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From YouTube: Customer Success Group Conversation
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A
Okay,
so
I
think
we're
ready
to
start
awesome.
So
hello,
everybody
I,
thank
you
for
joining.
My
name
is
David
Sakamoto
I
am
the
vice
president
of
customer
success
here
at
github,
and
it's
now
my
sixth
week
it.
So
it's
been
an
absolutely
fantastic
experience.
Just
a
couple
quick
references,
I
did
a
post,
the
presentation
and
I
put
in
a
short
10-minute
introduction.
Video,
if
you
haven't,
had
to
take
a
chance,
take
a
look
at
it
there
in
the
meeting
invite
and
if
you
have
any
questions,
there's
a
customer
success
channel.
A
If
you
haven't,
have
questions
after
meeting
the
customer
success
channel
that
we
can
look
answer
additional
questions
if
any
come
up
after
this
discussion,
so
to
kick
it
off.
I'll
start
with
the
questions
that
are
in
the
Google
Doc
and
if
you
have
any
questions
by
the
specific
slide,
if
you
just
make
sure
to
note
which
slide
you
have
a
question
about,
and
I'll
start
going
through,
the
questions:
are
they
pop
up
so
first
I'll
just
covered
so
Thank,
You,
Sid,
I,
yeah
I?
A
B
A
Like
wow
great
question,
you
know
there
was
a
handful
of
things,
I
don't
actually
say
I,
probably
it
was
the
experience
of
connecting
with
the
team.
It's
probably
the
thing
I
got
out
the
most,
so
it
was
a
fantastic
opportunity
for
me
to
engage
the
community
and
I
would
say
the
community
being
the
employees
of
gitlab,
but
I
also
had
a
really
good
time
connecting
with
some
of
the
contributors
of
core,
so
that
was
really
fantastic,
and
one
of
the
key
things
I
really
enjoyed
was
in
learn
was
a
question
for
me.
A
It's
kind
of
what
motivates
people
to
contribute
and,
and
how
can
we,
you
know,
think
about
how
can
we
help
facilitate
and
encourage
and
make
it
a
great
experience
so
outside
of
the
pieces
that
come
out
both
the
engaging
and
having
conversations
directly
with
the
contributor,
but
also
getting
feedback
around?
How
do
we
make
sure
it's
easy?
How
do
we
make
sure
we're
paying
attention
to
the
contributions
and.
A
A
It's
one
of
the
things
I
love
about
get
lab,
but
the
piece
that
really
experience
was
getting
to
connect
with
the
people,
building
relationships
and
actually
seeing
how
all
those
values
are
really
instilled
in
the
whole
team
and
also
seeing
how
you
know
and
having
some
availability
to
have
regional
differences,
because
every
has
a
cultural
difference.
So
how
do
that
you
know
engaging
and
having
conversation
with
folks
around
how
the
different
Reap
you
know,
macro
and
micro
cultures
were
interpreted
by
the
different
folks.
A
I
did
the
last
piece
is
I,
and
one
of
the
conversations
that
I
have
a
lot
of
passionate
about
is:
how
do
we
focus
on
culture
as
we
grow
in
scale,
and
I
really
learned
some
really
insightful
feedback
on?
How
do
we
keep
our
values
top
of
mind
in
some
areas
or
how
we
can
do
a
better
job?
Making
sure
that
we're
role
modeling
it
making
sure
we're
talking
about
the
values
and
being
transparent
and
where
were
you
know
where
we
need
to
continue
to
improve?
A
So
those
are
a
couple
key
things
that
I
really
enjoyed
and
learned
about
was
again
connecting
with
the
the
contributors
in
the
community
in
really
experiencing
that
and
building
relation
of
the
team
and
and
really
talking
through.
How
do
we
preserve
our
values
of
culture
as
we
grow,
so
I'll
move
on
to
and
say.
Thank
you
for
the
suggestion.
One
thing
I
was
going
to
ask
for
the
Bravo
audience.
I
really
appreciate
people
give
me
guidance
and
feedback,
because
I'm
still
getting
my
sea
legs
of
the
gitlab
way.
