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From YouTube: Growth Group Conversation (Public Livestream)
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A
Hi
everyone,
my
name's,
he
lets
you
I'm
the
director
of
product
growth
here
at
good
luck.
Today
we
have
the
group
conversation
call
from
gross
team.
We
will
talk
about
what
gross
team
is
working
on
and
answer.
Some
questions
from
the
broader
team.
I
have
a
couple
team
members
from
gross
group.
Product
managers,
engineers,
UX
data,
join
me
today,
so
we
can
move
on
to
questions
now.
A
Think,
maybe
he's
not
on
the
call
I
can
talk
about
his
question
on
behalf
of
him.
So
Jody
is
Senior
Product
Marketing
Manager
on
the
dev
stage
he
asked
about.
Is
there
one
single
source
of
truth
for
product
usage,
ideally
to
the
feature
level?
If
so,
where
can
it
be
found?
Otherwise
other
plans
for
this
to
happen?
So
that's
a
great
question:
that's
related
to
analytics
and
product
usage,
the
the
current
state,
for
that
is
it's
not
ideal,
but
we
do
have
some
events.
A
A
So
the
best
approach
for
now
is
probably
for
you
to
check
with
each
of
the
PM
and
data
team,
how
to
best
define
the
feature
usage
and
what
data
is
available.
I
shared
an
example:
there
that's
a
dashboard
from
security
team,
so
basically
they
use
this
dashboard
to
understand
and
track
the
feature
usage
for
secure
features,
so
I
think
the
best
idea.
A
For
now
is
for
you
to
talk
with
the
PM
to
understand
what
available
in
terms
of
plan,
in
order
to
make
the
data
usage
better,
it
requires
really
three
teams
collaboration,
so
each
of
the
PM
team
will
need
to
define
what
is
feature
usage
and,
in
some
cases
implement
the
event
that
is
needed
for
tracking
data.
Analytics
team
need
to
work
on
the
reporting
and
dashboard.
A
gross
team
is
specifically
telemetry
teams
it.
Our
telemetry
PM,
is
here
as
well.
His
team
is
responsible
more
for
general
data
source,
like
framework
infrastructure
tools
and
company-wide
initiative.
A
B
Point
to
add
was
just
that.
Currently
it's
it's
a
little
bit
fuzzy,
but
what
we're
working
towards
is
usage,
ping
and
usage.
Ping
will
have
smell
and
email
which
will
be
standardized
across
comm
and
self
managed
instances.
So
that
will
be
a
single
source
of
truth,
which
we
can
compare
across
all
of
the
github
and.
C
A
F
So
I
put
my
answer
in
the
comments
here,
but
from
a
high
level.
The
way
that
I
think
about
it
is
that
we
don't
have
any
real
secret
kind
of
golden
levers
that
we
can
pull
in
the
second
half
of
the
year
if
we
do
end
up
going
public,
but
it's
more
about
building
out
our
experimentation
framework
as
a
team,
so
that
we're
iterating
at
a
really
good
pace
and
always
making
improvements
towards
iacv
and
then
ideally
even
having
a
larger
impact
in
the
second
half
of
the
year
when
we
are
a
public
company.
F
But
I
do
think
there
are
some
muscles
that
we
can
work
on
as
a
team.
In
terms
of
from
our
analytic
standpoint
of
making
sure
that
we're,
we
feel
confident
in
the
way
that
we're
talking
our
impact
towards
iacv
and
our
important
flows
like
the
signup
flow
and
checkout
flow,
so
that
we
know
you
know
if
there
are
potential
issues.
So
they
don't
impact
us
in
the
longer
term
and
something
that
could
could
hurt
us
as
a
publicly
traded
company.
A
Yes,
thank
you.
Sam
I,
I,
agree
with
them
in
general,
I
CV
is
gross
team
is
Northstar
metric,
meaning
all
our
activities
and
projects
are
centered
around
this
goal
in
q4,
which
just
ended.
We
estimated
our
initiatives
added
around
260,
ki,
CV
and
I
listed
some
examples
in
in
the
doc
in
this
quarter
in
q1,
our
goals
drive
additional
570,
ki
CB,
and
this
including
improvement,
improvement
and
experiments
around
customer
flow,
such
as
registration,
trial,
renewal,
true-up
expansion,
etc.
So
this
is
the
theme
that
will
continue
in
entire
physical
year
21.
A
Ideally,
our
goal
is
always
work
on
the
most
impact,
the
most
impactful
thing.
