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From YouTube: Support Group Conversation (Public Stream) - 2022-11-09
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A
Hi
all
the
Matos
here
support
group
conversation.
This
is
public,
I'll
say
it
again
is
public,
don't
say
customer
names
thanks,
keep
it
secret,
keep
it
safe.
If
you
know
what
that's
a
quote
from
cool,
we
have
the
group
conversation
agenda.
Please
add
some
topics
there.
You
can
review
the
support,
metrics
slide
deck,
as
well
as
the
key
review
deck
where
some
other
questions
have
been
asked.
A
I
have
some
topics
to
start
us
off,
but
please
add
things
to
the
agenda
and
we
will
call
on
you
and
discuss
them.
I
wanted
to
call
out
that
we've
seen
frt
performance
dipping.
We
are
exploring
that
you
can
check
this
out
in
that
metrics
issue.
We've
identified
managers
in
each
region
who
are
doing
investigation
looking
at
metrics,
discussing
with
engineers
and
understanding
what
the
challenges
are,
so
that
we
can
evolve
our
strategies.
A
The
next
thing
that
I
want
to
talk
about
is
areas
that
are
ticket
hot
spots
that
are
challenges
still,
that
we're
working
through
upgrades
are
getting
more
challenging,
I
think
because
customers
are
having
larger
deployments
and
with
larger
deployments,
I
think
sometimes
some
customers
are
underestimating
the
complexity
of
of
upgrading
right.
They
they're
not
as
well
versed
as
we
are,
and
we
need
to
continue
to
help
them
understand
that
and
make
those
easier.
A
We
have
there's
an
issue
which
I
will
find
we've
engaged
with
engineering
and
are
trying
to
have
a
holistic
view
on
how
to
make
upgrades
easier.
A
lot
of
this
is
around
background
migrations
in
larger
on-prem
deployments.
The
background,
migrations
and
batched
background
migrations
seem
to
be
areas
that
can
cause
problems
just
because
there
are
many
of
them
and
the
time
estimation
of
that
can
be
challenging.
So
I
just
want
to
call
attention
to
that's
kind
of
the
factors
at
play
when
we
think
about
upgrades
being
a
hotspot.
A
The
next
thing
that
I'll
put
on
there
is
licensing
I
think.
The
challenge
here
is
around
timing.
It's
still
very
hard.
We
are
often
feeling
like
we're
scrambling
in
support
to
solve
complex
problems
very
quickly
at
the
end
of
a
deadline.
Excuse
me
due
date,
and
that
is
something
that
causes
a
lot
of
stress
for
engineers
that
work
in
l,
r
and
we're
working
to
evolve,
that
we
also
are
halfway
between
two
systems,
so
I
think
that
that's
going
to
continue
until
that
goes
away.
A
That's
going
to
be
an
area
that
that
may
be
continued
challenge.
The
last
thing
this
came
up
in
a
skip
level,
I
had
with
some
Engineers.
Yesterday
we
were
talking
about
challenges,
they
were
seeing
in
tickets
and
we
have
some
customers
that
have
been
with
us
for
a
while,
and
they
may
have
scaled
out
before
we
standardized
on
reference
architectures
and
now
helping
them
convert
to
reference
architectures
and
getting
them
on
a
more
supportive
path
can
be
a
challenge.
There
are
also
some
customers
which
I'll
say,
are
front
running
us
right.
A
A
B
Let
me
jump
on
that
last
one
conversation
wise
all
right.
The
reason
people
want
Italy
and
prefect
and
kubernetes
right.
Let's
put
everything
in
there:
okay,
I
get
it.
You
get
a
priority.
You
gotta
eat
it
from
somewhere,
whatever
we
don't
recommend
this
on
purpose
and
it
comes
down
to
customer
experience
and
the
fact
that
we
can't
protect
customer
load.
B
We
don't
know
what
their
work
patterns
are
going
to
look
like.
We
don't
know
what
that's
going
to
look
like
on
giddly
and
if
you
take
Italy
out,
because
we
made
a
reasonable
recommendation
and
in
reality
your
workload
is
significantly
different
than
that
you're
going
to
have
a
bad
day,
and
we
don't
want
to
make
a
recommendation
to
people
go,
have
a
bad
day
right.
B
The
summary
comes
down
to
is
we.
We
have
a
customer
now
who
is
in
escalation,
who
has
a
giant
mono,
repo
and
they've
had
some
issues
with
the
way
that
repo
has
been
maintained
over
the
years
and
everything
we
do
to
try
and
get
them
to
have
a
better
performance
on
it
has
been
tweaking
and
tweaking
on
a
dedicated
high
performance,
High
resource
machine.
B
B
Aren't
that
skilled,
that's
not
a
knock
against
anyone
or
any
customer
or
anybody
who's
ever
tried
it
and
have
failed.
Okay,
it's
not
it's
a
very
deep
subject
and
it
requires
specialized
technical
knowledge
and
if
you
don't
have
that,
simply
because
you
either
have
an
experience
or
haven't
been
trained
for
it,
I'd
rather
keep
you
from
tripping
your
entire
company
up
by
telling
you
please
run
this
in
a
virtual
machine,
because
you
will
have
a
better
experience,
then
yeah
sure
throw
it
in
case.
