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From YouTube: General (CEO) Group Conversation (Public Livestream)
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B
B
If
not
yet
I'll
quickly
go
over
our
slides,
there's
a
there's,
a
couple
of
slides
so
get
like
this
in
the
top
two
percent
of
companies.
If
we
manage
to
keep
up
our
iacv
my
gross
margin
and
go
public
next
year,
we
would
do
that
at
an
unheard
of
revenue.
Growth
and
great
gross
margin,
so
we'd
be
considered
a
really
really
good
company,
so
top
2%
company
means
top
2%
output,
but
we
have
our
bar
is
a
lot
higher
than
everybody
else's.
B
We
have
to
be
a
lot
more
efficient
or
not
a
regular
company
if
we
managed
to
do
what
we
intend
to
do
next
year
and
we
have
to
hold
ourselves
to
a
higher
standard.
I
also
have
a
slide
about
handbook,
first,
so
hard
to
keep
doing
at
scale.
I,
don't
know
of
another
company
that
has
an
up-to-date
handbook.
The
only
reason
we
have
one
is
because
it's
handbook
first,
but
it
requires
extra
effort.
It
requires
a
great
handbook
engineering
team,
so
we're
gonna
have
ask
more
in
that,
but
it
is
a
I
kind
of
need.
B
B
B
Neuticles
olds
are
then
informed
that
should
be
everyone
where
our
mission
is,
everyone
can
contribute,
and,
lastly,
I
think
it's
it
might
be
intuitive
to
a
lot
of
people,
but
just
to
prevent
us
from
ever
forgetting
if
you
need
to
do
something,
don't
go
to
the
layers
of
hierarchy,
try
to
work
it
out
with
the
person
first
directly
and
escalate
up.
If
you
encounter
a
problem
but
never
make
people
go
to
a
hierarchy
to
achieve
something,
then
you
want
to
avert
belies
your
question.
B
C
Thanks
so
I
had
looked
through
the
presentation
and
I
noticed
on
those
those
columns
with
all
the
company
names
in
the
last
one.
Is
the
this
this
GM
percentage
target
in
points
I,
don't
know
what
that
means,
and
the
other
interesting
thing
I
noticed
is
that
zero
isn't
at
the
top
it's
partway
down
and
I
was
just
curious
about
I.
C
B
I
think
it's
actually,
it
might
not
be
a
really
good
one
distance
to
gross
margin
targets
or
our
our
our
net
margins
target
target.
Oh
distance,
ooh
gross
margin,
target
I.
Think
we're
at
85%
is
our
target
and
I
think
we're
doing
even
better
than
that.
So
I
think
that's
far
aware
on
top
I
think
our
gross
margins
right
now
about
89%,
so
we're
doing
better
than
our
target
I.
Think
that's
what
it
is.
It's
four
points
that
kind
of
jibes
with
what
the
four
that's
to
the
left
of
us.
B
D
Absolutely
I
was
thinking
of
a
slide
about
him,
but
first
a
lot
of
folks
who
are
new
to
the
company
and
may
not
have
seen
how
advantageous
this
is.
I
was
wondering
if
you
could
share
a
story
of
a
time.
You
saw
something
happen,
handbook
first
and
maybe
sure
the
benefits
of
that
process
out
of
that
story
and
then,
if
possible,
without
calling
somebody
else
specifically,
if
there's
a
time
something
didn't
happen,
hen
but
first,
if,
if
you
know
the
story
feature
the
negative
consequences.
B
Yeah
thanks:
that's
that's
great
and
people.
If
people
joining
the
coal
have
a
great
example
or
good
example,
please
please
say
so:
I
think
a
lot
of
I'm
not
going
to
give
this
specific
example
can't
think
of
one
for
right
now
for
in
a
positive
sense,
but
I
think
a
lot
of
people
who
joined
the
company
saw
our
handbook
beforehand
and
it's
every
other
company
I've
been
at.
B
They
do
have
a
handbook,
but
it's
not
what
people
actually
do
so
give
up
is
the
first
company
I
know
that
at
skill
actually
does
what's
in
the
handbook,
and
that
makes
it
so
much
easier
to
kind
of
opt
into
the
organization
join
us
because
you
know
what's
actually
going
on
mics.
