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A
B
B
Job
family
I'm
wondering
if
there's
a
plan
for
us
to
kind
of
systematically
go
through
existing
job
families
to
update
and
I
also
noticed
that
the
description
in
the
in
the
handbook
about
what
should
be
in
a
job
family
is
not
universally
I,
don't
know
applied
to
all
job
families
on
in
the
handbook.
Today,
yeah.
A
C
A
So
there's
the
there's
risks
as
we
scale
the
company
and
one
of
the
most
common
things
that
happens
in
a
big
company
is
that
people
say
I,
don't
know,
what's
expected
of
me,
which
is
really
horrible,
because
then,
if
you
don't
know,
what's
expected
of
you,
you're,
probably
you
don't
know
what
to
do.
You
don't
know
how
to
make
yourself
effective.
You
don't
know
what
to
focus
on.
A
A
Well,
guess
what
we
should
write
it
down.
What
does
success?
Look
like
what
is
an
indicator
or
that
you're
performing
in
the
role
and,
of
course,
metrics
are
not
everything,
but
metrics
are
a
great
start
to
to
something
so
we're
going
to
write
them
into
roles
and
I
agree
that
we
don't
adhere
well
to
the
job
family
structure.
Maybe
someone
can
link
to
job
family
structure.
A
If
you
go
to
that
page
and
click
on
the
history
button
you'll
see
that
I
made
an
edit
there
yesterday,
trying
to
clean
some
things
up,
I
think
it
was
a
bit
convoluted.
There
was
an
overview
section
I
think
we
should
drop
the
overview
section.
I
left
it
in,
but
I
I
wonder
if
someone
from
people
ops,
if
they
agree
with
me,
can
push
for
that
change.
I,
don't
think
it
needs
an
overview.
I
think
we
can
have
just
their
responsibilities
and
the
other
things
that
are
on
that
page.
A
I'll,
take
the
liberty
to
discuss
a
little
bit.
What
the
next
strategy
milestone
is
here.
We
have
the
plan
to
become
a
public
company
next
year,
November
18
2020,
and
it's
not
a
finish
line.
There's
there's
no
finish
line
in
business.
That's
a
nice
nice
thing
about
it!
It
can
just
keep
going
on
as
long
as
you
keep
have
a
great
great
people,
great
process
and
a
great
product,
and
you
can
keep
going
and
I
wanted
to
draw
the
next
kind
of
set
of
goals
we
want
on
our
cadence
page.
A
That
said,
we
had
a
cadence
of
four
years.
I
thought
that
was
a
bit
long,
so
I
reduced
that
to
three
years
and
I
put
a
stick
in
the
sand
so
that
by
November,
18
2020
free
want
to
grow
incremental
ACC
feet
to
over
500
million
a
R
and
B
cash
flow
positives.
Current
projections
are
we're
cashflow,
positive
on
the
first
quarter
in
the
first
quarter
of
that
year,
fiscal
year.
But
why
not?
A
It's
it's!
Okay!
To
be
early!
It's
not
okay!
To
be
late
want
to
be
a
popular
next
generation
product,
so
I
want
to
make
sure
every
part
of
gitlab
is
lovable
and
we
have
over
100
million
staged
monthly,
active
users.
Currently
we
have
about
five
to
ten.
It's
not
super
clear
and
we
have
a
great
team,
a
team
satisfaction
of
for
that
own
scale
of
one
to
five
and
great
new
hires
and
I
introduced
this
concept
called
new
higher
score.
B
Okay
said
I'll
I'll
bite
on
a
question
just
reviewing
that
mr
and
it's
hard
for
me
to
tell
because
of
there
seems
to
be
some
format,
change
and
content
change,
but
is
part
of
that
change
the
removal
of
there's
a
statement,
but
previously
a
statement
about
going
public
after
going
public,
we
want
to
be
the
most
popular
SAS
solution
for
public
repositories
was.
Was
there
an
intent
to
remove
that
or
is
that
being
removed?
There's
a
suggestion
that
that
it's
removed
yeah.
A
Thanks
for
bringing
it
up
yeah,
that
was
he
intention
to
remove
it,
but
if
the
time
we
broke
kind
of
these
his
ambition,
it
was
written
very
much
in
the
thinking
of
being
doomed
repositories
and
that's
three
years
ago
we
were
just
repositories.
We
since
evolved
to
a
single
application
for
the
DevOps
lifecycle.
A
Currently
it
looks
like
four
public
repositories
on
software-as-a-service
that
github
is
not
going
away
anytime
soon,
I
think
because
we're
a
single
application,
we're
gonna,
see
more
and
more
people
coming
over
to
get
Lacombe
over
time,
we're
seeing
more
and
more
imports,
so
data
is
happening,
but
I
don't
want
to
focus
the
company
on
that.
