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From YouTube: expansion sync 2020-09-30
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A
All
right
y'all,
so
hey
jackie!
How
are
you.
A
Awesome
figured
we'd,
we
just
do
a
quick
catch
up.
I
know
yesterday's
growth
meeting
there's
a
lot
of
conversation
about
a
number
of
different
things
number
one
I
wanted
to
to
just
make
it
really
easy
for
people
to
to
have
access
to
the.
Mr.
That's
I
believe
it's
been
merged.
I'm
gonna
double
check
it
right
now.
I
think
gila
was
going
to
merge
it.
Yesterday.
The
last
comments
I
saw
from
her.
A
So
so
anyway,
but
yeah,
what
I
want
to
do
is
just
make
sure
everybody
had
access
to
this,
mr
and
felt
like
they
could
contribute
and
really
kind
of
understand
the
direction
that
expansion's
going
in
really
there's
been
a
big
shift
and
not
to
just
repeat
everything
we
talked
about
yesterday,
but
we're
going
to
shift
from
net
retention
and
we're
going
to
start
focusing
on
basically
user
growth.
The
kpi
is
going
to
be
existing
customer
month
over
month,
user
growth
rate
and
it's
pretty
simple
to
get
to
that
number.
Basically
take
the
number
of
users.
A
A
What
I
want
to
do
before
we
just
start
coming
up
with
a
bunch
of
ideas
on
how
we
can
improve
it
is
to
kind
of
hear
from
from
you
all
like.
How
do
you
feel
about
this
this
kpi,
and
then
we
can
go
from
there.
C
Where
I
sit
specifically,
I
think
as
long
you
know,
if
we
have
more
experiments
coming
through
that'll
be
a
good
thing.
If
that
enables
us
to
do
that,
then
there's
probably
enough
to
do
in
this
area
to
keep
us
busy
with
this
change
in
scope.
A
Awesome
jeff:
what
are
your
initial
thoughts.
D
I
mean
I'm
on
board.
I
have
to
be
perfectly
honest.
I
haven't
thought
about
this
too
deeply,
just
because
I
cover
all
of
growth,
so
I've
had
to
sort
of
digest
like
all
of
the
kpi
changes,
and
so
I'm
sort
of
still
wrapping
my
brain
around
them.
D
My
initial
reaction
is,
is
yeah,
makes
sense
like
when
I
think
about
kpis
and
and
like
trying
to
measure
success
like
this
there's
always
a
sort
of
push
and
pull
between
what
the
ideal
kpi
is
in
a
conceptual
sense,
and
what
we
can
measure
in
a
very
real
general
sense,
and
I
think
if
we
feel
like
this
gets
us
to
a
better
balance
of
those
things,
then
it's
it's
a
good
thing,
but
I
I
tend
to
not
have
such
strong
opinions
on
like
business
oriented
kpis.
D
I
I
tend
to
more
kind
of
think
more
about
like
product
focus,
kpis
and
so
like.
If
we
feel
like
this
is
a
better
way
to
think
about
our
success
from
like
a
revenue
and
business
perspective,
then
I'm
on
board
with
that.
A
Cool,
so
really,
it
sounds
like
both
y'all
are
on
board
and
it's
really
less
about
the
business
kpis
and
more
about
just
having
a
having
something
that
we
can
measure
and
kind
of
work
towards
right
and
just
keep
that
flow
of
work
going.
That's
that's
at
least
how
I'm
reading
it
and
that's
kind
of
how
I
feel
too.
I
think
it's.
I
think
it's
important
that
everybody
understands
the
kpis
and
how
we
can
influence
them
and
feel
like
we
can.
We
can
do
good
work,
that's
all
jack!
You
have.
What
are
your
thoughts.
B
My
only
question
is
kind
of
like
if
we're
measuring
new
users,
so
we're
measuring
like
how
many
users
are
added
each
month
right,
but
I
can
see
that
that
might
encourage,
like
a
very
heavy
focus
on
that
might
discourage
like
focusing
on
really
engaging
those
users
like
maybe
it's
it's
just
about
adding
a
lot
of
people
will
oppose
to
say
whether
or
not
those
people
are
actually
engaging
much
with
the
product,
maybe
we're
just
adding
them
and
then
they're
not
really
doing
much.
B
A
Yeah,
I
think
it's
a
it's
an
interesting
point
that
you
bring
up
because
it's
one
thing
to
just
fill
the
funnel
or
fill
up
a
product
with
a
bunch
of
users,
but
if
those
users
aren't
really
doing
anything,
what's
what's
the
point,
I
get
the
sense
that
gila's
already
kind
of
made
a
suggestion
around.
A
You'll,
hear
it
referenced
in
like
books
and
blogs
as
the
nux
healer's
really
strong
there
and
has
a
bunch
of
good
ideas
on
how
we
can
basically
do
it
and
then
measure
it
and
what
that
really
drives
towards
jackie
is
that
engagement
and
retention
rate.