It's
also
a
lot
easier
to
change
processes
and
I'm.
Always
the
handbook
is
not
to
pin
people
down
to
a
certain
way
of
working
it's
to
make
it
changeable
and
I.
Think
that's
a
counterintuitive
thing.
People
think
like.
B
Oh
because
it's
written
down,
we
always
have
to
do
it
like
that.
No,
we
wrote
it
down
to
make
it
easy
to
change
and
I
the
power
of
that.
If
you
want
to
change
how
we
award
bonuses
make
a
proposal
and
after
it's
done
it's
done
and
you
can
refer
to
it
and
this
morning
my
wife
asked
hey.
How
do
you
do
net
promotion
score
for
people
who
interview
at
cath,
lab
and
I
was
just
able
to
point
her
at
the
section
of
the
head
book
and
it
had
the
exact
question.
B
We're
asking
now
didn't
have
an
embedded
graph
here
with
our
scores,
but
that's
gonna
be
soon,
but
that's
such
that's,
so
powerful
and
after
I
think
maybe
some
people
on
the
corner
talked
about
how
they
how
they
thought
about
joining.
After
seeing
that
because
I
think
that's
the
three
thousand
applicants
we
have
every
week
for
our
jobs,
I
think
a
huge
portion
of
that
is
attributable
to
the
handbook
and
the
secondary
order
effects
of
that.
So
I'll
open
it
up
for
people
to
chime
in.
E
I
said
I
was
gonna,
share
a
story
of
our
first
interaction
that
you
probably
don't
remember
below.
For
me
when
I
excuse
me
when
I
joined,
it
was
very
related
to
the
handbook.
I
had
read
a
lot
of,
it
was
impressed,
and
so
I
told
you
that
when
we
met
in
Greece
for
the
first
time
and
your
first
reaction
was
that's
great
Brendan,
but
what
is
written
one
way,
but
we
do
it
some
way
different.
E
Now
that
you're
here
so
I
think
it's
an
important
example
of
how
you
live
that
everyday
and
we
all
can
learn
from
that.
You
asked
an
employee
on
their
fourth
day
to
go,
find
something
that
was
wrong
and
fix
it,
and-
and
you
trusted
me
to
do
that-
and
you
said:
hey
stalked
me
when
you
find
it
and
then
I
did
it
that
night
and
and
fix
something
so
I
just
think.
That's
the
story.
B
F
Thanks
ed,
my
question
is
about
global
optimization,
which
is
one
of
the
kind
of
bullets
under
our
results,
value
in
the
handbook,
and
you
know,
as
I
kind
of
try
to
wrestle
with
choosing
between
different.
You
know
priorities
in
my
own
kind
of
to-do
list,
I'm
curious.
If
our
okay,
ours
page,
is
listed
based
on
priority.
You
know
the
current
kind
of
design
of
that
page
has
things
listed
in
in
numerical
order
and
I'm
just
wondering
if
that's
based
on
priority
or
if
that's
you
know
just
kind
of
done
for
organization
and
readability,
yeah.
B
That's
a
great
question
thanks
for
asking
that
the
ordering
is
not
significant
and
would
be
great
if
we
can
add
that
to
that
page.
So,
if
there's
any
volunteers
for
that,
please
do
it
in
the
I'm
gonna
call
them
the
show
notes,
they're,
just
the
notes,
but
it's
not
significant.
The
reason
we
put
a
number
to
it
is
that
it's
easy
to
refer
to
a
certain
point.
B
A
He
said
I'm
curious
what
your
thoughts
are
on
the
long
term
impact
of
our
user
conferences.
I
threw
in
an
example
here
just
around
educating
customers
and
the
market,
but
I
just
was
wondering:
will
we
ever
have
a
Mosconi
sized
event
that
goes
way
beyond
get
lab
users,
like
just
kind
of?
Do
you
see
it
going
yeah.
B
Hopefully,
I
think
and
conference
certainly
do
something.
That's
that's
hard
to
achieve.
What
other
means
bring
those
people
together
getting
customers
up
on
stage
and
talk
about
get
lamp
has
been
extremely
powerful.
Like
we
got
more
content,
we've
got
more
videos
up
of
customers
talking
about
the
lab
than
ever
before.