B
Sid,
you
know
so
that's
a
hint
about
working
progress
and
it's
it's
a
bit
of
a
misnomer,
because
things
are
a
work
in
progress,
but
if
we
label
everything
in
get
lab,
that
is
a
work
in
progress.
We'd
have
that
on
every
single
document
and
every
single
webpage.
It's
like
it's
like
the
old
internet.
We
have
under
construction
on
every
web,
page
so
work
in
progress.
We
only
do
if
merging
it
would
lead
to
a
problem.
So
your
case,
it's
a
presentation.
You
can't
even
merge
it.
So
there's
no
need
for
work
in
progress.
A
Thank
you,
I
will
definitely
take
it
out.
I
mean
I.
Think
I
put
it
in
their
very
beginning
when
it
was
still
crude,
but
I
agree,
everything's,
working
progress
and
that's
part
of
our
values,
iterating
so
effectively.
Everything
is
working
process.
Excellent
comment
think
you
said
Philippe
I'll
move
on
to
the
next
question:
how
can
you
improve
communication
between
departments,
especially
in
engineering
and
CS,
excellent
question?
A
So
this
is
very
top
of
mind
for
me
and
I'll
answer
it
a
little
bit
with
a
philosophical
answer
and
then
I'll
answer
direct
because
I
look
at
cuts
from
success.
Is
you
know
we
have
a
customer
success
team
and
we're
accountable
for
a
number
of
things
that
are
in
terms
of
driving
both
the
value,
realization
or
solution
validation
during
the
sales
process
as
part
of
the
solution,
architects,
implementation
or
professional
services
all
as
a
Tam's,
but
really
to
do
customer
success
properly.
A
We
need
to
build
a
system
kind
of
orchestrating
value
across
all
the
value.
You
know
everybody
contributes
to
delivery
of
value
to
our
customers,
and
so
you
know
we
need
to
build
and
I
would
actually
expand
both
kind
of
processes,
but
also
communications
with
the
respective
teams
and
I
think
they're.
You
know
when
I
look
at
you
know.
One
of
the
observation,
I
think
there's
great
collaboration,
but
I
can
I
think
we
can
do
a
better
job
of
helping
each
other.
A
A
The
flipside
is
making
sure
that
we've
got
a
clear
approach
and
process
where
we
need
help
for
key
customers
and
making
sure
that
if
we
have,
for
example,
an
escalated
situation
that
we're
making
sure
we've
got
a
clean
process,
we
can
articulate
the
value
the
impact,
the
risk
to
the
customer
very
clearly
and
get
to
the
right
people
really
quickly.
So
we
can
get
the
right
help.
We
need
so
I
think
in
terms
of
in
a
certain
way,
I
think
the
communications
there
I
would
kind
of
looked
at.
B
B
C
I
I
saw
that
coming
I'm
off
of
mute,
so
I'm
ready
to
go:
hey,
hey
David.
How
do
you
see
us
evolving
and
developing
our
consulting
and
services
to
help
guide
customers
and
their
transformation?
You
know
addressing
all
levels
in
the
organization.
You
know
how
do
we
executives
drive
and
lead
transformation?
How
do
managers
have
to
change
and
then
how
do
we
help
people
from
a
technical
perspective
implementing
and
getting
the
greatest
value
out
of
eula
yeah.
A
So
excellent
question.
Thank
you.
John
appreciate
that
a
couple
things
right
now
I
actually
take
some
terms
from
Joel.
So
when
I
attribute
back
because
I
really
liked
the
way
he
stated
it
and
he
kind
of
had
this
kind
of
statement,
I
kind
of
transitional
services
and
transformational
services
and
the
way
that
I
kind
of
look
at
it
is
almost
like
layers.
You
know
of
a
cake
right
and
right
now,
if
you
look
at
our
services,
are
very
solution
oriented
in
terms
of
product
level
and
he
economy.
A
Those
are
transitional
services,
so
you're
kind
of
transitioning
from
you
know
product
a
B
and
C
to
get
lab
in
the
various
stages
that
we
bring
to
the
table,
and
some
includes
you
know,
deployment
and
configuration
migration,
training,
the
very
product
centric,
that's
kind
of
a
transitional
services.
