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From YouTube: Product Group Conversation (Public Livestream)
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A
C
Thanks
Scott
I
see
you've
already
answered
them
in
the
doc,
but
I
think
it's
good
to
talk
about
these
as
well.
I
show
got
the
first
three
because
apparently
had
a
bunch
of
questions
so,
on
the
slide
on
slide
nine,
there
was
some
interesting
sort
of
internal
survey
metrics
where
one
thing
that
was
lagging
a
bit
before
was
the
question
or
the
statement.
C
B
B
What
I
tried
to
do
to
drive
clarity
is
I
created
a
career
development
framework
which
is
also
linked
on
slide.
Eight,
hopefully
helps
drive
a
simple
explanation
of
what's
expected
at
each
level
and
then
also
in
the
sense,
in
the
intervening
time,
between
the
first
measurement
and
the
second
one,
people
had
extorted
to
get
experience
with
some
of
the
new
aspects
of
the
system,
like
problem
validation.
B
Most
most
of
the
PM's
at
this
point
have
have
gone
through
one
or
in
the
middle
of
one,
and
so
doing
these
things
at
least
once
starts
to
build
confidence
that
one
understands
had
how
to
execute
the
system
and
how
to
how
to
succeed.
And
then
you
asked
how
would
we
drive
it
higher
still
we're
gonna
start
doing
career
development
framework
check-ins,
probably
a
couple
times
a
quarter
just
elevate
out
of
the
day-to-day.
B
You
know
many
one-on-ones
can
be
very
much
about.
What's
happening
day
to
day,
we
want
to
check
in
on
people's
make
sure
people
are
connected
to
sort
of
the
higher-level
expectations
for
the
role
higher-level
skills,
to
make
sure
that
as
they're
chipping
away
on
the
day-to-day,
they
also
are
doing
things
with
building
the
skills
that
they
they
need
to
succeed
in
the
system.
So
I
think
that
will
help
also
we're
going
to
do
some
training
internally
and
externally
to
make
sure
that
people
feel
like
they
have
the
skills
they
need
to
succeed.
C
Thank
you
for
that
and
then
my
my
second
question
was
about
on
my
third
and
Ojai.
Account
was
about
the
career
development
framework
and
it's
just
a
minor
thing.
So
we've
got
a
similar
framework
in
engineering
and
the
way
it
works.
Is
you
sort
of
read
left
to
right
so,
like
you
know,
you
have
a
column
for
intermedia,
a
column
for
senior
a
column
for
staff,
and
then
you
sort
of
like,
as
you
read,
left
to
right,
you
see
what
you
need
to
do
the
product
one.
C
B
D
E
B
C
F
So
I
know
the
customer
advisory
board
starts
tomorrow.
I
know
broadly
we're
just
there
to
learn
from
our
customers.
Yeah
I
mean
they're
a
bunch
activities
around
that,
but
I'm
curious.
Is
there
something
in
particular
that
you
are
you're
specifically
really
interested
in
learning
or
there's
something
something
area
that
you're
particularly
watching
this.
B
Is
my
first
one
so
more
than
anything,
I'm
just
kidding
I'm,
looking
forward
to
making
personal
connections
with
some
of
our
key
customers
and
starting
to,
for
my
own
point
of
view
about
what
makes
these
folks
tick
and
what
they
care
about.
So
for
me,
I'm
just
excited
to
soak
in
that
and
hear
directly
from
customers
with
our
particular
async
way
of
working
time
like
this
is
super
valuable.
So
for
me
it's
that
getting
a
baseline
for
what
our
customers
need.
B
We
also,
you
know,
have
a
number
that
there's
also
a
p.m.
for
a
day
exercise
in
there,
where
we're
gonna
propose
15
things
that
we
might
invest
in
and
we're
gonna
ask
them
to
spend
their
money
where
they
would,
if
they
were
a
peon
I'm.
Looking
forward
to
the
output
of
that
too,
because
we
need
to
I,
that's
just
another
great
input
to
know
where
we
should
invest.
Oh
thanks,
yep.
G
John
Scott,
so
it's
like
to
you
indicates
you
know
the
rapid
grow.
If
you
guys
have
experience
in
product
and
the
engineering
is
similar
grow.
What
would
you
kind
of
like
what
would
be
your
recommendation
for
for
engineering
and
specifically,
the
managers
combining
with
with
the
product
manager
in
ensuring
that
we
new
new
starters
are
in
line
with
the
vision
of
the
stage
they
work
on,
as
well
as
to
build
that
Y
for
the
in
terms
of
them
understanding?
