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A
Foreign
welcome
to
the
publicly
streamed
infrastructure
group
conversation
on
today,
the
8th
of
November
2022..
My
name
is
Liam
I'm,
an
engineering
manager
in
the
scalability
group
in
infrastructure
and
I'll
be
today's
host
for
the
for
the
meeting.
As
usual,
you
can
find
a
key
review
agenda
and
today's
slide
deck
linked
from
the
group
conversation
agenda
myself
and
the
rest
of
the
team
are
available
to
answer
any
questions
that
you
have
so
please
add
to
the
agenda
or
raise
your
hand.
B
Hi
Liam
as
a
way
to
get
things
started
I'm
curious.
If
there's
anything
you'd
like
to
highlight
from
the
slide
deck.
A
Yeah,
so
from
from
myself
personally
I
think
the
one
thing
I
imagined
everyone
would
would
kind
of
notice
immediately
was
the
100
availability
that
we
had
in
in
October,
which
is
great
to
see.
I
was
speaking
with
Bob
in
scalability
about
this
yesterday,
I
think,
and
he
kind
of
said
that
error
budgets
are
there
to
be
spent
so
100.
You
know
it's
a
good
thing,
but
also
you
know
there
is.
A
There
is
room
for
us
to
maybe
push
push
things
further,
but
no
that's
always
nice
to
see,
and
it's
it's
a
culmination,
I
guess
of
lots
of
hard
work.
That's
been
happening
in
various
different
angles
across
the
cross
engineering
and
beyond
for
quite
a
long
time.
A
C
Opinions
or
things
to
add
I
just
would
like
to
add,
but
thanks
to
everyone's
effort
that
has
gone
into
over,
you
know
the
last
year
or
more
improving
the
reliability,
for.com,
and
certainly
our
our
work
is
not
done.
It
needs
to
continue,
but
I
mean
it
is
great
to
get
to
the
point
where
not
only
you
know
a
good
result.
C
You
know
in
August
we
had
a
little
dip
there,
but
but
last
month
was
not
an
anomaly
and
it
also
isn't
inconsistent
with
what
our
users
are
are
sharing.
Our
customers
are
sharing
as
far
as
what
their
expectations
are.
You
know
if
we
had
a
if
we
had
a
misalignment
and
had
a
lot
of
customers
complaining
about
the
reliability
of
bitlab.com
right
now
and
had
displayed
100
availability.
C
B
Awesome,
congratulations.
Everyone
and
thanks
for
sharing
Liam.
C
Foreign
one
thing
I'll
just
throw
out
there
is
on
slide
11..
We
have.
We
have
quite
a
bit
of
going
on.
C
I'm
not
sure
who
needs
to
be
muted
there,
but
I
do
want
to
mention
that
we
have
a
lot
of
hiring
going
on
and
I
know
that
we
probably
all
have
contacts
in
our
lives
and
everything
of
people
who
are
excited
to
would
be
excited
to
join
us
and
those
that
may
also
you
know,
need
a
new
place
to
land
or
anything.
C
So
if
you
think,
through
all
of
your
contacts
and
keep
an
eye
out
there,
we're
hiring
backhand
engineers
and
site
reliability,
Engineers
and
and
definitely
need
them
to
come,
join
the
team
and
help
us
create
new
results.
A
B
C
B
I
see
you
have
on
slide
eight
that
you'll
be
introducing
some
new
standing
squads
and
I'm,
just
I
guess
I'm
just
curious
like
how
do
you
decide
like
where
you
need
these
standing
squads
or
like
which
parts
of
the
infrastructure
team
needs?
These.
D
I
think
it's
based
on
kind
of
where
the
the
amount
of
maintenance
is
and
where,
where
the
demand
for
for
work
is
we're.
Looking
at
that
as
a
kind
of
a
variable
thing
for
this
quarter
and
going
forward
we're
looking
at
how
do
we
wrap
some
more
fixed
capacity
and
some
more
ownership
around
around
those
various
services
to
to
consume
them?