I
think
people
feel
really
energized,
they
there's
something
to
being
present
somewhere
and
it
created
a
lot
of
energy.
So
as
far
as
I'm
concerned,
based
on
the
first
one,
it's
a
it's.
B
Thinking
about
most
county
sized
conferences
and
Mosconi
is
the
the
big
center
here
in
San,
Francisco,
I
think,
hopefully
we'll
we'll
have
or
rent
up
one
day.
I
do
want
to
mention
that
I
think
that
there's
so
much
interest
in
all
remote
working
that
we
might
that
that
might
be
a
shortcut
to
selling
at
Moscone
I.
B
Think
if
we
intensify
our
investor
in
all
remote
I
think
we
can
sell
that
out,
which
is
a
bit
weird,
because
that
would
mean
that
sales
force
would
sell
something
out
with
software
as
a
service,
which
is
what
is
his
dream
for
so
software-as-a-service
event
or
a
Salesforce
event,
I.
Think
by
now
it's
the
Salesforce
event
I
wonder
whether
back
in
time
it
was
kind
of
the
definitive
SAS
event
right
now,
SAS
there
and
conferences
like
that.
B
G
Derek
here
since
there's
no
questions,
I'm
just
kind
of
curious,
are
there
any
new
habits
or
any
single
habit
that
you
may
have
picked
up?
Somehow?
Recently,
that's
been
useful
to
you.
Oh.
B
For
example,
if
you
look
at
other
group
conversations,
I
think
there
should
be
questions
on
there
from
the
start.
So
since
they're
not
I'll,
start
asking
questions
and
I
end
up
like
having
half
of
the
airtime
of
a
group
conversation
and
it's
like
well,
my
questions
are
decent.
But
what
about
the?
What
signal
is
that
sending?
Is
this
like
the
CEO
reviewing
stuff?
B
Is
it
really,
everyone
can
contribute,
or
is
it
just
a
CEO
doing
that
like
be
conscious
of
not
just
the
content,
but
also
like
what
you
say
where
you
say
what
signal
it
sends
and
what
culture
you're
creating
with
that?
And
what
what's
that
telling
people
about
you
and
how
we
run
the
company
and
that's
that's
very
valid
feedback,
so
that's
I
haven't
learned
a
jab,
but
that
will
be
a
thing
I'll
try
to
do
better
at
and
maybe
to
tie
it
back
to
the
handbook
conversation
earlier.
Sometimes,
when
someone
does
great
work.
B
B
Too
I
should
be
way
more
conscious
of
not
just
what
I
say,
content
wise,
but
also
what
signal
is
sending
second
thing
is
I
shouldn't
try
to
like
create
a
handbook
first
culture
just
by
myself,
so
we'll
also
make
it
a
promotion
criteria.
You
cannot
become
a
director
until
you've
shown
that
you
can
force
that,
and
things
like
that,
so
basically
two
things
wrong,
be
more
conscious
of
the
culture
you're
creating
and
the
leadership
signals
you're.
Sending
second
thing:
is
they
don't
if
there's
anything
you're
still
doing
by
yourself?
That's
wrong!
B
You
should
stick
take
a
step
back,
make
sure
how
do
we?
How
do
we
enforce
that?
How
do
we
implement
that?
Just
like
in
our
values
section
we
have
eleven
ways
in
which
you
reinforce
our
values
in
our
handbook
section
we're
going
to
have
this
section
about
how
we
reinforce
handbook
first
cool.
Thank
you.
Thanks
for
asking
okay.
H
So
this
is
Jessica
the
question
for
you:
I
see
that
you're
out
there
quite
a
bit
speaking
at
conferences,
you're
on
Bloomberg.
Have
you
always
been
comfortable
with
public
speaking,
and
if
you
are,
what
do
you
do
to
prepare
yourself?
But
if
you
haven't
been
always
comfortable
with
public
speaking,
what
have
you
done
to
actually
help?
You
become
more
ease
with
this
thanks.
B
To
prepare
so
to
answer
your
question:
yes,
I've
always
been
comfortable
public
speaking
I
love
that
it's
a
very
constraint
and
defined
format.