Because
kind
of
focusing
us
on
that.
A
A
We
should
focus
on
our
customers,
making
sure
that
we
have
mature
things
and
all
the
DevOps
lifecycle
that
are
used
by
people
and
whether
someone
else
has
more
repositories
than
us
and
is
the
default
place,
get
up
that
being
the
default
place
for
open
source.
Dicky
can
be
as
long
as
we
have
a
lot
of
usage
a
loft
product
and
make
a
lot
of
revenue
with
it.
I
think
that
those
are
the
important
things
that
no
go
of
the
company's
iacv
not
and
not.
On
another
metric
I.
C
Said
Britain
here,
that's
gonna
jump
in
I
know
you
had
had
a
lot
of
conversations
in
nan
deal
Roadshow
just
wondering
if
there
are
any
patterns
that
fell
out
of
that
that
you
walked
away.
It
said.
I
interesting
might
have
changed
the
way
you
viewed
earth
or
some
focuses
that
we
currently
have
yeah
thanks.
I
want.
A
To
add
one
thing
that
I
remembered
about
the
previous
question:
I
think
what
we,
the
old
sequence
and
most
of
it
got
removed
right
now,
was
just
to
specify
that,
even
though
github
was
the
most
popular
open
source,
a
service,
we
had
a
shot
at
this
market
because
there
weren't
any
network
effects
in
private
hosting,
even
private,
SAS
and
I.
Think
we've
proven
that
we've
proven
that
we
can
grow,
even
though
github
is
still
the
biggest
on
public
SAS.
So
I
think
we've
proven
that
and
there's
there's
there's
no
need
to
articulate
that
anymore.
A
I
think
we're
now
seen
as
a
kind
of
a
valid
contender
and
people
see
that
there's
not
a
super
big
network
effect
to
to
dupe
repositories
for
companies.
So
in
that
sense
it's
served
its
purpose.
Random.
Thanks
for
the
question,
I
think
that
a
few
things
stood
out
and
by
the
way
McBride
I
think
will
do
that
group
conversation
tomorrow,
so
he's
gonna
be
very
articulate
about
what
we
learned,
but
a
few
things
stood
out.
A
First
of
all,
we
still
are
not
communicating
well
enough.
That
caleb
is
a
single
application
for
the
DevOps
lifecycle.
Still
a
lot
of
customers
that
we
met
came
in
with
the
assumption
that
we
were
repository
hosting,
maybe
with
some
CI,
even
though
they
talk
with
salespeople
before
I,
think
it's
a
combination
of
us
not
empowering
ourselves,
people
enough
to
tell
that
story,
and
just
it
being
really
hard
to
convince
someone
that
you're
something
that
that
you've
changed.
A
The
second
thing
is
that
everyone
is
seeing
the
problem
of
tool
sprawl
having
too
many
DevOps
tools,
and
the
consolidation
is
happening.
We're
in
the
lead,
Microsoft
is
clearly
also
a
contender,
and
it's
surprising
that
after
that,
there's
a
long
pause,
there's
not
a
lot
of
other
companies
that
are
successful
in
making
this
transformation
we're
seeing
the
moves
in
the
market
place
where
people
are
buying
other
companies
and
things
like
that.
But
there's
not
a
lot
of
mindshare
I,
just
posted
a
video
in
the
marketing
channel.
A
D
Sit
I
have
a
question,
it's
kind
of
related
to
that.
What
do
you
see
is
the
three
to
five
biggest
like
macro
trends
that
our
customers
are
facing,
that
we
can
provide
the
most
value
for
so
one
that
comes
to
mind
would
be
the
the
big
move
to
kubernetes.
That's
that's
something
that
we
clearly
have
seem
to
have
an
advantage
on
in
the
market.
Do
you
see
any
other
trends
that
you
can
describe
with
us
a
little
bit
yeah.
A
A
Don't
forget
about
our
remote
but
digital
transformation,
Club
native
and
kubernetes
software
eating
the
world,
every
company
becoming
a
software
company,
the
trend
to
focus
on
customer
experience,
DevOps,
DevOps,
tooling,
consolidation,
micro
services,
progressive
delivery,
open
source
workloads,
moving
from
self
hosted
to
the
cloud
on
remote.
All
of
these
things
are
are
benefiting
us,
so
these
are.
These
are
trends
that
we're
seeing
everywhere.
E
They
said
that
quick
question
kind
of
flowing
on
to
the
500
million
in
ARR
I
was
just
think
trying
to
think
through
my
own
head,
like
what
that
would
mean
as
far
as
like
licensed
mixed,
how
to
get
there
and
like
percentage
of
the
broader
market.
