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From YouTube: Ops Group Conversation (Public Livestream)
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A
A
On
the
calls,
I
hope
Daniel
might
be
on
vacation,
so
we're
here
to
answer
questions.
The
presentation
is
there.
I
did
I
was
watching
they're
like
how
to
prepare
for
a
group
conversation,
video,
that's
it
had
recorded,
and
one
of
the
things
he
had
suggested
is
make
sure
that
you
covered
not
just
like
the
content
of
the
slides,
but
how
that
makes
you
feel
I
thought
was
cool
and
I'll
say
like
in
preparing
this
presentation,
especially
I'll
comment
about
the
product
organization
specifically,
but
really
excited
about
our
vision.
A
We
have
a
complete
team
in
the
in
the
ops
section
for
product
managers.
I
had
asked
the
product
managers
to
like
give
me
links
to
the
issues
that
you
find
really
exciting
in
our
I'm
excited
to
see
us
work
on
in
the
future,
and
I
got
really
excited
about
them,
so
that
was
cool
I
feel,
like
the
team,
is
kind
of
grown
to
its
full
strength,
hitting
our
stride.
Delivering
where
we
need
to.
A
This
is
a
section
where
you
know
we're
not
traditionally
known
as
a
ops,
monitor
or
configure
company
we're
primarily
rooted
and
people
think
about
us
in
the
SCM
and
CIO
world,
but
it's
a
great
space
where
we're
evolving
quickly.
One
of
the
things
that
we've
consistently
put
as
a
high
priority
as
a
result
is
dogfooding
and
I
feel
like
we're,
starting
to
make
strides
not
as
fast
as
I
would
like
in
the
in
the
dogfooding
arena,
but
we're
starting
to
make
strides
in
terms
of
dogfooding.
A
We've
got
a
couple
of
smaller
services
that
are
running
in
a
fully
auto
devops
world
I
think
designs,
I
get
comm
is
one
of
those
and
we're
talking
about
moving
licensed
I
get
lab
comm.
Those
are
great
examples
that
I'm
excited
about
I'd
like
to
see
us
move
a
little
bit
faster
and
then
also
strictly
from
a
product
perspective.
A
When
there's
a
lot
of
merge
requests
going
on
to
those
documents,
because
that
means
we're
constantly
keeping
them
up
to
date,
as
we
onboard
new
people
they're
bringing
their
new
kind
of
industry
perspective
to
where
we
want
to
direct
the
product,
so
I'll
pause
there,
Dahlia
I,
don't
know
I'm
putting
you
on
the
spot.
I
don't
know.
If
you
want
to
talk
about
your
feelings
from
preparing
this
presentation,
but
I'll
hand
it
over
to
you
very.
C
Bittersweet
I
am
handing
off
my
position
and
taking
on
a
role
outside
of
gitlab,
but
I've
really
really
really
come
to
love.
My
section
I
mean
I've,
had
been
here
for
a
year
and
a
half
I've
had
the
opportunity
to
work
with
multiple
sections
and
I
love
them
equally,
but
I
am
biased
toward
off.
So
we've
had
a
great
great
quarter.
We've
hired
a
number
of
fantastic
engineers,
so
I'm
equally
excited
to
see
the
team's
filling
up.
We
are.
C
We
are
sort
of
over
the
hump
of
splitting
teams,
and
a
lot
of
the
team
composition
is
starting
to
stabilize
we're
finding
our
footing
in
execution.
So
really
really
great
work.
You
can
see
sort
of
how
the
ops
section
has
shaped
up
in
slide
eight
and
we're
really
down
to
two
front-end
vacancies,
so
quite
quite
fantastic
for
q3
and
heading
into
the
end
of
the
year,
but
yeah
I,
know
I
I
feel
really
really
great
and
very
appreciative
of
the
fantastic
team
members
that
we
have.
A
A
E
A
A
We
should
always
keep
our
eye
on
the
horizon
for
any
disruption
to
that
I
think
our
early
bet
on
communities
has
paid
off
one
of
the
things
that
I
frequently
use
on
I
hear
I
know
CID
uses
a
lot
is
that
gitlab
is
the
most
frequent
place
that
people
are
deploying
the
kubernetes,
because
we've
kind
of
enabled
and
an
ease
of
use
on
kubernetes
that
other
pure-play
kubernetes
as
a
service
providers
haven't.
So
that's
really
awesome.
I
I
always
think
you
know.
Tech
constantly
evolves.
F
Yeah
and
so
just
threw
out
a
little
bit
to
that,
I
think
that
kubernetes
is
kind
of
the
clear
winner
when
it
comes
to
a
orchestration
platform
for
for
containers,
and
so
our
bets
on
it
also
are
heavily
influenced
by
the
market
and
the
conversations
that
we
have
with
users.
So
we
get
a
lot
of
requests.
F
Let's
say
you
know
I,
like
I
like
to
see
Auto
DevOps,
support,
more
deployment
targets,
and
when
we
get
to
talking
to
those
users
that
let's
say
they
have
an
apple,
playbook
or
stuff
like
that,
they
always
have
a
plan
to
move
to
a
cloud
native
way
to
deploy
their
software.
