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From YouTube: Michael McBride CRO Message to Team 2020-03-25
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A
A
Iq
lab
might
McBride
CRO
here
at
get
lab
and
since
no
presentations
are
part
of
our
AMAs
to
kill,
lab
I
wanted
to
make
a
quick
video
tonight
to
address
the
biggest
topic.
That
I
knew
is
on
all
of
our
minds
for
the
AMA
tomorrow
morning
and
we'll
have
lots
to
talk
about
as
our
business
continues
to
grow
even
in
this
challenging
environment.
But
I
will
first
want
to
address
the
crisis,
that's
caused
by
the
novel,
coronavirus
and
the
homeless.
It
causes
Koba
19,
I'm,
gonna
start
with
the
gate.
A
Lab
team
I
know
that
each
person
at
get
lab
is
affected
in
some
way
as
a
parent,
a
family,
member
or
friend,
or
in
very
few
cases,
as
as
a
patient,
thankfully,
and
I
wish
everyone
well
and
I'm,
hoping
for
the
best.
None
of
the
circumstances,
there's
so
many
new
responsibilities
everyone's
facing
and
while
we're
already
expert
at
running
a
global,
all
remote
business.
A
The
new
challenges
we've
faced
here
are
really
changing
the
priority
of
our
time
and
the
energy
of
each
of
us
individually
and,
as
a
result,
I
want
to
ask
favors
of
each
one
of
you.
First,
please
practice
our
value
of
iteration
and
keep
adapting
your
schedule
and
work
commitments
to
ensure
you
can
meet
all
of
your
priorities
beyond
gitlab.
That
means
to
yourself
to
your
family,
your
friends
and
to
is
totally
up
to
you,
but
please
consider
reaching
out
to
get
lab.
A
If
there's
anything,
you
think
the
company
may
be
able
to
do
to
help
you
in
your
situation.
You
can
ask
your
manager,
anyone
in
people,
ops
or
just
reach
out
to
me
or
Sid
directly,
however
you're
most
comfortable,
but
please
do
ask
just
in
case
there's
something
we
can
do
to
help
now.
I'd
like
to
talk
about
the
business
beginning
with
where
we
are
today.
I'll
start
with
Wow
as
you've
all
seen
due
to
the
dramatic
worldwide
response
to
combat
the
spread
of
the
virus.
A
We've
seen
volatility
in
the
capital
markets,
we've
seen
massive
shifts
towards
remote
work.
We've
seen
varied
economic
impact
across
industries,
it's
not
the
same.
In
every
year
industry.
The
stock
market
was
down
as
much
as
37%,
but
it
swings
up
and
down
by
more
than
10
percent
some
days.
This
is
uncertainty
and
there's
uncertainty
about
how
long
as
they
last
and
how
serious
the
impact
will
be
to
the
economy.
A
I've
worked
through
major
economic
events
over
the
last
25
years
in
1999
and
2001
2008,
and
make
no
mistake.
This
is
a
major
global
event
and
we
will
feel
the
impact
we
don't
know
how
long
it'll
last,
but
we
do
know
that
the
fundamentals
were
in
better
shape
going
in
than
in
many
of
those
other
previous
economic
impact
events
and
they'll
likely
insurer
a
much
faster
recovery
when
we
get
through.
A
It
puts
a
premium
on
execution
right
now
to
ensure
that
we
keep
growing
and
we're
ready
to
participate
in
that
rapid
return
when
it
does
come
and
right
now
at
gitlab.
Our
main
concern
is
to
make
sure
the
current
team
is
here
today
at
gate,
lab
is
successful
and
that
we
continue
to
grow
and
innovate
at
the
fastest
possible
pace
to
keep
making
our
customers
successful
and
extend
early
in
the
market
and
to
reiterate,
I
started
that
statement
with
the
success
of
our
current
team
and
customers.
A
That's
the
priority
next
I
want
to
share
my
view
on
how
get
lab
fits
into
this
new
environment.