Why
they're
doing
the
work?
That's
a
solution!
Yeah.
B
Great
question:
there
is
a
slide:
six
has
links
to
three
vision:
pages
for
the
sections,
so
dev,
CI,
CD
and
ops
have
written.
Those
I
would
expect
them
to
come
for
enablement,
plus
a
secure,
defend
and
growth.
Those
are
excellent.
Docs
that
I
think
explains
some
of
the.
Why
they
talk
about
the
market
opportunity
to
talk
about
our
challenges.
They
tuck
let
the
themes
we
want
to
hit
over
the
next
year
to
really
drive
our
position.
B
Just
this
morning,
I
requested
that
the
directors
of
those
areas
set
up
a
synchronous
live
discussion
around
these
pages,
with
development
with
all
of
our
D,
so
that
and
as
well
as
product
marketing,
so
that
we
can
all
just
have
a
conversation
about
it.
We
can
sort
of
have
a
moment
where
people
read
this
thing
and
review
it
together.
So
I
would
recommend
soaking
reading
that
for
and
participating
and
contributing
to
that
conversation.
B
Also,
as
part
of
the
problem
validation
phase,
we
are
creating
one-page,
Docs,
they're
called
opportunity,
canvases,
and
it
lays
out,
hopefully
in
a
simple,
easy
to
consume
way
who's
the
target
user.
What
problem
do
they
have?
How
are
they
working
around
this
today?
What's
the
opportunity
in
terms
of
what
do
we
think
the
reach
for
this
is,
what's
the
impact
going
to
be?
What's
the
expected
level
of
effort?
What
do
we
think
the
solution
might
look
like,
and
how
might
we
take
this
to
market?
B
This
asks
the
PM
to
think
about
a
lot
of
these
interrelated
things.
Upfront
and
I
think
it
does
a
really
excellent
job
of
teeing
up
what
that
opportunity
is.
We
just
had
a
couple
reviews
of
these
last
last
week,
so
these
are
starting
to
come
off
the
production
line
after
the
team
has
done
some
problem,
validation,
research
and
Jeremy
did
one
on
fine-grained
access,
permissions
and
Sarah
did
one
on
error
tracking
both
really
framed
up
those
opportunities.
Look
for
lots
more
of
these
coming
for
some
of
the
major
things
we
doing.
B
A
H
I
had
one
question
so
I
don't
know
if
you've
seen
the
announcement
from
the
engineering
department
about
sort
of
shift
in
prioritizing
availability
over
velocity
and
I
think
at
gitlab,
iteration
and
speed
of
delivery
are,
you
know
really
important.
So
I
was
just
wondering
what
your
view
is,
how
that
is
going
to
impact
the
the
product,
the
department-
and
you
know
how
this
is
you
know,
will
there
be
a
change
or
you
know
just
to
give
you
on
it?
I.
B
I've
you
this
as
guidance
for
the
team
on
how
to
think
about
priority,
and
it's
a
reminder
that
we
should
not
be
doing
things
in
the
name
of
velocity
that
negatively
impact
availability.
I.
Think
if
velocity
is
the
only
thing
you're
thinking
about,
sometimes
it
can
can
lead
to
cutting
corners
that
might
that
might
damage
availability.
That's
not
the
trade
we
want
people
making.
We
want
them
to
be
conscious
of
their
decisions
against
availability,
and
we
want
to
make
sure
that
those
are
prioritized
highly.
That's
the
gist.
It's
it's.
B
B
Also,
we
built
up
some
debt
in
the
area,
for
example,
there's
a
lot
of
areas
where
we
don't
have
a
limit
set
and
if
we
do
set
limits,
we'll
we'll
have
a
much
higher
likelihood
of
achieving
availability.
So
part
of
this
is
also
about
making
sure
we
pay
down
debt
where
we
might
have
moved
really
fast
before
and
not
considered,
availability
enough.
So
I
think
those
are
the
two
areas
where
it's
gonna
come
up
like.
B
D
D
What
they're
required
positive
business
outcomes
are
what
the
required
capabilities
and
you're
mentioning
some
of
the
things
about
how
you're
gathering
requirements
from
customers
and
stuff
and
yeah
I
think
there's
a
may
be
a
great
simile
there
in
the
sunset
you
know
the
things
that
we
asked
for
from
our
customers
to
understand
what
they're
trying
to
do
from
a
sales
side
might
be
a
great
way
for
us
to
gather
requirements
and
think
about.
You
know
how
gitlab
gathers
that
information?
What
are
the
the
positive
business
outcomes
that
come
out
of
it?