I'm
hoping
to
start
getting
some
some
information
about
that
out
there
in
the
next
next
few
weeks,.
D
B
B
E
Yeah
sure
I
just
wanted
to
congratulations.
On
the
first
month
of
the
100
availability.
I
know
this
is
a
very
difficult
question,
but
what
would
you
say
as
a
number
one
contributor
to
this
metric
I've
had
a
lot
of
customers
at
not
met?
You
know
me
anymore,
which
is
great
and
they're
happy,
so
I
just
wanted
to
know
like
if
there
was
something
we
could
share
with
them
about
how
we
got
here.
A
That's
a
great
question:
I
think
Steve
maybe
covered
some
of
that
in
terms
of
what
he
answered
earlier
in
the
call
I.
Think
from
my
perspective,
there's
lots
of
small
changes
that
have
happened
consistently
over
the
past
year
and
Beyond,
which
have
just
led
to
stability
and
I.
Think
October
was
a
particularly
good
month
where
we've
been
able
to
to
hit
that
Benchmark
and
hopefully
we'll
be
able
to
hear
a
lot
more
going
forwards.
F
C
Yeah
I
was
gonna,
see
if
someone
else
jumped
in,
but
there's
certainly
I
mean
the
way
that
I
would
think
about.
It
is
a
combination
of
a
lot
of
consistent
effort
around
you
know
the
smaller
issues
and
it
kind
of
pains
me
a
little
bit
to
call
them
smaller
issues,
because
some
of
them
are,
you
know
we're
not
really
small.
C
They
were
pretty
large
things
to
go
through
that
really
were
tackled
around
corrective
actions,
which
are
items
that
we
identify
whenever
something
goes
wrong,
that
we
need
to
come
back
and
fix,
and
so
a
continuous
amount
of
of
work
on
basically
clearing
out
a
backlog
of
the
highest
severity
or
priority
corrective
action
items
along
with
that
across
engineering,
especially
in
all
of
the
development
groups.
C
You
know
some
large
changes,
so
you
know
recently
it
seems
like
yesterday,
but
I
guess
it
has
has
been
a
little
bit
but
like
the
completion
of
the
CID
composition,
project
was
a
huge
change
as
far
as
the
the
overall
kind
of
scalability
of
of.com
and
then
you
know
going
forward.
We've
got
to
continue
working
on
that.
There's.
There's
efforts
underway
on
you
know
in
in
FY
24.
You
know
how
we'll
look
to
to
add
further
have
horizontal
scalability
to
ticketlab.com.
E
Home,
thank
you.
I
appreciate
that
I
can
say
it's
helped
me
do
my
job
easier,
better,
faster
without
having
to
respond
to
all
that.
So
it's
been
really
helpful.
So
I
appreciate
all
the
work
from
everybody.
A
G
Yeah
I
was
just
curious
on
I've
I've
run
into
this
problem
at
a
couple
of
companies
before
and
I
am,
although
this
is
not
something
anyone
is
pressuring
me
to
do.
G
We're
in
one
of
my
team
right
now
is
in
beta
working
on
the
suggested
reviewer
feature,
and
a
lot
of
our
discussion
is
being
held
around
how
many
errors
were
returning.
What
is
our
you
know,
projected
error,
budget
utilization,
all
these
sort
of
things
and
it's
sort
of
Being
Framed
in
this
way
and
I
realized.
There
is
an
inherent
if
you
could
think
about
it
from
an
economic
standpoint,
there's
an
inherent
incentive
to
send
fewer
errors
so
that
it
looks
better
and
what
is
our
mechanic,
which
Engineers
are
min
max
kind
of
people.
G
G
G
H
So
I
have
the
first
comment
here
in
response
to
that
and-
and
this
I
was
actually
thinking
this
earlier
when
someone
else
said,
let's
shoot
for
100
availability.