So
we
feel
that
if
we
were
to
add
those
flows
today,
they
will
not
be
relevant
anymore
tomorrow.
F
So
that's
why
we
kind
of
focus
on
where
everybody
wants
to
go
and
we're
kind
of
a
lot
of
people
are
today
so
I
yeah
risk
in
new
technologies.
Sure
you
know
the
you
know
tomorrow,
a
new
platform
may
come
around
I
think
that,
as
long
as
we're
willing
to
make
those
bets
that
we've
made,
you
know
like
with
kubernetes
that
it
would
pay
off.
As
well,.
B
Want
to
dominate
so
please
emanate
the
conversation.
So
if
anybody
else
has
questions,
please
interject,
but
between
this
one.
My
second
question
yeah
just
asking
about
a
on
the
last
page
before
a
lobster
around
the
metrics
of
hiring
and
just
kind
of
curious
on
two
things.
One
is
more
just
kind
of
general
comment
and
let's
it
says
at
the
end,
we're
gonna
make
this
public.
Let's
just
make
sure
we're
not
sharing
any
confidential
information.
B
People's
names
in
that
process
of
that
and
because,
like
I,
know
that
it
like
I,
can
easily
edit
a
page
and
then
get
surfaced,
some
of
that
information
and
then
the
other
part
is,
is
it
says
in
there
you
know
it's
helping
us
determine
how
we
raise
the
bar,
but
it
wasn't
like
immediately
obvious
to
me,
in
my
mind,
like
it
shows
good
statistical
information
that
is
very
valuable,
but
I
don't
know
if
it
necessarily
answers
that
question.
So
I
was
trying
to
connect
the
dots
yeah.
C
I'm
I'd
like
Clement
to
to
speak
to
that,
so
he
put
together
dashboards,
Tokuda
suplement
and
a
lot
of
work
here.
Christopher
is
around
standardizing
our
front-end
assessment,
so
we've
done
quite
a
bit
of
work
there
and
and
what
we're
seeing
is
definitely
that
the
result
of
using
this
new
assessment
with
the
candidates
so
that
over
flags
and
so
Clemente
I'll
turn
it
over
to
you
to
you
know,
give
more
couple.
D
So
basically,
this
dashboard
is
still
work
in
progress,
but
I
want
to
show
the
latest
iteration
that
we've
made.
We
have
been
trying
to
improve
the
technical
interview
for
front-end,
trying
to
make
sure
we're
all
baseline
to
reduce
potential
bias,
as
well
as
try
to
find
data-driven
ways
to
raise.
The
bar
in
the
past
was
kind
of
hey,
maybe
starting
off
by
reducing
the
number
of
candidates
that
pass
through.
D
Passing
through
this
interview
process
able
to
demonstrate
their
abilities
in
these
different
categories
front
end
being
such
a
vast
functional
area,
it's
hard
to
kind
of
dive
deep
into
every
single
things.
So
we've
tried
to
standardize.
A
way
to
you
know,
try
to
do
our
best
with
the
time
that
we
have,
and
now
that
we
have
this
periscope
dashboard.
D
The
idea
is,
we
can
start
surfacing
how
it's
doing
over
time
as
well
as
right
now
the
managers
have
been
doing
an
interview
and
we
want
to
eventually
move
the
seniors,
the
team
to
start
conducting
these
interview
instead
and
we're
aiming
within
the
next
few
weeks
and
then
so
that,
as
we
move
towards
that,
managers
can
start
looking
at
this
dashboard
and
kind
of
iterate
and
improving
this
interview
process,
but
also
not
having
to
constantly
do
all
the
technical
interviews
to
observe.
Oh.
B
B
A
Sorry,
as
I
mean
yeah
great
question,
thanks
Christopher
I
just
put
these
links
because
I
was
referring
to
them,
but
we
have
a
ops
section,
vision
page,
which
specifically
outlines
here's
the
places
where
we
want
to
invest
in
the
next
year.
I'll
add
some
additional
color
that
you
know
we're
starting
to
go
through
the
product
planning
process
and
I
referenced
last
year's
product
planning
process,
specifically
there's
a
direct
slide
that
I
mentioned.
That
is
about
our
quote-unquote
team
analysis.
A
It's
not
really
team
analysis,
but
I
really
think
you
know,
given
the
data
dog,
IPO
and
the
purchase
of
by
Splunk
and
others,
I
think
a
New
Relic
and
some
others
had
major
acquisitions
recently
that
you
know
there's
a
deep
value
pool
in
the
monitoring
space,
specifically
IT
buyers
value
the
tools
that
are
provided
here
and
so
I
would
really
like
to
see
it.
I'm
gonna
say
this
not
knowing.
If
my
boss
is
on
the
call
like
this
I
would
really
like
to
see
a
much
larger
investment
in
our
monitoring
capabilities.
A
I
think
it's
a
place
where
we
can
and
should
shine,
and
that
is
place
where
we
can
expand
and
capture
more
market
quickly
as
part
of
a
single
DevOps
tool.