I
think
the
next
layer
up
is
to
kind
of
start
to
get
into
operational.
So
how
do
we
start
to
look
at
best?
You
know
operational
best
practices
and
how
to
bring
help
teams
work
together
to
really
because
it's
you
know
it
changes.
A
A
It
gets
to
be
a
much
richer
aspect
of
Howard
services.
So
the
way
I
kind
of
looking
at
this,
we
kind
of
kind
of
make
sure
that
our
our
base,
foundational
services
are
mature
and
we
start
to
kind
of
move
up.
The
stack
because
I
think
that
I
look
at
that
transitional
services
as
a
foundation
that
we've
got
to
continue
building
on
so
I,
look
at
it
somewhat
in
a
sense.
We
don't
necessarily
need
to
do
it.
A
D
Thank
you
very
much,
so
this
is
Fabian
I
just
joined
the
product
team
in
the
Geo
segment
and
I
was
wondering
with
our
sort
of
renewed
focus
on
customer
success
and
also
customer
results.
How
do
we
ensure
the
issues
that
are
being
serviced
by
customers?
Are
you
know
like
funnel
to
the
product
team
so
that
we
can
react
appropriately
and
ensure
that
you
know
their
needs
are
met?
Yeah.
A
A
You
know
what
I
plan
to
do
is
build
on
the
foundation
and
that
that
the
team
built
I
would
say
the
organization,
and
so
you
know
I,
there's
still
some
work
to
be
done,
trying
to
understand
exactly
how
we're
doing
it,
but
the
way
I
kind
of
look
at
it,
I
kind
of
like
an
Operations
kind
of
mindset,
alright.
So
the
first
thing
is
kind
of
we've
got
a
clean,
you
can't
depend
on
conversations
and
these
kind
of
things
like
I
like
to
have
a
clean
connection
without
translations
right.
A
So,
for
example,
you
know
how
you
know:
how
do
we
collect
issues
needs
the
map
of
how
you
consume
issues
right,
so
I
ran
an
engineering
team
and
one
thing
I
learned
you
know:
I
saw
one
of
things.
I
learned
from
past
experience.
Our
support.
You
know
me
to
get
pretty
tactical
here,
but,
like
our
support
fields,
around
reason,
codes,
components
and
those
kind
of
things
we're
totally
different
than
engineering,
so
it
always
required
this
translation.
A
So
some
of
the
things
are
I
kind
of
how
do
we
systematically
build
stuff
sort
and
things
move
really
quickly
and
efficiently
without
translation?
And
then
we've
got
the
right.
Cadence
of
you
know
the
information
flow
is
systematically,
and
then
we
probably
have
some
cadence
of
making
sure
that
we're
able
to
highlight
and
clarify
things
as
needed
and
help
prioritize,
so
I
think
you
know
I
think
some
of
those
pieces
are
there
I
think
we
have
some
more
work
to
do
and
again
that's
a
little
bit
of
the
you
know.
A
E
Hayden,
would
you
like
to
ask
a
question
sure
thanks
David
you're,
pretty
straightforward,
just
wondering
if
you
in
your
observation
so
far,
you
think
there
might
be
an
opportunity
or
an
opening
for
sort
of
more
traditional
customer
success,
managers
in
commercial
sector
and
perhaps
the
lower
end
of
enterprise.
Yes,.
A
Absolutely
great
question,
thank
you
and
what
I
would
say
when
you,
when
you
look
at
if
you
look
at
the
presentation
and
slide
three
and
that
is
kind
of
a
generic,
so
kind
of
the
approach
is
I
just
want
to
get.
We
need
to
get
something
so
kind
of
iterate
to
get
a
version
of
a
journey,
but
ultimately
we're
going
to
build
segmentation
specific
journeys
right
and
if
you
look
at
the
explore
in
the
market.
A
Frankly,
just
the
the
economics
are
different,
so
I
think
there's
always
look
at
were
lent
to
where
the
customer
side
and
the
company
side
on
the
unlit
on
the
company
side,
which
is
I,
think
most
people
think
of
a
down
market.
