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A
Hello,
everyone,
this
is
Ashish,
go
Tiana!
Welcome
to
the
group
conversation
for
the
strategic
marketing
department
in
the
agenda.
The
slides
have
been
linked
and
there's
a
place
to
put
your
questions
in
as
per
the
format,
and
we
will
answer
it
there
so
that
everybody
can
benefit
from
it
if
they
cannot
attend
today's
meeting
so
sit,
you
have
the
first
question
and
your
question
is
on
slide
10.
What
was
missing
from
our
vision?
So
do
you
mind
verbalizing
and
clarifying
which
one
of
the
two
reports
you're
talking
about?
Yes,.
B
So
that
this
is
about
the
Gartner
Magic
Quadrant,
for
critical
capabilities
for
application,
release,
orchestration,
try
saying
that
three
times
fast
and
I
think
it's
a
great
result
that
we
are
a
challenger
in
this
market,
we're
in
the
distinguished
company
and,
for
example,
a
great
company
like
chef
is
a
niche
player.
While
we
are
a
Challenger,
so
I
think
it
was
a
great
outcome,
but
of
course
like
we
always
want
more.
So
what
what
was
another
leader,
because
we're
not
that
the
vision
could
be
more
complete.
So
what's
what
are
they
yeah.
A
Yeah,
thank
you
for
the
question
I'd
like
to
have
Colin
Fletcher
answer
this
question.
As
you
know,
that
Colin
was
responsible
for
this
Magic
Quadrant,
the
previous
version
before
he
joined
the
company,
so
he
kind
of
knows
the
criteria
and
what
would
be
missing
in
the
vision
exactly
lot
better
than
us
Colin,
if
you
mind
verbalizing
that
accurately,
that
would
be
great
sure.
B
C
B
C
Their
Enterprise
requirements
versus
something
like
a
CIC
oriented
analysis
which
is
focused
on
those
kinds
of
workflows.
So
that's
that's
the
primary
difference
in
our
opinion
as
to
what
likely
impacted
our
our
vision,
score
is
supporting
a
broader
array
of
platforms
of
working
styles
and
applications
and.
A
C
A
B
A
B
B
A
I
was
not
present,
unfortunately,
at
the
cab
in
person,
Colin
and
Dan.
You
were
there
to
lead
the
discussions
and
some
of
the
product
managers
were
there
as
well.
So
if
you
don't
mind
double-clicking,
the
collected
results
are
linked
from
the
slide
or
in
depth
at
the
bottom
of
the
slide
on
the
left
side,
there's
a
link
where
you
can
actually
go
see
in-depth
results,
and
you
know
who
ordered
how
on
that.
But
if
there
can
be
commentary
by
any
of
the
product
managers
who
were
there
or
calling
or
Dan,
that
would
be
great
I.
B
C
Led
to
you
know
some
of
those
inputs
and
those
discussions
around
infrastructure
is
code
frankly
were
economically
oriented.
We
had
a
few
customers
in
the
room
that
we're
faced
with
new
pricing
models
being
introduced
by
some
of
the
infrastructure
as
code,
vendors
or
CCA
vendors
like
chef,
hashey,
poor
and
others,
and
too
many
of
them.
They
were
actually
looking
at
at
us
as
potentially
providing
some
of
these
or
adding.
B
C
Than
from
those
vendors
directly,
I
don't
know
if
Dan
or
anybody
else
wanted
to
that
was
just
one
of
the
threads
on
that
line.
I
think
the
other
assumption
was
is,
of
course
it
is.
It
is
important,
it's
it's
part
of
each
of
these
implementations,
at
least
among
the
cab
members.
There's
there
is
an
infrastructure
as
code
capability
and
use
under
about
circumstances,
something
they
felt
like.
We
could
do
a
better
job
of
adding
value
around
that.
F
Yeah
about
making
it
more
of
a
kind
of
first-class
citizen
in
our
product.
The
notion
of
that
there
is
that
there
is
infrastructure
as
code
that
represents
infrastructure
as
well.
There
was
also
some
talk
around
the
notion
of
using
process
SCM
and
whatnot
to
to
process
infrastructures
code
as
well,
then,.