First
gitlab
is
in
an
incredibly
good
position
relative
to
many
other
companies.
We
have
a
very
strong
cash
position.
We
continue
to
execute
really
well,
as
we've
always
been
an
all
remote
company
and
I
haven't
had
to
make
a
shift
to
that
as
many
other
companies
have
our
products,
add
tremendous
value
to
our
customers
and
they're,
especially
relevant
for
efficient
remote
collaboration
in
organizations.
A
So
we're
really
fortunate
to
be
well
positioned
in
the
market
and
our
partners
are
also
still
operating
at
full
speed.
We've
had
two
partners
launched
new
devops
offerings
feature
and
get
lab
even
this
week
as
they
serve
customers
in
their
remote
transitions.
So
we're
well
positioned.
We
have
the
backing.
We
need
to
continue
to
execute
and
that
puts
a
premium
on
us,
making
good
decisions
and
executing
well
over
the
upcoming
months,
and
while
sales
have
remained
strong,
which
is
encouraging.
A
We
do
expect
to
see
some
impact
to
demand
and
we're
carefully
assessing
the
data
each
day,
so
identify
any
trends
as
early
as
possible
and
there's
three
primary
categories
that
were
observing
in
the
short-term
to
understand
any
changes
that
we
might
see
starts
with
new
customer
ads,
making
their
first
order.
The
second
is
retention
of
existing
customers.
A
A
Naturally,
products
they
already
own
are
gonna,
be
higher
priority
than
new
purchases.
So
that's
an
area
that
we're
keeping
an
eye
on
and
we're
working
hard
to
make
sure
we
really
understand.
However,
it's
in
one
of
those
opportunities
is
preceded.
Second,
is
near-term
retention,
we're
confident
in
near-term
a
CV
or
attention.
It's
way
lower
risk,
but
it's
not
zero
and
many
existing
customers
use
get
loud
as
a
mission-critical
platform.
That
makes
it
a
really
important
and
high
priority
subscription
to
renew
our
SMB.
A
Finally,
growth
from
existing
customers
for
existing
customers,
the
growth
may
slow
a
bit
overall,
but
it's
more
likely
to
show
some
stability,
because
they're
already
deployed
they're
already
achieving
positive
results,
they've
committed
to
the
platform
and
those
positive
results
that
they're
getting
our
efficiency
time
to
market
and
security.
These
are
all
things
that
are
even
more
important
in
this
environment
than
they
even
were
two
months
ago,
so
we're
well
aligned
to
keep
adding
a
lot
of
value.
Those
customers
and
they've
got
a
strong
reason
to
continue
investing
in
the
product.
Now
beyond
that
short
term.
A
There's
the
question
about
long
term
growth,
our
value
propositions
for
efficiency,
time
to
market
and
security
are
still
incredibly
relevant
during
a
downturn,
even
this
were
to
play
out
for
a
long
term
one
period
of
time,
and
we
still
don't
know
how
long
that
may
be,
but
our
long-term
opportunity
is
completely
unchanged
from
what
it
was
two
months
ago.
We
will
get
through
this
and
when
we
do
that,
opportunity
is
still
just
as
big
as
it
ever
was
and
we'll
be
in
a
great
position
to
execute
against
that
opportunity.
A
So
question
you
may
be
asking
is
what
actions
are
we
taking
so
based
on
the
data
we
have
so
far
as
you'd
expect
we're
focused
on
the
things
in
our
control
I'm
not
going
to
spend
time
on
the
things
are
out
of
our
control
and
until
we
have
clear
data
that
empirically
tells
us
otherwise
we're
pursuing
our
fiscal
21
top
level
objectives.
That
means
our
IACP
targets
are
the
same,
and
our
cash
burn
target
is
the
same,
and
since
market
uncertainty
means
there's
risk
to
the
bookings
targets.
We
have
a
few
levers.