I'm
it's
place
that
it's
going
to
require
a
lot
of
investment,
there's
a
lot
of
deep
players,
but
I
think
we
have
outlined
a
kind
of
strategy
before
doing
so.
A
Obviously
that
has
to
get
modulated
with
our
overall
investment
and
other
critical
areas.
That
I
know
we
target
like
application,
security
and
release
management
and
project
plan
portfolio
management,
but
I
would
really
like
to
see
us
make
a
stronger
push
in
our
monitoring
tools.
So
we
can
maybe
not
next
month,
maybe
not
at
the
end
of
next
year,
but
over
time
compete
and
just
and
displace
you,
people
who
are
using
data
dog
or
Splunk
or
others.
G
A
I
present
we
don't
dog
food
metrics,
for
example,
on
get
lab
comm
we
use
Prometheus.
We
use
a
lot
of
the
same
tools,
but
we
don't
necessarily
use
our
UI
or
instrumentation
of
those
tools.
So
that's
one
and
we're
working
with
the
teams
to
like
to
start
using
incident
management.
Like
I
mentioned
there
are
some
smaller
applications
or
projects
that
we're
using
out
of
DevOps
and
then
also
using
metrics
and
alerting
and
alarming.
You
certainly
don't
use
any
of
our
logging
capability.
A
If
you
look
at
our
logging
capability
today,
it's
super
minimal,
basically
just
like
gives
you
the
output,
the
graph
of
the
logs
as
they
come
in
that
pod
logs,
so
there's
I
think
getting
started
on
those,
and
today
the
I
understood
like
I
would
speak
to
the
infrastructure
team.
All
the
time
and
I'd
want
to
be
empathetic
to
you,
like.
You
can't
ask
them
to
do
a
job
of
supporting
a
robust.
A
You
know
critically
business
important
application
with
tools
that
we
tell
them
are
minimal,
but
so
we
need
to
figure
out
some
way
to
get
initial
exposure
so
that
we
can
start
improving
on
that
iteration
cycle.
But
today
we
we
don't
use
our
of
those
tools
in
most
parts
of
our
critical
infrastructure.
H
D
Yeah,
so
in
the
past
for
technical
interview,
what's
really
standardized
on
the
front
end
side
so
by
standardizing
that
helps
reduce
a
little
bit,
for
example
me
for
an
example
could
be
very
excited
about
front-end
testing
versus
another
manager,
and
so
I
might
ask
more
testing
question.
Just
because
that
appeals
to
me
more
and
that
kind
of
creates
a
bias
towards
people
would
have
come
from
a
testing
background,
as
opposed
to
another
manager
who
might
be
more
specialized
in
something
else.
D
D
I
would
assume
that
every
one
is
a
little
bit
different
and
I
don't
know,
will
forever
like
eliminate
all
biases,
but
the
goal
is
to
reduce
it
so
that,
as
we
realize
people
might
be
not
following
the
the
norm
of
the
team,
we
can
start
doing
more
shadowing
and
more
strategic
shadowing
to
make
sure
everyone's
on
the
same
page
versus
right
now,
where
it's
not
very
clear.
Who
is
fitting
that
range?
If
that
makes
sense,
you.
H
H
H
I
Featuring
featuring
done
as
well,
which
point
some
context
on
the
our
Community
Relations
conversation,
one
of
the
questions
was
whether
we'd
start
tracking
better
to
which
stage
or
the
distribution
of
contributions
across
stages.
I
noticed
that
you
heard
that,
like
there's
a
label
for
monitoring
in
particular,
that
seems
to
be
deprecated,
which
label
do
you
think
we
could
use
on
our
end
to
track
community
contributions
on.
A
A
C
That
would
be
my
recommendation.
It
would
be
great
if
we
could
use
the
grape,
the
grape
scoped
labels,
so
that
assigns
it
to
a
group
that
works
on
it,
as
well
as
the
community
contribution
label
helps
us
show
that
investment
in
throughput.
So
as
an
example,
if
you
take
a
look
at
slide,
14
you
can
see.
C
This
is
not
as
clear
because
it's
a
screen
shot,
but
the
green
that
you
see
in
the
graph
is
the
group's
investment
in
community
contribution
and
that's
something
I
watch
for
it's
something:
the
managers
are
encouraging
the
engineers
to
participate
in.
We
do
see
it
more
in
certain
stages
versus
other,
so
you
might
have
heard
secure.
Is
you
know
more
not
not
necessarily
in
the
community
edition,
so
contributions
are
a
bit
limited,
we're
not
quite
there.
A
Thank
you
make
sense.
I'll
say
that
we've
also
started
highlighting
community
contributions
on
that
maturity,
page
that
are
referenced
in
those
earlier
slides,
but
I,
don't
think
josh
is
on
I'm
fairly
certain
it
might
be
manual.
So
I
don't
know
if
that
is
automated
or
not
so
we
might
also
want
to
check
that
we
couldn't
apply
that
whatever
logic
we
apply
in
reporting
community
contributions
to
stage
elsewhere.
To
that
so
appreciate.