I
was
just
doing
some
quick
cooling
here.
It
seems
like
there's
like
25
million
developers
in
the
world
today,
so
maybe
like
10%
of
the
people.
E
A
That's
that
averages
out
to
about
$350
per
user
per
year
times.
40
million
gives
you
a
total
addressable
market
of
14
million,
one
four
billion
dollars,
and
so
that's
half
a
half
a
billion
dollars.
We've
captured
only
one
28th
of
that
market.
That's
about
three
percent
or
something
like
that.
So
it's
still
very,
very,
very
small
compared
to
the
total
size
of
the
markets,
gene
half
percent.
So
we
need
three
and
a
half
percent
of
the
people
to
pay
forget
lab
now
get
liable.
Have
a
huge
market
share.
A
Suppose
we
have
30
percent
market
share,
then
we
need
to
convert
or
45
percent
33
percent.
We
need
to
convert
about
10
percent,
so
I
think
we
already
have
a
third
market
share,
with
our
gate,
hosting
I
feel
think
we're
already
converting
about
10
percent.
So
this
seems
achievable.
It's
just
a
question
of
upselling
people
and
making
sure
we
get
the
operations
and
security
people
in
and
actually
think
like.
There's
no
reason
where
I
get
lab
shouldn't
be
used
by
the
majority
of
the
market
market
share
over
50%
and
conversion
should
be
over
20%.
F
He
said
this
John
May.
How
are
you
doing
wanna
see
if
you
could
give
us
a
rundown
on
how
your
trip
went
to
Europe
and
the
does
event
and
what
feedback.
A
Yeah
thanks
a
question:
a
kind
of
gif
I
kind
of
gave
the
feedback
for
the
dis
event
earlier
when
Brendan
asked
this
question,
so
I'll
now
give
feedback
from
the
investors
on
on
the
roadshow,
because
I
didn't
answer
that
question.
So
a
recap
of
the
feedback
from
customers
they're
not
totally
aware
yet
of
single
application,
we're
still
talking
too
much
about
version
control
and
CI.
A
They
have
a
need
for
tools,
consolidation
and
the
only
competitor
is
Microsoft
and
regarding
the
investors,
the
numbers
kind
of
speak
for
themselves.
We
got
amazing
a
our
gove.
We
got
amazing
natural
tension
at
retention
right
now.
It's
the
hardest
metrics
on
Wall
Street,
sort
of
really
paying
attention,
because
not
retention
is
a
good
indicator
that
people
love
the
product
and,
if
you're,
not
just
brute-forcing
it
with
with
marketing
and
sales.
A
Our
net
rotation
numbers
are
off.
The
charts.
They've
never
seen
something
like
that
before
and
the
cohorts
look
good.
It's
great
that
our
earlier
customers
are
still
growing.
The
margins
look
good.
We
don't
have
a
lot
of
costs.
We've
got
like
80
85,
90
percent
gross
margins,
a
that
is.
That
is
also
best-in-class.
A
F
A
F
Was
kind
of
meaning
I
should
have
probably
defined
a
little
bit
better
for
you,
I
mean
maybe
more
the
customers
that
are
more
advanced
and
have
been
using
some
of
the
other
aspects
like
CI
CD
and
things
like
that.
I
know
there
were
a
couple
of
my
customers
and
configure
that
that
went
there
and
just
like
to
get
that
kind
of
feedback.
Sorry
yeah.
A
I'm
really
encouraged
that,
for
example,
we
have
a
customer
in
the
computer
who
makes
a
lot
of
computers
and
they
they
are
now
asked
their
number.
One
request
to
us
was
of
more
operations
features,
so
it's
kind
of
cool
to
see
that
the
operations
features
are
starting
to
resonate
so
I
think
we,
the
CI,
is
great
and
I'm
very
encouraged.
What
what's
coming
up
and
12.2
CI?
Why
is
the
CD?
People
are
starting
to
use
it's
good
and
the
operations
people
are
starting
to
embrace
that
I.
A
No
company
hasn't
done
that
before,
but
we
we
have
that
ambition
and
so
far
we're
managing
to
do
that
and
we're
we're
falling
short
we're
taking
action
and
and
we're
we're
doing
that
again.
I
think
that's
that's
gonna,
be
something
customers
like
to
want
to
see
also
have
want
to
focus
more
on
customer
results.
So
as
an
as
an
organization
where
you
were
getting
more
attentive
to
like
the
needs
of
especially
our
larger
customers,
so
I'm
encouraged
by
that
trend.