Let's
do
it
woo.
A
I
think
we're
aligned,
Jason
I,
think
that
is
like
I
said
we
have
some
customers
that
are
attempting
to
front
run
those
recommendations
and
we're
working
with
them
to
try
and
get
them
to
have
a
better
experience
when
they're
pushing
beyond
the
boundaries
that
they
are
capable
of
so,
but
we
will
continue
to
support
them
and
help
them
understand
and
help
them
have
a
better
time
and
I
know
that
engineering
is
exploring
the
evolution
of
that
type
of
deployment.
B
Mm-Hmm
trust
me
we're
on
the
same
page.
We
would
love
to
be
able
to
recommend
it
too,
but
until
we
know
that
the
performance
is
going
to
be
Rock
Solid
for
the
customer,
we
will
not
recommend
it
to
the
customer
right.
That's
that's
just
the
way
it
goes.
People
pay
us
for
a
good
experience.
Let's
give
them
a
good
experience.
A
C
When
I
try
and
vocalize
it
and
then
I'll
go
back
and
write
it
in
while
someone's
trying
to
get
an
answer
so
I'm
aware
of
two
large
customers,
we've
got
at
the
moment
with
basically
some
flavor
of
escalation
around
upgrading
one
of
them's
at
1312.,
one
of
them's
at
got
stuck
at
14.3
and
I've,
seen
a
an
issue
with
a
list
of
all
the
issues
that
the
1312
customers
had
testing
those
upgrading
like
their
non-production
environments,
they've
got
like
a
dozen
tickets
open
for
various
issues,
they've
tripped
over
and
we
need
to
open
a
ticket
for
the
other
one.
C
That's
stuck
on
14.3
at
the
moment
to
basically
go
back
over
their
previous
upgrades
and
see
if
there's
a
pattern
around
why
they
have
had
a
series
of
poor
experiences.
Upgrading
both
of
these
customers
are
one
running
scaled
out
environments.
C
The
latter
is
a
hybrid,
a
hybrid
one
with
kubernetes
on
the
front
end
are
we
are
we?
We
I
mean
this
ties
into
the
the
earlier
point
that
Lee
was
making
around
customers
with
big
complex
environments.
Are
we
set
up
in
support
for
handling
that
kind
of
kind
of
continuous
Improvement?
In
review
activity,
as
opposed
to
just
reacting
to
individual
tickets,.
A
Yeah
right
now,
there's
a
great
question,
Ben
and
I
think
my
answer
would
be
50
right
now:
Wei
Ming,
a
manager
in
APAC,
has
started,
and
I
mentioned
earlier-
that
starting
attention
across
engineering
to
identify
the
patterns
and
get
that
data
right,
so
we've
started
there,
but
I
also
think
inside
of
support.
We
have
challenges
where
we
need
to
build
the
right
groups.
A
All
of
these
upgrades
are
either
have
commonalities
or
slightly
separate
pieces
that
we
have
to
coordinate
and
and
bring
together
with
an
answer
being
better
upgrade
experience.
So
my
short
answer
is
Ben.
I
think
we're
halfway
there,
but
I
do
think.
We
have
to
make
evolutions
with
this
sort
of
thing
in
mind
right.
How
do
we
identify
these
faster
and
how
do
we
understand
and
engage
with
greater
engineering,
because
they're,
ultimately
going
to
help
make
these
better
right?
I?
A
Think
we
found
some
workarounds
and
stop
Gap
Solutions,
but
I
think
yeah
I
think
it's
it's
gonna.
Take
a
little
bit
of
re-strategizing
inside
of
support
is
is
my
short
answer,
but
I'm
one
director,
speaking
on
behalf
of
an
entire
org,
so
I'll
bring
this
up
in
the
next
senior
leadership.
Then
thank
you
for
raising
and
I
think
it's
a
great
line
of
inquiry.
A
There
are
no
other
questions.
I'll
take
one
more
second
to
pontificate
on
an
area
that
we're
still
developing
escalated,
customers
we're
working
with
cs
we're
working
with
engineering.
We
have
a
handful
of
escalated
customers
right
now.
We
are
improving
those
processes
trying
to
make
it
easier
to
have
anyone
be
able
to
start
an
escalated
customer
to
make
sure
that
we're
getting
the
right
support.
A
We've
had
a
handful
of
great
recent
examples
of
customers
that
have
been
escalated
earlier
and
that
have
had
a
better
experience
and
that's
something
that
I
want
to
make
sure
everybody
in
this
room
hears
support.
Leadership
say
escalated.
Customers
can
be
scary,
but
it's
not
a
bad
thing.
It
means
that
we're
trying
to
make
sure
that
we're
getting
all
of
the
right
people
in
the
room
to
help
solve
those
specific
customer
problems,
so
I
just
want
to
highlight
that.
Thank
you
to
anyone.
Who's
been
in
involved
in
a
customer
escalation.