So
I
feel
like
there's,
there's
some
other
there's,
probably
going
to
be
like
a
step
two
to
this,
get
out
of
the
gate.
A
The
reason
why
we
did
this
was
just
because
the
the
existing
kpis
we
had
were
too
broad,
they
weren't
narrow,
focused
enough
and
really
we
were
asked
to
just
make
a
decision
kind
of
on
the
on
the
call
there
so
with
sid
last
week.
So
that's
that's
kind
of
how
it
all
shook
out,
and
now
we
have
this
kind
of
set
of
kpis
that
came
out
of
it.
My
gut
tells
me
that
they're
gonna
probably
go
through
another
iteration
and
we'll
have
other
things
to
work
on.
A
So
in
the
interim.
What
I'm?
What
I'd
like
to
do
is
just
say:
okay,
it's
seat
expansion,
we're
gonna,
focus
on
this,
existing
customer,
month-over-month
user
growth
rate
and
build
against
that,
and
I
feel
like
there
are
some
basic
things
that
we
can
do
between
now
and
how
all
this
stuff
shakes
out
and
even
if
it
doesn't
and
we
stay
with
the
kpi,
we'll
still
be
able
to
build
against,
and
it's
almost
kind
of
like
just
a
not
a
reset.
A
But
I
I
want
to
start
by
doing
some
research
around
how
users
are
added
to
the
platform
for
existing
customers.
Is
it
through
groups?
Is
it
through
projects?
Are
there
other
paths?
You
know
how
our
existing
customers
doing
this
today
and
I
feel
like
there
could
be
some
pretty
good.
You
know
ux
research
work,
that's
done
there
and
then,
in
addition
to
that,
mate's
already
kind
of
got
a
jump
on.
You
know
how
users,
but
basically
the
invite
user
flow
of
existing
users
of
gitlab
and
then
also
non-existing
users
of
gitlab.
A
So
I
feel
like
there
are
some.
Like
short,
some
like
some
some
there's,
some
quick
work
that
we
could
do
there
if
we
just
wanted
to
only
focus
on
that
type
of
work
and
that's
inviting
users
inside
of
gitlab,
where,
where
I
feel
like,
I
need
to
spend
a
little
bit
more
time
really
understanding.
This
is
how
do
those
users
convert
from
being
active
users
on
git
lab
within
a
in
the
time
frame
before
the
billing
cycle
hits
right
so
before
their
renewal
date
and
what's
happening
in
those
during
those
times?
A
Are
there
things
that
we
can
do
during
that
period
of
time?
Before
renewal
happens
to
me
to
message
existing
customers
around
hey,
adding
more
users
or
you
have
this
many
users.
Are
you
prepared
to
make
this
renewal
investment?
There's?
A
A
So
anyway,
that's
kind
of
where
my
head's
at
I
feel
like
we've,
already
started
down
this
path,
but
I
definitely
would
like
to
to
get
some
of
jeff's
time.
If
you,
if
you
don't
mind.
D
Yeah
I
mean,
I
think,
a
lot
of
what
you're
describing
is
is
best
attacked
initially
through
data
analysis
like
this
idea
of,
like
user
invite
behavior
like.
I
think
we
want
to
understand
that
at
the
aggregate
level,
I'm
actually
mate
brought
this
up
in
our
design.
Sync
yesterday
about
wanting
to
understand
the
relative
frequency
of
individual
user
invites
versus
group
invites
to
projects
and
groups,
so
I
actually
started
building
out
a
query
for
that.
D
It
looks
like
we
do
have
that
data,
and
so
I
I'm
looking
at
that,
I
can
already
tell
that,
as
you
might
expect,
individual
user
invites
are
far
more
common
than
group
invites.
D
If
I
pull
my
numbers
right,
it
looks
like
there's
about
on
the
order
of
200
group
invites
to
other
groups
for
all
of
gitlab.com
on
a
in
a
weekly
basis.
So
obviously
that's
not
a
lot
so
yeah.
I
can
dig
in
that,
but
I
think
like
what
you're
describing
is
best
attacked
from
a
data
perspective
and
then
once
we
have
data,
basically
the
what
we
can
use,
ux
research
and
potentially
qualitative
interviews
to
better
understand
some
of
the
aspects
of
why
or
or
if
you'd
be
how.
D
But
I
what
I
don't
want
to
do
is
try
to
establish
like
overarching,
behaviors
or
or
relative
frequencies
of
behavior
like
using
like
six
or
eight
qualitative
interviews,
because
I
think
it
potentially
could
lead
us
down
some
some
misleading
paths,
and
I
want
to
get
us
into
this
kind
of
process
of
like
let's
understand
things
at
an
aggregate
level.
And
then,
when
we
see
aggregate
level
behaviors
that
we
don't
understand,
we
can
dig
into
that
with
more
in-depth
qualitative
discovery
and
so
yeah.
D
I
think
we
can
definitely
work
on
that
and
I'm
on
board
with
that.