B
G
A
G
And
I
appreciate
the
chance
to
verbalize
it,
because
I
also
want
to
say
kudos
to
the
analyst
Engagement
Team
literally
never
worked
with
a
team
as
robust
and
efficient
and
widespread
as
what
we
have
here
and
like
it's
amazing
on
a
daily
basis
and
the
product
management
team
get
to
interact
with
analysts
on
a
totally
different
level,
not
just
reacting
to
them
publishing
reports,
but
also
doing
inquiries
and
stuff,
and
so
kudos
to
that
team.
I
know
that
I
recall
I
think
it
was
in
a
group
conversation.
G
Probably
six
to
nine
months
ago,
we
talked
about
and
had
an
effort
to
identify
all
you
know
as
we
expand
our
breadth,
all
the
various
places
where
we
wanted
to
prepare
to
compete
and
compete
when
it
came
to
analyst
categories
I'm,
just
wondering
like,
is
there
an
overview
or
a
place
where
we
can
kind
of
keep
track
of?
How
that's
going
yeah.
A
A
You
and
you're
also
participating
in
a
number
of
analysts
industry
events,
so
that
there's
more
exposure
because
we
have
meetings
with
analysts
and
in
these
events,
etc.
So
as
a
flask
count,
I
think
we
are
well
over
about
12.
Major
reports
might
be
even
more
now,
which
means
magic,
quadrants,
waves
from
foresters,
etc.
A
When
we
are
well
over,
95
was
the
last
count.
I
remember,
analysts,
reports
that
we
have
been
mentioned
in,
and
you
know
this
is
a
result
of
I,
would
say
the
last
12
to
16
months
that
you
put
the
effort,
and
you
continue
to
kind
of
like
push
towards
this.
Maybe
it's
a
good
metric
to
track
where
you
know.
How
are
we
increasing
this
and
in
a
time
period
from
you
know,
every
quarter?
How
does
this
number
go
up?
Our
new
mentions,
etc.
Colin
Joyce,
if
you
wanna,
add
something
yeah.
C
C
C
C
G
C
H
Yeah,
if
I
can
add
something
the
second
word
and
analyst
relations
is
relations
and
sort
of
the
popular
thing
to
do
is
measure
the
exposure,
but
equally
important
is
the
insight
that
brings
and
what
I
have
seen
transpire,
because
I've
sat
in
all
of
these
inquiries
in
the
period
that
is,
she
she's,
referring
to
we've
gone
from
having
to
say
hey,
have
you
ever
heard
of
get
lab?
Do
you
know,
get
lab
here's
some
things,
I
think
Kenny.
You
sat
in
at
least
one
of
the
two
inquiries
we
had
today.
H
We've
got
another
one
as
soon
as
this
call
ends
in
both
the
inquiries.
I
had
this
week
with
with
analysts
that
we've
we've
developed
those
relationships
that
they
were
asking
us
as
many
questions
as
we
were
asking
them,
which
says
that
they
are
no
longer
just
politely
answering
our
questions,
they're
thinking
about
us
they're
working
with
us,
so
some
of
that
that-
and
you
know
this
is
part
of
what
Ryan
and
Colin
and
I
are
are
working
on.
Is
how
do
you
measure
that
insight?
H
So,
for
example,
at
the
end
of
an
inquiry,
we
always
have
those
two
key
takeaways
that
we
try
to
capture
that
becomes
some
of
that
information.
What
did
we
get?
How
did
that
move
us
forward?
Kenny
I
know
you,
you
have
the
PM's
try
and
make
an
mr
into
their
vision
into
the
what
they're
doing
that's
as
a
here's,
what
I've
got
so
it's
it's
some
of
those
things
as
well
that
are
small
and
incremental,
but
over
time
show
us
the
bigger
trajectory
I.
Think
you
Thank.
A
How
do
you
think
this
market
is
change?
How
do
you
think
we
should
approach
this
research,
so
that
is
really
great
for
us
and
it'll
allow
us
to
achieve
more
results.
So,
having
said
that-
and
you
know
it's
a
lot
to
do
with
the
air
team
and
the
product
managers
in
the
product
marketing
managers-
thank
you
for
continuing
to
support
us.
I
want
to
go
to
the
next
question.
John
:.
I
Everyone
just
curious
if
you
could
shed
a
little
bit
of
light
on
what
the
learn
agate
lab
MBC
is.
