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From YouTube: General (Sid) Group Conversation (Public Livestream)
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A
B
Happy
to
thinks
did
my
question
is
what
does
your
ideal
group
conversation
slide?
Deck
look
like
I
know
in
the
handbook
it
says.
Ideally,
we
want
all
this
information
to
come
from
the
handbook,
but
I
noticed
that
you
had
screenshots
the
handbook
in
your
slide
time.
Do
you
have
something
in
mind
for
what
the
ideal
version
is
I
think.
A
Thanks
for
asking
and
I
think
it's
nice
to
have
a
presentation,
somehow
just
flipping
to
your
slide
deck
is
it
easy
thing?
Is
a
satisfying
thing.
You
get
to
focus
people
in
just
the
parts
you
want,
but
we
also
want
our
handbook
to
be
the
single
source
of
truth,
so
I
think
kind
of
making
screenshots
off
the
handbook
is
the
easiest
thing,
so
I
think
everyone
in
get
lab
that
has
a
Mac
should
use
a
common
shift
for
I.
Think
it's
to
select
a
certain
part
of
your
screen.
A
If
that's
not
in
our
tools
and
tips,
it
should
probably
be
there
and
then
the
other
thing
we
have,
that
is
a
single
source
of
truth.
Is
the
periscope
dashboard
for
all
our
kind
of
dynamic
database
things.
So
an
ideal
group
conversation
would
consist
of
nothing
but
handbook
screenshots
and
periscope
screenshots
thanks
it
thanks
Sam.
A
A
Yeah
I
think
we
think
that,
because
we're
making
it,
we
think
that
all
people
already
sees
as
a
enter
into
application,
we're
pretty
close
to
being
an
entity
and
our
application
I
think
we're
still
at
like
the
very
early
beginnings,
so
I
think
we're
are
like
the
revenue
we
do
now
is
only
like
one
percent
of
the
revenue
we
could
be
doing.
The
amount
of
people
using
gitlab
now
is
less
than
10
percent
of
the
amount
of
people
that
could
be
using
a
lot.
A
The
amount
of
smile,
Statesman,
Li,
active
users
like
users
times
how
many
stages
they
use
on
average,
is
only
at
like
five
percent,
so
I
think,
because
we
have
a
strategy
and
we
are
along
that
route.
We
think,
like
oh
we're
pretty
far
into
that
I
think
we're
still.
If
you
look
at
impact,
the
impact
is,
and
it's
very
early
stages,
and
we
still
have
to
feel
most
of
it,
and
you
do
defense
and
the
defense
may
be
the
best
example
like
we
already
feel
like
yeah.
A
We
do
defend
and
we
haven't
shipped
anything
yet
well,
let
alone
seeing
the
impact.
So
it's
at
first,
you
have
a
plan,
then
you
execute
on
that.
Then
it
takes
a
while
for
the
market
to
recognize
it
and
for
the
functionality
to
get
better,
and
then
you
realize
your
impact,
and
so
what
gets
me
most
excited
is
that
we
still
have
to
feel
95.
99
percent
of
the
impact
will
have
on
the
industry
and
and
on
people's
productivity.
D
D
C
A
A
The
Microsoft
does
everything
plus
they
have
github,
where
they
have
all
the
users.
But
if
you
treat
them
different
and
say
hey,
it's
Microsoft,
but
they
have
two
offerings
and
one
of
them
even
Microsoft
is
not
investing
a
lot
in
anymore
and
it
doesn't
have
any
traction
and
the
other
one
is
still
too
early
and
the
kind
of
inner
product
transition
and
I
now
get
lab.
A
Is
it's
better
to
switch
to
get
lab
than
to
any
of
those
two,
because
they
both
have
a
big
gap
either
in
kind,
if
not
being
the
modern
new
thing
or
not
being
complete,
so
I
think
it's.
That
was
an
important
realization
that
we
have
to
stop
talking
about
Microsoft
from
a
product
perspective
as
a
singular
thing:
it's
not
a
single
thing
and
they're
kind
of
they
have
to
reinvent
themselves
and
I
think
just
like
cloud
B
says:
Jenkins
and
Jenkins
X
and
they're
in
that
transition.
E
A
We
have
a
no
asportation
policy,
so
I'll
talk
a
bit
about
how
many
vacations
I
take
in
the
hope
that
everyone
understands
that
it's
it's
common
and
encouraged
to
get
up
to
take
vacations,
so
I'm
going
to
Burning
Man
next
week,
also
for
like
10
days,
I
also
went
to
the
Netherlands
for
a
week
this
summer
and
I
also
went
to
Yellowstone
for
a
week
this
summer,
so
I
will
be
taking
three
and
a
half
weeks
of
vacation
just
this
summer.
So
try
to
try
to
beat
that
so
that's
not
for
a
year.
A
A
Also,
you
imagine,
if
you
put
a
lot
of
your
clients,
money
in
a
company
and
there's
a
problem
with
the
company,
you
want
to
be
able
to
have
be
able
to
kind
of
call
the
management
and
get
a
good
answer
and
kind
of
these
sessions
are
like.
Are
we
going
to
be
able
to
do
that
in
the
future?
So,
first
of
all,
just
being
there
really
helps,
then
I
think
we
had
a
great
setup.
We
had
pull
and
meet
in
opposite
rooms,
so
we
had
a
lot
of.
We
could
handle
a
lot
of
velocity.
A
We
had
a
lot
of
meetings,
also
it's
great
to
have
the
shadows
there.