The
economics
are
there,
so
we
need
a
you
know,
much
more
scalable
approach
to
address
the
needs
of
those
customers,
but
I
also
would
say,
and
it
often
times
I-
think
people
overlook
how
those
customers
consume.
A
The
product
is
also
very
different
right,
so
we
need
to
be
cognizant
like
if
you
almost
do
it
swimming
sensibly.
Somebody's
market.
If
you
give
like
an
enterprise
approach
like
I,
don't
need
all
these
meetings.
I,
don't
need
all
these
qbr,
it's
like
it's
just
I'm
a
one-stop
shop
right,
I
don't
have
time
for
that.
So
we
got
to
balance
both
of
those.
What
I
would
probably
you
know,
I
would
say.
A
You
know
a
lot
of
times
like
marketing,
automation,
there's
a
lot
of
great
things
you
can
do
in
terms
of
leveraging
technologies
like
that
to
drive
a
really
engaging
digital
engagement,
the
products
ulema
trees
going
to
be
super
critical
in
that
space
without
twenty
tree.
It's
it's
very
challenging,
so
there's
some
work
that
we
have
to
do
in
partnering
with
the
the
product
team
to
start
building
those
data
insights
from
the
product,
the
other
thing
I
would
say
not
and
I
haven't
even
explored.
A
A
Question
by
the
way
it
was
great
date
it
connect
with
you
work
and
contribute,
okay,
so
a
great
question.
So
one
of
the
things,
if
you
slide
four
or
one
of
the
most
important
things,
is
array.c
I
haven't
seen
any
big
problems,
jump
out.
I
would
say
one
thing
that
I
think
is
renewable
forecasting.
It's
probably
that
we
need
to
get
a
little
cleaner
up,
but
ultimately
I
would
look
at
the
team.
Is
you
know,
I
would
say
the
whole
collective
team
is
there
to
drive
adoption
and
fills
begins.
A
Philosophically
we're
gonna
drive
a
revenue
through
driving
value
and
a
great
experience
for
our
customers
and
clients,
and
so
I
think
the
core
job
for
us
is
to
make
sure
that
we
drive
that
adoption
driver
with
a
great
experience
and
ultimately
we're
earning
that
right
to
renewal,
then
and
we're
adding
more
value
to
our
customers.
Now,
as
it
relates
to
you
know,
I
would
think
that
the
the
the
Tam's
role
Camaro
having
that
accountability
to
drive
that
lifecycle
and
I
think
well.
A
You
know
the
renewal
is
a
question
around
who
transaxle
know
right
now
the
sales
team
does
so
I.
Would
look
at
the
responsibility
that
cam
is
that
Duty
up
that
friction
is
renewal
and
I
also
have
an
early
warning
system
to
make
sure
if
we
see
warning
signs-
or
you
know
troubled
accounts-
that
we
have
a
really
tight
engagement
with
a
sales
team
to
go
tackle
those
problems.
We
do
have
a
triage
process
in
place
now
and
one
of
our
q2
okay.
A
Ours
is
to
really
get
a
little
tighter
in
terms
of
how
we
articulate
and
track
that,
but
also
how
we
report
it
out.
So
there's
full
visibility
and
we
are
ensuring
that
we
can
address
optimize
on
outside
and
and
on
iacv,
but
also
make
sure
that
we,
if
there's
any
risk,
accounts
at
work
as
a
team
going
in
fact
in
those.
So.
F
A
Okay,
let
me
explain
what
that
yes
means.
You
know
so
I
think,
as
the
sales
team
is
engaging
I.
Think
one
of
the
things
is:
we've
got
a
really
I
think
there's
another
area
for
improvement
as
our
stakeholder
management.
So
who
are
the
different
personas
with
the
you
know
and
I
think
one
of
the
things
is
force
management.
So
a
little
thing
about
force
management
is
going
to
be
looking
at.
How
do
we
do
manage
that
stakeholder
map
mm-hmm?
A
But
if
you
look
at
different
stakeholders,
you
can
have
it
executives
down
to
directors,
managers
and
the
end-users
right,
so
I
I
think
the
key
approaches
the
account
strategy
and
stakeholder
map
needs.
It
means
it
seamlessly
transition.