D
What
are
the
required
capabilities?
And
then
you
know
force
also
talks
about
creating
unique
differentiators
in
the
market
against
our
competition,
and
so
you
know,
as
we
kind
of
take
a
little
step
back
and
think
about
you,
know
what
we're
gonna
build,
how
we're
going
to
build
it
and
what
the
customers
want
need.
Have
we
thought
about
bringing
in
the
ideas
around
force
management
to
say
you
know
this
gives
us
a
differentiation
that
really
makes
us
better
and
different
in
the
marketplace
and
than
others
so
I
want
to
get
your
thoughts
on
that.
B
You
know
I
participated
in
the
force
management,
the
creation
of
the
force
management
content,
as
did
a
number
of
other
folks
from
product
at
the
time
I
felt
like
the
output
of
that
was
consistent
with
where
we
were
headed,
so
I
didn't
see
a
big
disconnect
there.
That
said,
it's
super
important
to
stay
in
sync,
because
the
things
that
we
believe
are
important
as
we
move
our
product
line
forward
should
be
represented
in
the
forest
management
content,
so
that
we're
all
telling
the
same
story.
B
We
go
out
and
investigate
the
road
forward.
I
personally
I,
don't
I,
guess
I
don't
have
the
force
management
framework
in
my
head.
As
doing
that
I
view,
our
job
is
to
go
talk
with
customers
figure
out
what
problems
we
want
to
solve
and
then
make
sure
that
map's
back
to
the
force
management
content,
I'm,
not
sure.
If
I
answered
your
questions,
that's
I
think
about
it.
Yeah
I
want
to
dig
in
on
that
yeah.
D
I
just
wanted
to
you
know
see
if
there
was
an
you
know,
a
conscientious
alignment
around
the
things
that
were
being
asked
to
do
from
that
from
the
sales
side
and
force
management
that
can
make
us
a
differentiation
as
a
company.
You
know,
if
that's
built
into
the
thought
process,
what
you're
doing
it
sounds
like
there's
a
lot
of
alignment
there,
which
is
great
I.
Just
you
know.
Sometimes
you
know
you,
you
subconsciously,
do
it,
but
do
we
consciously
sit
down
say?
D
B
I
William
yeah,
you
mentioned
a
little
bit
about
the
validation
framework
and
the
one-page
documents
that
are
coming
out,
and
that
is
extremely
exciting
work
to
see.
One
question
is
that
it
looks
like
it's
focused,
a
lot
around
user
validation,
as
it
should
be
to
know
that
the
features
were
building
work
for
the
problems
the
users
have.
My
question
is
is
because
our
pricing
is
based
off
of
the
buyer.
Do
you
have
any
thoughts
around
buyer
validation
or
how
that
might
fit
into
the
framework?
Yes,
great
question:
if.
B
You
look
at
slide,
7.
There's
a
pricing
function
coming
soon,
I
have
a
wreck
open
for
principal
pricing
manager
who
will
get
a
pricing
function
going
at
the
company
and
I
want
that
person
to
have
p.m.
like
validation,
skills
and
I
could
imagine
that
person
going
out
and
interviewing
buyers
just
like
the
PM's
or
interviewing
users
of
the
things
we
are
building
to
make
sure
that
we
hit
a.
We
have
a
tight
understanding,
B
that
our
pricing
model
effectively
Maps
back
to
the
buyer
universe
and
make
sure
we're
on
top
of
that.
I
B
A
bit
about
that
I
I
think
that
the
the
recommender
so
to
speak
should
be
the
p.m.
okay.
This
is
the
feature.
This
is
where
we
think
it
belongs
and
we
could
have
the
pricing
manager
double
check,
because
the
pricing
manager
is
going
to
have
a
really
solid
mental
model
of
the
different
tiers
and
the
buyers
and
where
things
ought
to
live,
and
so
I
I
like
that
idea
of
the
PM's
close
to
the
work
they
should
make
the
recommendation.
Let's
make
sure
that
the
pricing
manager
agrees,
that
it
works.
J
B
Think
I
said
a
live
sink
meeting,
I
kind
of
like
we
had.
We
had
reviews
of
these
these
vision
pages
with
an
e
group.
What
I
imagined
is
that
everyone
in
R&D
associated
with
a
section
will
be
sent
the
doc
well
in
advance.
There
would
be
an
optional
meeting
where
they
could
come
and
we
and
they
could
have
a
live
Q&A,
and
then
we
record
it
for
those
that
can't
make
it.
That's
that's
how
I
recommend
it
we
we
run
those
who
make
sense.
Okay,
thank
you.