It
may
not
be
always
a
hundred
percent
but
like
if
we
can
achieve
that,
there's
no
such
thing
around
like
do.
We
need
to
think
about
how
to
position
or
place
the
project,
whether
I'll
always
work
on
the
most
important
seeing
at
any
given
time.
G
Make
sure
your
discuss
it
in
the
note
but
I've
seen
on
on
slide,
seven
that
and
you'd
mention
it
is
valid.
Basically,
you
you
have
an
or
Steinmetz
you
can
that's
how
you
try
to
operate
the
whole
growth
team
and
we
started
to
define
in
our
symmetric
in
the
configu
stage
as
well,
and
just
would
like
to
see
if
it's
possible
to
get
your
inputs
into
that.
G
A
Yeah
I
think
I
can
definitely
speak
to
that
I.
Think
for
gross
team.
Currently
we
used
Northstar
metric
defined
as
I
see,
V
matrix
companies,
Northstar
metric,
basically
incremental
annual
contract
value,
and
the
reason
why
the
reason
why
we
chose
that
is
typically
what
you
think
of
Northstar
metric
is
really
about
what
is
the
most
important
metric
for
this
entire
company
at
this
moment.
So
it's
not
necessarily
forever.
Iacv
is
the
perfect
Northstar,
but
at
this
moment
it's
the
most
important
thing
for
us
to
focus
on,
and
there
are
a
couple
reasons.
A
First,
as
a
like,
as
a
2p
company,
we
we
we
care
about
customer
contract
value,
we
care
about
revenue.
So
a
CV
speaks
to
that
directly.
Second
of
all,
I
a
CV
really
emphasize
not
only
revenue
but
the
gross
of
revenue
for
us
as
kind
of
highest
gross
startup.
We
shouldn't
only
try
to
maximize
revenue
because
it's
recurring,
we
got
this
and
the
same
amount
of
come
next
year.
We
really
want
to
continuously
increase
that
so
I
CV
really
emphasized
that,
and
also
the
other
reason
for
roasting
to
focus
on.
A
That
is
it's
something
that
can
be
easily
broken
down
between
teams
gross
team.
We
have
acquisition,
team
conversion,
team
expansion,
team
retention,
team.
Each
of
the
team
is
really
managing
a
part
that
contribute
to
the
is
CV.
For
example,
conversion
teams
and
a
lot
of
efforts
M
is
working
on
is
to
convert
customers
who
are
in
trial
to
a
paid
customer,
and
we
can
directly
tie
that
back
to
the
company.
I
see
Vigo
similar
saying
apply
to
expansion.
A
If
we
are
able
to
drive
customers
to
buy
more
seats
that
can
directly
add
to
ICD,
so
the
big
Northstar
can
be
broken
down
into
smaller
metrics
for
each
of
the
team.
Those
are
the
couple
of
reasons
we
chose
this.
This
goal
and
I'm
happy
to
kind
of
talk
with
you
and
your
team
to
understand
what
is
your
North
Star
and
how
how
how
we
can
help,
or
we
can
basically
learn
more
about
the
the
stage
you
work
on.
Thank.
A
C
F
F
I'll
connect
with
you
and
then
I
also
have
some
time
for
us
to
sync,
because
I've
I've
had
some
other
questions.
Recently,
they've
come
up
that,
where
it's
just
a
little
bit
of
a
black
box
for
me
in
terms
of
how
the
infrastructure
works
today
and
in
terms
of
what
six
with
what
so
I'd
love
for
us
just
to
connect
on
that
board.
C
H
So
that's
that's
the
first
thing,
but
you
know,
as
we
keep
adding
I
think
what
we
should
do
is
be
much
more
explicit
to
test
to
make
sure
that
all
of
your
important
data
is
making
it
into
Salesforce
in
the
Balkans
or
on
all
those
enterprise
apps.
You
want
to
keep
in
sync
and
I.
Just
think
that
we
should
I'll
start
an
issue
to
discuss,
because
one
thing
we
should
think
about
is
when
that
happens.
H
C
I
Sure
I
can
jump
in
here.
I
didn't
actually
write
that
down
so,
but
I
can
I
can
take
my
crack
at
it.
The
interpretation
of
a
court
chain
I
think
that
you
know,
as
we
look
at
the
way,
that
purchasing
and
renewals
and
upgrades
and
and
all
these
transactions
are
done
with
gitlab.
There's,
there's
a
lot
of
room
for
opportunity
and
for
improvement.