A
We
can
pull
right
now
to
balance
out
that
risk
and
we're
gonna
pull
those
levers
and
in
the
CRO
organization
we
will
continue
to
hire
the
rolls
plan
for
fiscal
21.
We've
got
a
lot
of
hiring
in
the
model,
but
we
will
move
out.
The
start
dates
a
bit,
many
of
them
an
average
of
8
weeks
or
more
by
sliding
out
the
hiring
start
dates
that
gives
us
a
couple
of
things.
A
One
of
them
is,
it
gives
us
the
option
to
manage
our
team's
capacity
to
map
to
any
demand
changes
we
see
in
the
market
as
we
continue
to
grow
and
then
keep
hiring
as
we
ascertain
exactly
what
that
demand
level
is
as
we
move
forward.
Second,
we
save
money.
This
ensures
we'll
still
hit
our
cash
burn
target,
even
if
we
see
a
meaningful
drop
in
demand
and
it's
always
easier
for
us
to
speed
hiring
up
if
we
need
to
and
still
hit
our
cash
burn
targets.
A
So
that's
the
prudent
thing
for
us
to
do,
but
we
will,
in
certain
roles,
continue
to
hire
exactly
on
the
original
start
dates
as
plan,
and
some
of
those
include
Channel
and
some
of
the
new
markets
were
entering
and
those
are
important
because
those
are
long
term
investments
that
we
know
we're
having
to
build
now
and
they're
gonna
take
a
year
to
build.
So
we
want
to
be
in
a
position
to
deliver
in
fiscal
22
and
beyond
from
those
investments,
and
they
have
to
start
now,
regardless
to
be
able
to
deliver
in
fiscal
22.
A
So,
to
summarize
my
feelings
at
the
moment,
my
heart
goes
out
to
all
of
you.
Get
lab.
I
know
you're,
managing
a
lot
of
unique
many
challenges.
I'm
got
a
whole
new
group
of
people
in
my
house.
My
kids
are
doing
remote.
Schooling
here,
I
know
that
there's
a
lot
of
challenges
with
family
members
we're
supporting.
So
please
lean
on
me
lean
on
gitlab
for
anything
we
can
do
to
help
I
mean
that
and
I
encourage
you
to
reach
out
anytime.
A
Please
take
care
of
yourselves,
take
care
of
your
families
and
your
teams
with
empathy,
especially
for
the
changing
situations
our
customers
face.
Please
keep
being
creative
to
support
our
customers
even
in
ways
that
we
don't
anything
we're
experts
at
remote.
We
can
help
our
customers
with
that
expertise
and
they
don't
have
to
spend
a
dime.
Please
bring
that
value
to
our
customers
be
a
long-term
partner.
This
is
a
business
that
we
intend
to
be
partnered
with
our
customers
for
decades
to
come.
A
This
is
a
very
short
period
of
time
in
that
decades-long
process,
so
invest
all
of
our
resources,
including
that
expertise
in
remote
at
a
time
that
they
can
benefit
from
it.
We're
going
to
continue
to
invest
in
rapid
product
innovation,
support
our
product
team
as
they
move
us
even
further
ahead.
This
is
a
great
time
for
us
to
leverage
the
fact
that
we're
in
a
good
position
to
really
extend
our
lead
in
the
product
and
finally,
I'm
confident
I'm,
confident
that
we
will
come
through
this
successfully.
A
A
We
also
have
millions
of
open-source
users
that
are
benefiting
from
our
collaboration
and
our
innovation
every
day
they
get
tremendous
results
from
it,
and
that
gives
me
a
lot
of
confidence
in
our
model
because
we're
supporting
everyone
through
this,
our
customers
and
the
open
source
community,
at
a
time
when
they
all
benefit
from
what
we
do.
So,
thanks
for
being
a
part
of
gitlab
I'll,
see
you
on
the
AMA
and
I
look
forward
to
your
questions.
Thanks
again,.