First
of
all,
it
sends
a
signal
about
like
that,
we're
very
transparent
that
we
invest
in
our
people,
but
also
they
helped
helped
a
lot
with
kind
of
scheduling,
making
sure
every
tip,
keeping
me
sane,
taking
notes
and
everything
else.
So
that
was
a
great
thing.
A
The
reception
of
our
company
is
really
positive.
Like
the
numbers
speak
for
themselves,
the
numbers
are
really
good.
Devops
market
is
super
hot.
At
the
moment.
There's
a
lot
of
like
valuable
companies
coming
out
of
that
and
Paul
did
a
great
thing
like
putting
together
a
fundraising,
so
I
think
there
was
a
lot
of
like
buzz.
A
A
Second
they're
great
help
they
take
notes,
but
they
also
make
a
lots
of
much
requests,
I,
think,
Kenny
and
so,
like
Emily
started,
upping
the
ends.
I
think
Kenny
made
a
ton
of
mature
pass.
It's
like
it's
I'll
see
the
stats
next
Monday
when
that
periscope
words
get
updated,
but
it's
it's
insane.
So,
for
example,
during
our
off-site
it
was
a
great
help
and
he
made
like
too
much
request
an
hour
or
something
for
the
entire
and
that
they
just
kept
pace.
A
It's
also
great
to
be
able
to
reflect
like
I,
have
a
call,
and
it's
like
it
goes
sideways
or
I.
Do
something
wrong,
or
the
person
on
the
other
side
has
some
something.
That's
unexpected
and
it's
great
to
be
able
to
I
walk
out
of
my
office,
walk
into
my
living
room
and,
let's
say
hey:
what
do
you
think
of
that
conversation?
It's
a
lot
more
fun
and
also
in
Vail,
like
especially
Emily
helped
with
like
hey.
This
is
the
meeting
coming
up.
A
A
G
So
this
week
about
180
co-signed
a
letter
to
highlight
their
commitment
to
supporting
all
of
their
stakeholders
and
what
they
call
their
all
stakeholders.
You
can
get
up
and
do
a
better
job
of
supporting.
A
Where
are
we
falling
short
well,
I
think
are
continually
falling
short
on
all
fronts.
In
the
off
side,
I
made
four
or
five
proposals
to
do
a
better
job
supporting
our
team
members
in
the
slide
deck.
The
last
slide
is
about
dark
footing
and
that's
about
supporting
our
customers
and
making
sure
we
use
stuff
first
before
we
recommend
it
to
someone
else,
and
if
you
think
about
it,
it's
kind
of
ridiculous
that
we
say.
Oh
you
use
this
product.
No
we're
not
gonna
use
it
ourselves.
It's
not
good
enough
for
us.
I.
A
A
So
yeah
I
think
the
first
thing
is:
we
should
focus
on
our
customers
and
then
the
second
thing
is
on
our
on
our
team
members.
Those
and
I
don't
think
that's
at
the
detriment
of
our
investors.
Anything
there's
a
difference
between
the
short
and
the
long
term,
I
think
long
term,
it's
much
better
to
have
invested
in
a
company
that
takes
care
of
its
customers
and
its
people
mech.
H
A
That's
a
that's
a
that
can
be
a
giant
giant
problem
down
or
that
can
be.
That
is
a
giant
problem
as
soon
as
you
start
doing
that,
and
then
it's
like
okay
make
sure
that
that
people
are
coming
in
are
making
the
company
better.
How
do
we
do
that
and
I
still
regularly
preview
hiring
packets
and
one
of
the
things
I
look
for
is
like
hey
that
what
was
the
title
of
the
person
at
the
old
company?
A
What's
the
title
that
get
lab
and
most
of
the
time
set
Ecore,
sometimes
even
more
often
than
not,
it's
a
slightly
lower
title
that
gitlab
and
our
titles
kind
of
match.
I
think
we
do
a
good
job
of
matching
the
titles
to
what
the
job
is.
So
that
means
our
bar
is
higher
than
the
outside
world.
Suppose
we
have
someone
who's
a
manager
outside
and
would
come
in
as
a
director.
C
A
I
A
Most
critical
requirements
like
this
is
like
people
that
the
chief
of
staff
is
like.
You
know
it's
basically
getting
someone
in
the
role
who's
overqualified
for
the
role,
but
it's
lacking
an
experience,
and
this
is
a
way
to
kind
of
get
a
lot
of
experience
really
really
fast.
So
the
trick
is
finding
a
person
with
this
super
awkward
trajectory
like
they've,
you
don't
really
good.
They
went.
They
went
to
an
amazing
university.
A
They
went
straight
into
a
very,
very
demanding
role,
for
example,
a
strategy
consulting
or
investment
banking,
or
at
a
high-growth
startup
in
a
senior
operational
role,
and
now
they're,
like
okay
I,
just
want
to
broaden
my
horizon
for
a
year
and
a
half
and
then
get
into
a
senior
management
position.
But
I
just
want
to
kind
of
hit
the
accelerator
on
experience.
But
it's
finding
someone
at
exactly
that
point
in
time.
A
A
A
We
made
a
mistake
there.
We
we
back-channel
someone,
even
though
we
can
discuss
that
with
the
candidate.
Yet
so
we
call
Soleil
ourselves
there,
but
you
have
a
wave
Greek
pipeline
there,
the
chief
of
staff
isn't
going
well.
Luckily
it's
the
least
critical
of
all
the
rules.
I
mentioned
some,
so
it's
not
a
not
a
big
thing,
of
course,
I'm.
Looking
forward
to
the
role
any
other
questions.