I
As
you
likely
know,
you
know,
starting
with
what
we're
doing
for
the
purchase
process,
making
it
easier
to
initially
get
in,
but
things
like
upgrading
your
plan,
adding
seats,
those
are
all
I
would
say
more
difficult
than
they
should
be
right
now
for
customers
and
for
folks
internally,
I
have
to
deal
with
it.
So
that's!
My
interpretation
is
really
a
lot
of
the
billing
processes
and
things
that
we
deal
with
in
customer
to
deal
with
today.
It
should
be
more
automated
than
they
are.
They
should
be
easier
for
customers
to
get
into
in
self-serve.
I
There's
a
lot
of
manual
intervention
required
for
things
like
true
ups
and
renewals,
and
even
just
upgrading
your
plan
that
really
are
harder
than
they
should
be
for
our
customers
and
for
us
internally,
and
if
we
want
to
continue
to
grow
and
have
customers
expand
and
upgrade,
we've
got
to
make
those
experiences
as
easy
and
smooth
as
possible,
so
that
more
folks
can
do
it
successfully
and
there's
less
of
an
impact
on
our
support
and
sales
teams
to
support
them.
Digest.
I
Think
the
essence
of
it,
like
the
angle,
is
to
make
those
flows
easy,
automated,
etc.
There
may
be
tools
pieces
that
we
have
to
address
to
get
there,
but
I
don't
think
this
is
prescribing
like
there's
some
system
issue.
It's
just.
We
need
to
make
all
these
flows
better
and
easier
for
everybody.
Yeah.
J
Check
there
we
go
double
mute
button,
no
I
mean
really
excited
what
y'all
are
doing.
I
guess
I
was
kind
of
wondering
anew
in
the
past
when
we
talk
about
kind
of
users
coming
to
the
platform,
we've
done
quite
a
bit
of
work
around
like
kubernetes
with
gke
and
eks
and
I'm
wondering
if
this
is
something
and
if
so,
how
the
growth
team
interacts
with
that
kind
of
onboard
flow
and
I'm
curious
about
it,
because
we
found
a
lot
of
times.
J
Customers
are
coming
with
a
platform
in
mind
and
if
that's
something
we
can
meet
them
at
or
or
or
represent
gitlab
as
the
tool
to
put
stuff
in
the
lambda
or
something.
What
being
specific
that
actually
would
be.
A
good
use
case
could
be
maybe
perhaps
really
helpful
in
accelerating
that
usage.
So
it'd
be
curious
on
that.
The
second
question,
part
of
the
question
you
can
see
is,
if
we
are,
are
we
currently
doing
anything
to
highlight
in
a
large
organization
where
others
are
using
it
lab?
J
So
if
we
knew,
for
example,
that
they're
deploying
into
AWS
lambda,
then
a
new
user
might
be
like
God's
great
I
can
talk
to
this
team
over
here.
That's
already
done
it
versus
each
time
reinventing
it,
particularly
as
we
think
about
customers
going
like
mono,
repo
and
large
orgs.
That's
a
long
question!
So
I'll,
let
it
go
from
there
all.
H
Right
so
I'll
take
the
the
first
one
I
think
that
either
the
question
really
about
with
the
growth
team
lead
this
effort
to
make
it
easier
to
start
using
pre
pre-built
platforms
to
deploy,
get
lab,
I.
Think.
In
short,
the
answer
is
yes,
but
I'm
gonna
caveat
that
with
only
if
we
believe
that
that
change
will
have
a
material
impact
on
iacv
right.
H
If
we
believe
that
to
be
true,
then
that
is
a
great
knob
to
toggle
to
increase
iacv,
and
in
this
case
you
know,
we
would
likely
leave
the
charge
on
at
least
creating
an
experiment
here
to
see
if
that
that
is
true,
okay
yeah,
although
pause
so
that
I
can
answer
your
second
question.
But
if
you
have
any
follow-ups
on
the
first
one,
no.
J
That's
great,
and
hopefully
the
seconds
kind
of
clear
I
think
that
the
idea
here
would
be
in
particular,
smile
is.
If
we
can
show
highlight
how
someone's
using
gitlab
in
the
deploy
stage
to
choose
a
service,
then
we
could
maybe
go
upstream
to
if
you
can
surface
that
when
someone
in
the
new
group
is
just
starting
now,
we're
able
to
really
connect
instead
of
just
being
oh
I'll,
do
source
code
a
little
CI,
now
literally
you're
doing
into
end
I,
don't
know
if
we've
experimented
or
whether
those
matter
but
was
curious.