You
know
exactly
what's
going
to
happen,
you
know
what
you
have
to
do:
I
struggle
much
more
with
like
by
now
I'm
okay,
but
in
the
past,
like
with
social
settings,
at
small
talk,
it
was
so
diverse
and
so
undefined,
and
so
the
goals
were
so
implicit
that
I
struggle
with
that
a
lot
more
and
to
prepare
I
basically
go
over
the
code.
B
What
we
want
to
get
on
here,
basically
like,
for
example,
Bloomberg,
interviewers
I,
think
the
pinnacle
of
this.
You
don't
know
what
questions
they're
going
to
ask,
but
you
know
what
you're
wanting
to
say.
So
it's
it's
getting
a
bit
like
it's
a
bit
more
like
politics
that,
whatever
the
question
you
got
asked
you
wanna
make
sure
you
you
say
what
you
wanted
to
say
and
the
last
Bloomberg
interfere.
B
I
did
that
three
out
of
four
times
so
this
room
to
improve
the
one
I
didn't
nail
was
about
recent
things
on
the
stock
exchange
and
about
investors
becoming
more
picky,
an
issue
that
should
have
tied
that
back
to
us,
delivering
customer
value
and
again
made
a
generic
statement
about
the
markets.
That's
that's
not
what
I'm
there
for
it,
but
three
out
of
four
isn't
super
bad
and
a
next
time
I'll
try
D
nailed
the
other
one.
F
I
was
just
might
be
actually
more
appropriate
for
the
sales
GC
if
it
comes
up,
but
I
just
noticed
that
we
missed
our
is
Erie
target
looks
like
for
two
months
in
a
row.
I
was
just
curious.
What
your
thoughts
on
the
trend
and
then,
more
importantly,
if
there's
any
sort
of
small
decisions
or
actions
like
the
team
can
make
similar
to
what
we
did
with
availability
of
our
Lhasa
T.
To
help
help
help
out
with
the
team.
B
Yeah
thanks
for
that
certainly
a
worrying
sign
and
we're
right
now
we're
not
on
track
for
the
quarter,
we're
slightly
below,
which
is
not
great.
We
I
think
we
hit
like
at
least
eight
I,
think
ten
quarters
in
a
row,
so
we'd
love
to
get
there
and.
B
There's
there's
no
one
generic
answer,
but
yeah
do
remember
that
we
had.
This
is
our
number
one
goal
in
the
company.
We
should
really
try
to
hit
it,
and
but
it
that
the
answer
is
different
to
get
depending
on
your
role
like
in
marketing,
we
should
be
looking
at
every
single
level.
We
can
pull
to
still
get
some
enterprise.
This
is
in
the
pipeline
for
q4
in
product.
B
We
should
make
sure
that
not
only
do
we
ship
great
features,
but
also
how
we
communicate
those
and
make
leap
and
that
their
own
by
default
and
that
they
work
in
that
they
actually
get
used
and
sing
for
that
throughout
the
company,
but
I,
don't
think,
there's
a
there's
just
one
for
everyone.
Otherwise
we
we
definitely
do
that
if
people
do
have
an
idea,
please
put
that
in
thanks
for
asking
thanks
for
reminding
everyone
Danielle.
B
A
When
I
was
shadowing
you
last
week,
I
learned
about
messy
food
and
I'm
realizing
how
much
of
the
handbook
I
still
need
to
read
as
a
result
of
that,
but
I've
been
applying
it
as
a
lens
to
writing.
Milano's,
Docs
and
I'm.
Our
marketing
is
so
thanks
for
that.
I'm
wondering
how
it
ended
up
in
the
handbook.
Is
there
a
story
about
kind
of
white?
Why
I
got
added
or
a
situation
that
came
up
I
just
really
curious.
B
It's
an
example
of
like
I
was
always
complaining
about
naming
Fink's
and
it
was
like
if
you
want
to
name
something.
Please,
please
ask
me
because
I
have
opinions
about
naming
so
I
was
putting
myself
in
all
those
situations,
the
super
frustrating
for
people,
people
thought
of
names
and
then
us
it
came,
but
his
complaints,
so
I
really
started
thinking
about
like
what
are
all
the
situations.
And
what
am
I,
what
is
the
feedback
I've
been
given
and
I?
Think
my
Sifu,
which
stands
for
mutually
exclusive,
collectively
exhaustive
few
words
and
ubiquitous?