That
is
not
what
reliably
shoots
for
it
should
not
be
with
liability
sheets,
for
we,
we
shoot
for
395,
and
the
rest
is
for
error
budgets
right.
That
is
specifically
their,
so
that
developers
aren't
incentivized
to
make
their
numbers
look
perfect,
because
the
reality
is
there.
That
Perfection
is
is
not
realistic.
H
C
I'll
finish
finish
typing
it.
Thank
you
and
I.
Think
I
think
it's
also
important
to
note
that
there
are
different
as
solo
thresholds
for
the
metrics
that
go
towards
the
availability
result
number
versus
the
by
stage
configurable
SLO
numbers
for
the
error
budget,
because
I
totally
agree
with
with
Annalisa
like
the
the
air
budget
there
is,
is
to
be.
C
Is
there
to
be
spent
and
to
be
used
to
you
know
to
increase
velocity
where
you
know
the
air
budget
is,
is
green
and
meeting
the
the
goals
and
also
to
kind
of
you
know
ratchet
up
the
you
know
that
SLO
over
time,
the
availability.
On
the
other
hand,
we
want
the
availability
to
be
certainly
a
lot
more
consistent
from
a
customer
perspective,
because
it's
it's
also
it's
written
into
contractual
agreements.
It
has
implications
on
Revenue
recognition,
the
you
know,
those
those
sorts
of
things
that
are
really
you
know.
C
Sort
of
well,
of
course,
are
important
to
us,
and
the
availability
metrics
should
should
reflect
what
our
customers
expect
from
their
service
and
to
a
certain
degree,
it
shouldn't
necessarily
reflect
much
more
than
that,
because
what
we
should
be
delivering
to
customers
is
what
they
need
to
effectively
do
their
job,
and
you
know,
and
if
they
you
know
if
they,
if,
if
they're,
able
to
effectively
run
their
business,
for
example
on
something
you
know
that
has
the
a
one.
C
Second
SLO,
you
know,
there's
a
there's
a
question
of
like
well:
should
we
make
that
you
know
be?
You
know,
200.
C
And
you
know
instead
of
of
one
second,
maybe
maybe
not
I
mean
that
that
might
be
a
good
place
for
for
us
to
invest
our
money,
but
maybe
you
know
we
should,
if,
if
that's
allowing
our
customers
to
be
successful,
that's
the
limit
that
we
should.
We
should
leave
it
at
and
instead
of
you
know,
just
always
opting
for
the
the
faster
car
moving
the
bar
up
for
customers
at
the
risk
of
you
know
of
not
meaning
a
contractual
agreement,
or
something
like
that.
C
F
Yeah
I'm
kind
of
curious
about
the
the
statement
of
trying
to
decide.
What's
an
error
and
what's
not
an
error,
you
can
be
available
in
half
Eric
as
long
as
you're
handling
those
service
properly,
and
that
is
the
expected
Behavior.
So
if
you
try
to
do
something
that
you
shouldn't,
then
you
should
get
an
error,
but
that
is
the
application
is
still
available.
F
Every
budget,
maybe
a
misnomer,
but
it
really
reflects
when
the
application
is
not
behaving
the
way
you
expected
it
to
behave
so
I
on
the
one
hand,
I'm
kind
of
curious
about
which
decisions
you're
trying
to
make
and,
on
the
other
hand,
I.
You
know
reach
out
to
people
on
an
improv,
myself
included
and
I'd
love
to
be
a
part
of
that
conversation,
because
the
context
of
the
decision
you're
trying
to
make
is
not
clear
to
me
at
all,
as
it
relates
to
our
budgets.
A
Perfect
thanks
a
question
any
any
other
questions
from
anyone.
I
can't
see
anything
else
on
the
agenda.
A
No,
in
which
case,
thank
you
for
everyone
for
for
joining
today's
core
I
appreciate
all
of
the
input
and
conversation.