You
know
it's
part
of
that
transaction
post
transaction.
We
managing
that
consistently
as
a
team
and
so
I
think
there's
some
work
to
be
done
in
terms
of
kind
of
the
RACI
for,
for
example,
if
you
have
an
executive
sponsor,
you
know,
how
are
we
going
to
manage
that
process?
I
would
expect.
A
A
That's
one
of
the
key
things
that
we're
gonna
be
doing
as
well
as
we
are,
but
we're
gonna
have
a
primary
point
of
contact
and
if
you
look
at
the
slide,
there's
a
little
star
and
there
it
is
kind
of
show
customer
celebration
points,
so
we're
gonna
have
certain
triggers
where
we
may
be
working
with
a
director
of
tooling
or
maybe
a
director
of
development.
When
you
hit
certain
milestones,
we'll
want
to
look
at
saying,
hey.
How
do
we
make
sure
that
we're
having
touch
points
with
different
parts
of
the
organization?
A
G
David
yeah
thanks
again
for
doing
this
and
posting
videos
and
unfiltered
yeah
I
guess
my
question
is:
how
do
we
be
better
ambassadors
of
asynchronous
workflows?
You
know
we
are
very
much
doing
that
with
gitlab
and
our
customers,
but
oftentimes
at
the
leadership
level
that
you
know
they're
not
there
yet,
and
you
know
how
do
we?
How
do
we
bridge
that?
Are
there
lessons
learned
from
previous
experiences
that
maybe
can
be
brought
to
bear
here?
Yeah
just
curious
to
know
what
your
thoughts
are:
I'm.
A
Gonna
be
as
humble
as
possible
here:
I
need
your
help.
So
a
lot
of
the
ways
we
do,
this
I
love
it,
but
I'm
learning
and
so
in
a
certain
way.
I'd
actually
say
I,
don't
bring
more
experience
to
get
lab
of
being
a
sickness.
This
is
this
is
I,
think
you
know,
percentage
of
being
best-in-class
and
remote
and
and
working
it
I
need
help.
So
I
love
said
I
wouldn't
since
gives
me
gives
me
guidance
and
like
during
this
call.
I
really
appreciate
that
and
I
actually
ask
that
for
everybody
in
the
organization.
A
Did
you
see
some
areas
where
I
can
proof
I
love
that
feedback,
so
I
I
would
actually
say
I'm,
not
an
expert
I'm.
This
is
one
area
that
I'm
learning
I'm
really
enjoying
it.
I
just
had
a
actually
a
call,
an
old
Cisco
colleague
he
do
some
coaching
and
I
was
actually
talking
specifically
about
that.
How
I
love
the
efficiency,
the
productivity?
A
When
you
show
up
you
know,
everybody's
ready
to
roll
everybody's
ready
to
get
work
done
so
I
would
say:
I
appreciate
all
the
things
done
in
terms
of
readiness
and
and
I'm
a
learner,
and
it's
part
of
this.
This
is
one
area
that
I'm
focusing
on
learning,
so
I
had
actually
kind
of
flipped
that
around
please
give
me
a
Dreyse.
Please
give
me
help
so
I
can
improve
him.
He
do
it
together.
B
A
And
I'm
gonna
try
to
do
a
lot
of
these
because
I
think
for
my
past
experience,
there's
a
lot
of
questions.
There's
a
lot
of
that
in
in
the
market.
Also,
there's
a
lot
of
different
understandings
of
what
customer
success
is
so
I'm
gonna
try
to.
If
you
can't
attend
this
I'm
going
to
start
building
a
library
to
chart
explaining
all
the
different
components
as
we
build
them
so
again,
ask
questions.
A
Okay,
I
think
we
are
all
set
of
this
way
that
would
quick.
Second,
okay,
well,
I,
don't
see
any
other
questions
so
again,
the
customer
success
channel
is
there.
So
if
you
come
up
with
any
questions
or
those
that
were
not
able
to
participate
and
maybe
you're
watching
this
video,
please
use
that
customer
success
channel
ask
additional
questions
and
thank
you
all.
So
much
for
for
taking
the
time
to
connect
and
I
appreciate
all
the
great
questions
and
advice.