It's
mentioned
on
slide
14,
but
I,
don't
see
any.
You
know
like
links
or
anything
to
dig
a
bit
deeper,
but
I'm
just
curious.
What
that
MBC
is
gonna
be,
and
if
there's
any
you
know,
links
or
relevant
things.
It
would
be
great
to
see
them
in
the
notes.
So.
A
F
Get
started
getting
getting
the
kids
ready
for
the
day
yeah,
so
a
good
question
I
think
in
there,
but
I'll
get
that
done
today.
It's
something
we've
been
kind
of
quietly
talking
about
and
checking
with
people.
The
idea
of
the
notion
is:
is
that
right
now
on
the
front
of
our
website,
we
really
don't
have
a
portal
in
the
technical
content
we
do
want
it
spread
throughout,
but
we
also
want
a
place
where
people
who
are
coming
to
learn
deeper
about
get
lab
can
actually
go
and
get
content.
F
I
F
Is
to
get
our
content
corralled
together
a
single
point
where
people
can
come
for
this
kind
of
information.
I
could
certainly
see
it
extending
to
that
and
I
think
there's,
there's
other
groups
looking
at
that
as
well,
so
more
coming
in,
and
collaborate
on
that
right
now
we
want
to
just
get
the
content
to
do
into
one
place
where
people
can
find
and
explore.
A
Then
go
back
to
that
and
John.
That's
certainly
something
that's
in
the
vision
at
a
longer
horizon,
but
that
would
be
something
would
work
with
David
Sommers,
for
example,
in
the
enablement
team,
because
we
have
to
put
together
a
program
on
how
to
measure
test
certify
and
keep
that
up
to
date.
It
we
have
talked
about
it,
but
you
know
I
think
this
is
not
a
high
priority
for
that
team.
I,
don't
I,
don't
know
if
David
is
on
the
call
and
he
can
answer
for
himself,
but
certainly
to
answer
your
question.
A
D
And
and
used
to
play
off
of
that,
the
demand
is
clearly
there.
If
you
look
at
our
top
performing
websites,
the
number
of
web
pages
number
I,
think
five
and
six
are
both
pages
and
documentation
about
how
to
do
things
and
get
their
educational
nature
about
how
to
do
things
and
get
as
opposed
to
anything
else
thing
and
it's
there
in
the
top
ten
consistently.
So
there's
demand
for
that
content.
A
F
Certainly
I
think,
as
you
pointed
out
in
the
past,
I
think
we
shouldn't
have
boring
documentation
either
right,
so
we
shouldn't
be
against
pointing
to
content.
That
is
a
video
of
someone
doing
something.
For
example,
I
think
we
do
do
that
today,
some
so
we'll
coordinate
so
where
it's
appropriate
to
to
to
leverage
our
work
of
each
other
are
doing
we'll
do
that.
B
A
I,
don't
have
any
more
questions,
I'm
happy
to
talk
about
any
of
the
slides
here.
If
somebody
wants
me
to
elaborate
on
that,
I
think
one
of
the
exciting
things
as
it
released.
We
have
that
a
lot
of
us
are
able
to
take
the
time
to
read
it's
the
book
that
cindy
has
written
with
the
help
of
O'reilly.
If
you're,
not,
you
know
a
good
expert
in
security,
that
book
at
least
gives
you
a
good
framework.
It's
got
a
lot
of
good
lab
content
in
it
that
we
talk
about
plus
our
own
views.
A
It's
an
easy,
read,
I
think
it's
something
that
everybody
can
imbibe
and
weave
it
into
your
conversation
and
your
work,
if
you're
not
that
conversion,
it's
security.
So
that's
something
I'd
like
to
point
out
I
think
they're
very
excited
about
some
of
the
work
that
we're
doing
with
partners.
That's
covered
in
slide,
16
the
Tanooki
adventure
with
the
pins
at
past
events.
I
can
talk
about
what
that
is.
It
doesn't
quite
explain
here,
but
it
was
very,
very
popular,
so
Tina
and
team
head
and
the
Rennes
team
had
some
pins
that
you
know
magnetic.
A
You
can
put
on
your
shirt
or
your
clothing
made
and
distribute
it
to
different
partners
that
work
with
us.
So
you
will
earn
those
pins.
