more
user
interviews
and
then
internal
feedback
on
that
design
and
then
we'll
we'll.
After
that,
we
will
put
it
up
for
a
test
that
probably
about
ten
percent
of
traffic
to
that
page
and
measure
the
results
from
there.
That's
what
we
were
thinking
do.
H
F
So
I,
so
it's
I
think
that's
a
much
bigger
conversation.
I
could
ask
I
can
talk
from
the
top
of
the
funnel
because,
as
you
get
further
down
the
funnel,
you
know
there's
much
more
information.
You
can't
communicate
there,
but
top
of
the
funnel,
especially
on
that
pricing
page
that
people
get
stuck
because
all
of
those
links
to
features
link
to
documentation,
and
that
has
just
a
ridiculous
amount
of
information
to
communicate
from
a
marketing
website.
And
so
you
know,
people
kind
of
click
in
and
then
just
go
wow.
F
This
is
overwhelming
and
either
leave
or
take
a
guess
or
sign
up
for
free
right,
and
so
that
was
kind
of
one
of
the
first
model.
Next
second,
I
would
say
is
just
that
that
that
page
is
so
overwhelming
that
for
the
most
part,
people
just
click
on
sign
up
for
free
trial,
and
then
they
get
stuck
in
that
process
and
I
think
from
the
top
of
the
funnel.
That's
for
the
most
part
where
we
see
users
getting
stopped
up.
A
Also
important
to
note
we're
gonna
be
working
with
a
third
party
on
a
pretty
detailed
pricing
analysis.
This
quarter,
Jensen's
gonna,
be
involved
with
that.
So
we'll
we'll
combine
my
Jensen's
learning
through
this
plus.
What
the
consultancy
helps
us
learn
about
pricing
we're
also
making
an
offer
on
a
dedicated
pricing
person
here,
hopefully
today,
so
definitely
put
some
energy
around
pricing
takes
a
lot
of
homework
to
get
right.
C
A
I
C
So
we
use
team
members
for
that.
We
don't
call
them
employees.
Some
of
our
people
are
contractors,
so
we
don't
use.
Employees
we've
been
using
internal
is
a
bit
confusing
because
we
have
internal
projects
as
well.
So
internal
tends
to
refer
to
to
that.
So
we
use
team
members
to
refer
to
people
who
work
at
Gilad,
Inc
good.
C
Just
want
to
remark
that
I
saw
like
there's
a
lot
of
stuff
going
on.
There
seems
to
be
an
acceleration
in
and
what
we're
working
on
I.
Don't
think
we're
hitting
that
point
yet
or
it's
all
getting
out
the
door,
but
it
it
feels
like
we're
on
the
cross
both
making
a
lot
of
improvement.
How
do
you
feel
about
it?
Scott
I
feel.
A
The
same
way
yeah
this
team
really
spun
up
in
September.
You
know
most
of
the
team
members
were
brand
new.
As
of
that
point,
and
so
it's
taken
there
a
quarter
to
get
everyone
going
and
get
the
work
in
the
in
the
funnel,
but
yeah
I
think
the
team
has
identified
important
things
to
work
on
some
of
it
shipped
a
lot
more
coming
soon.
So
I'm
really
excited
about
what
this
team
is
working
on
cool
I'm
excited
too
yeah
all
right.
Thank
you.
All
welcome
back,
have
a
great
20
20.