H
Have
I
mean
this
is
a
little
bit
more
sort
of
direct.
Then
then,
what
I
heard
I
mean
it's
definitely
the
what
we
would
be
looking
at
is
decreasing
the
overall
cost
of
managing
your
get
lab
instance,
because
there's
pain
involved
in
users,
let's
say
reinventing
the
wheel,
like
you
said
every
time
that
they
need
to
come
up
with
how
to
deploy
to
AWS
or
how
to
deploy
to
their
V
PC
or
whatever,
whatever
it
might
be.
H
There's
pain
involved
in
that
and
our
job
on
the
growth
team
would
be
to
reduce
you
know
that
pain
and
reduce
their
overall
cost
of
managing
their
get
get
lab
instance,
so
that
we
are
obviously
the
go-to
choice.
Right
like
we
want
to
be
the
easiest
one
to
manage
for
them,
and
that
would
increase
you
know,
expansion,
usage
and
all
that
stuff.
So
again,
that's
like
we
can
tie
those
two
things
together,
but
yeah.
We
that's
definitely
something
we'd
be
looking
at.
Thank.
K
Thank
you
something
the
consonants
from
a
quality
standpoint.
I
want
to
get
closer
and
understand,
Perl
team
allocation
right
now.
How
much
work
is
reactive
versus
proactive.
Where
are
we
fixing
the
current
checkout
flow
or
we
are
improving?
It's
a
50/50.
What's
that,
what's
the
current
health
right
now
from
a
quality
standpoint,
oh
yeah.
A
I
think
I
don't
have
Mike
more
on
the
details
visit
like
more
dinner.
Generally,
we
always
use
a
framework
called
IC
e
to
prioritize.
So
basically
it's
a
balance
between
how
impactful
this
project
will
be.
For
us,
it
is
primarily
iacv,
so
whether
it's
existing
fixing
an
existing
flow
or
or
improving
or
do
something
brand
new.
We
always
prioritize
and
compare
them
against
the
same
set
of
framework
Mike.
Do
you
want
to
talk
more
around
fulfilment,
specifically
sure.
I
Yeah,
thank
you
so
I'd
say
so
far.
It's
actually
been
pretty
balanced,
Mac
I
think.
When
we
first
came
on
board
there
were
a
number
of
issues
that
were
known
that
we
kind
of
uncovered
and
identified
that
have
had
a
big
impact.
Things
like
renewing
accounts
at
the
right
amount
of
seats
for
comm.
Some
of
the
licensing
issues
that
we've
recently
addressed
so
I
think
it's
been
pretty
balanced
in
terms
of
addressing
existing
known
issues,
but
also
working
for
future
improvements.
I
Things
like
the
the
Jim
is
you
out
of
UI
efforts
in
the
portal,
making
that
process
easier,
adding
those
enhancements
as
we
go,
the
the
API
upgrades
as
well
so
I
think
it's
actually
worked
out.
Pretty
balance.
I
think
what
we'll
see
over
time
is
that
will
address
these
known
issues
and
the
fulfillment
teams
are
doing
a
great
job.
They're
tackling
those
and
a
lot
I
think
will
shift
more
into
new
things
enhancements
as
we
kind
of
shore
up
the
foundation
of
what
we
have
and
then
we
can
continue
to
enhance
it
going
forward.
C
A
So
nice
of
you,
thank
you
so
much
I
think
that's
the
last
of
our
questions.
It's
a
nice
way
to
end
our
group.
Conversation
I
think
last
I
want
to
talk
about.
Basically,
roasting
is
relatively
new
team
and
we're
really
appreciate
a
lot
of
you
sending
us
ideas
and
Sol's
and
questions,
even
though
we
sometimes
our
answer
is
when
we
will
look
at
the
ICV
impact.
A
We
will
we'll
evaluate
whether
we
can
work
on
that
now
or
later,
but
really
gross
team
is
here
to
collaborate
with
a
lot
of
you
to
find
the
best
opportunity
to
improve
iacv
to
grow
our
company.
So
please
continue
to
send
us
ideas
and
we
really
welcome
that
and
the
last
thing
I
always
I,
also
want
to
announce
that
Amanda
rue
de
recently
joined
gross
team
as
our
product
manager
for
fulfillment,
and
we
were
really
excited
to
have
her
and
I
think
she's
on
the
call
as
well.
So
with
that
I
will
end.