B
It
basically
means
hey.
If
you
have
terms
to
make
sure
they
don't
overlap,
make
sure
that
they
spawn
all
different
cases
make
sure
their
few
words.
So
people
don't
leave
words.
Often
we
have
something
undefined
and
make
sure
they're
your
biggest
ubiquitous.
They
always
mean
the
same
thing
to
everyone.
So
really
messy
word
and
not
messy
forward.
So
maybe
mess
easily
of
opposite
of
messy
foo
is
enterprise.
Enterprise
can
mean
many
things,
depending
on
many
contacts
so
and
I
think
it
I
think
I've
been
able
to
kind
of
outsource
my
job.
B
That
way-
and
so
that's
been
a
really
great
thing,
and
if
you
want
a
reminder
how
counter-intuitive
languages
or
how
not
messy
foo
language
and
can
be
there's
a
words
which
I
forgot
for
some
statement,
that's
the
opposite,
I
think
it's
not
the
anagram
something
else.
Maybe
someone
can
help
me
start
with
an
A
Antonin.
A
B
Thank
You
Danielle,
there
are
words
that
are
Auto
antonyms,
that
are
the
opposite
of
themselves
and
I
was
just
flabbergasted
that
doesn't
exist,
but,
yes,
it
exists.
Google,
it
and
an
example
was
whether
this
person,
whether
dis
storm,
it
means
they
stood
strong
and
they
they
went.
They
survived
too
strong
without
getting
affected
too
much.
But
if
a
piece
of
wood
is
weathered
it,
it
really
was
affected
by
the
outside
environment
and
there's
a
couple
of
links
already
in
there.
It's
mind-blowing
that
these
words
exist
to
me,
but
we
don't
want
them
at
gay
laughs.
B
I
I
think
sit
so
there's
been
a
big
company-wide
performance
indicator,
push
at
the
functional
level
and
then
even
down
to
the
individual
job
family
level.
I'm
curious
as
Gill
AB,
continues
to
grow
and
has
become
what
we're
gonna
become
over
the
next
year.
How
do
you
see
people
using
these
performance
indicators
and
their
roles?
Yeah.
B
So
with
measuring
things,
it's
always
I
was
for
a
long
time
very,
very
worried
about
like
oh,
if
the
measurement
becomes
the
goal
or
if
the
goal
becomes
influencing
the
measurement,
you
get
all
kinds
of
bad
side
effects,
so
I
was
reluctant
to
implement
them.
But
then,
when
you
think
about
how
many
times
that
actually
happened,
it
never
happened.
I've
never
seen
us
displaying
that
behavior
just
to
prop
up
the
measurements,
so
I
kind
of
have
to
cut
all
of
us
a
lot
more
slack.
B
We
have
great
people,
we
have
managers
that
are
not
like
cross-functional.
They
actually
know
what
their
reports
are
doing
and
we've
grown
really
really
fast,
we're
going
from
four
hundred
to
a
thousand
people
discount
on
the
year.
Let
me
that
there's,
a
big
one
of
the
biggest
problems
is
like
not
knowing
what
to
do.
I
think
it's
the
four
factor
or
something
on
our
biggest
risk
page
and
it's
so
demotivating
to
join
a
company
and
say
hey
I,
don't
know,
what's
expected
of
me
and
like
people
don't
say
that
because
they
think
like.
B
Oh
apparently,
something
is
expected.
Everyone
else
figured
it
out,
but
I
haven't
figured
it
out
and
it's
you
don't
know
what
to
do.
The
manager
doesn't
know
what
to
optimize
for,
etc.
That's
a
much
bigger
and
more
common
problem,
so
we're
trying
to
add
performance
indicators
to
every
team
to
every
job
family
and
make
sure
that
at
least
we
know
what
what
optimizing
for
it
will
deal
with.
B
B
But
you
know
that
if
you
grow
that's
one
of
the
the
biggest
risks
and
now
we're
trying
to
help
with
that
and
looking
forward
to
working
with
you
to
get
those
embedded
graphs
everywhere
and
I'm
so
far,
I
think
I've
seen
people
responding
favorably
to
to
that
change,
because
everyone
thinks
other
questions
appreciate.
It
have
a
good
week.