You
actually
had
to
go
to
each
one
of
those
partners
and
learn
about
gitlab
and
their
product,
their
company
in
the
integration
and
then
come
back
with
a
stamp
that
you
had
talked
to
them.
Well,
click
the
pin
from
them
and
you
have
to
go
and
talk
to
each
partner
on
the
show
floor
to
learn
about
get
labs
integrations
and
you
would
earn
the
complete
slate
of
eight
pins.
A
That
is
going
to
be
14,
pins,
I
believe
in
the
AWS
we
meant
and
Q
Conde,
which
means
everybody
who
comes
to
us
will
end
up
going
to
14
partners
and
learning
about
how
we
work
with
them
from
a
technology
perspective.
What
integration
do
we
have?
What
value
do
we
have?
How
can
they,
you
know,
take
leverage
of
that
and
then
earn
all
14
pins?
It
seems
that
these
pins
are
very
much
in
demand,
they're
very
cool
to
kind
of
collect.
A
It's
a
collector's
item
kind
of
a
you
know,
theme
going
on,
so
we
had
an
over
rush
of
everyone
coming
in
wanting
to
know
us
really
good
for
us
very
unique
way
to
kind
of
educate
people
who
attend
the
conference
about
all
our
partners
and
integrations
so
I.
Think
that's
really
cool
I
wanted
to
talk
about
that.
E
A
H
H
A
I
want
to
clarify
something
what
Joe
said
so
I
also,
you
know.
Thank
you
very
much
for
putting
the
link
in
the
chat.
There
are
three
kinds
of
links.
One
is
directly
to
the
Gartner
site
because
they
always
host
their
own
reports
and
you
have
to
pay
to
be
able
to
access
them
when
we
buy
the
rights
we
host
them
and
we
give
it
away.
A
If
you
give
us
your
name
and
email
address,
because
that's
the
way
for
us
to
know
who's,
downloading
the
report
and
follow
up
with
them
and
then
for
us
internally,
it's
in
a
Google
Doc
folder,
so
that
we
don't
have
to
register
to
see
it
if
you
need
to
take
it
to
a
customer.
The
easiest
way
to
find
this
is
on
our
web
page,
because
it's
there
that's
the
single
source
of
truth,
only
the
internal
copy,
and
if
you
need
that
you
can
look
it
up
in
the
Google
folder.
It's
the
same
report.
J
Hi
Ashish,
this
is
William
and
one
of
the
elements
on
the
splatter
that
had
some
discussion
recently
has
been
coordinating.
Go
to
market
around
these
cases
and
I
was
wondering
if
you
or
maybe
John
or
the
Keene
could
just
a
little
bit
about
how
that's
going
and
what
some
of
the
vision
and
implications
are.
There.
D
I
got
it
yeah
I'll
jump
on
it.
So
you
know
we've
been
looking
really
closely
at
what
do
people
we've
been
doing
a
couple
of
things,
one
around
force
management,
command
of
the
message
and
value
drivers
which
help
to
communicate
and
help
us
to
organize
messaging
around.
Why
people
buy
you
know
Kent
lab?
What
problem
are
they
trying
to
solve?
D
Or
what's
the
the
reason,
the
rationale
and
it's
always
driven
based
upon
three
different
one
or
three
different
things:
either
a
risk
or
being
faster
being
being
delivering
quality
for
products
faster
or
being
more
efficient,
reducing
cost,
but
what
the
value
drivers
don't
get
to
is
exactly
what
are
they
going
to
do
when
they
roll
out?
Get
that?
D
What
specific
thing
are
they
going
to
do
and
in
talking
to
customers
and
listening
to
the
field
and
looking
at
data
in
Salesforce
we've
identified
a
handful
of
specific
use
cases
customer
use
cases
that
are
what
people
typically
do
and
the
top
two
are
source
code
management.
They
start
there
or
they
start
with
CI.
D
There's
another
handful,
a
group
of
them
that,
where
they
typically
will
roll
out
get
lab
to
do
you
know
CD
and
release
or
they'll,
be
doing
end-to-end
DevOps
there's
a
handful
that
are
trying
to
do
agile
and
project
management
when
they
roll
out
get
lab.
So
we've
identified
it
I.
Think
at
this
point,
we've
worked
on
this
eight
specific
use
cases
where
we
know
people
have
been
buying.