I
want
to
ask
one
clarifying
question
about
like
some
of
the
things
that
we
used
to
sort
of
emphasize
in
terms
of
expansion
that
it
seems
like
now
we're
not
so
how
do
we
think
about
expansion
in
terms
of
plan
upgrades
and
add-on
purchases?
D
Because
this
new
kpi
doesn't
really
account
for
either
of
those
things
if
I
have
50
users
on
bronze
and
I
go
to
50
users
on
silver
previously
that
we
considered
that
you
know
something:
expansion
wanted
to
try
to
influence
likewise
purchase
of
ci
add-on
minutes
with
a
seat
growth
kpi.
Neither
of
those
things
is
factored
in.
A
That's
right
and
I
and
it's
done
by
design,
so
that
was
that
was
the
decision
made.
I
feel
like
just
to
make
sure
we
are
more
focused
and
say:
okay,
like
let's
just
go,
focus
on
this
one
thing
for
this
period
of
time.
Right
now
we
don't
have
a
time
box
for
it,
so
we
don't
know
how
long
it's
going
to
be,
but
we
focus
on
seed
expansion,
but
at
least
it
gives
us
something.
That's
really
really
focused.
It
almost
felt
like
we're
distracted
in
a
number
of
different
areas.
A
You
know-
and
it's
there's
so
many
things
to
work
on
here
at
gitlab.
If
you
don't
stay,
maniacally
focused
on
one
or
two
things
you
can.
You
can
really
kind
of
go
off
into
the
into
a
pasture
and
do
all
kinds
of
stuff,
and
you
know
we
had
a
really
good
way
to
organize
what
we
wanted
to
work
on,
but
the
the
business
kpis
that
we
were
measuring
towards.
We
couldn't
really
influence
that
number.
A
So
it
was
hard
for
us
to
see
like
cause
and
effect
or
change
in
in
what
happened
after
we
did
something
we
could
do
it
like.
In
these,
these
kind
of,
like
you,
know
these
these
micro
expressions,
but
it
didn't
like
move
the
needle
in
any
in
any
way.
So
the
thinking
here
is
if
we
can
get
super
focused
on
like
one
or
two
things.
Let's
just
get
focused
on
one
thing:
just
call
it
seed
expansion
and
how
do
we
do
that
and
then
go
solve
that
problem?
A
D
D
I
mean
I
think,
ci
minutes
like
I
don't
think
the
opportunity
there
is
huge.
I
do
think
plan
upgrades
is
like
I
do
think,
there's
an
opportunity
there,
because
from
what
I've
seen
like
you
as
your
needs,
progress
the
propensity
to
go
from
plan
a
to
plan
b
increases
like
once,
you
think.
Oh,
I
need
merge
approvals
or
oh,
I
need
epics
or
oh,
I
need
security
functionality
whatever
that
may
be,
then
it's
like
okay.
Well,
maybe
we
do
need
to
get,
and
I
think,
there's
also
like
a
narrative.
D
You
can
spin
of
okay
well,
your
entire
org
doesn't
have
to
be
on
silver,
but
maybe
this
team
needs
to
be
on
silver
and
so,
rather
than
having
100
people
on
bronze,
you
can
have
80
people
on
bronze
and
20
people
on
silver
and
then
there's
a
natural
sort
of
evolution.
Of
that
of
you
know,
silver
starts
taking
over
that
organization
over
time.
So
I
get
like
the
sort
of
singular
focus
that
makes
sense
to
me,
but
I
do
think
there
is
still
opportunity
from
an
expansion
perspective
for
upgrade
plan
upgrade
in
particular
yeah.
A
A
Yeah,
it
was
a
good.
It
was
a
good
place
for
us
to
start
and
just
kind
of
exercise
together.
A
Yeah
yeah
noted
julie,
noted
so
number
two.
What
I'm
gonna
be
working
on
is
basically
just
kind
of
resetting
the
road
map
getting
things
a
little
bit
more
organized
I'll,
keep
everybody
up
to
date.
Just
you'll
see
a
bunch
of
things
moving
around
on
the
boards.
If
you
have
any
questions
about
them,
just
just
ping
me,
but
what
I'm
going
to
do
is
just
re-prioritize.
Everything
that
has
to
do
with
seed
expansion
probably
create
some
new
issues
around
research
and
some
and
potentially
some
some
ux
scorecarding
jackie.
A
I
think
that
might
be
what
is
what's
your
thought
around
just
creating
a
ux
scorecard
for
the
invite
members
flow?
Is
it
too
small
of
a
flow?
Is
it
not?
Does
it
not
deem
a
ux
scorecard
review,
or
are
we
even
doing
scorecard
reviews
anymore.
B
We
are
yeah
still
a
thing
for
sure.
I
would
ask
matey
and
kendall
to
make
that
call.
My
guess
is
that
the
work
he's
already
done
has
been
quite
scorecard-ish,
but
maybe
just
not
formally
as
a
scorecard.
I
know
he's
he's
done
like
the
walkthroughs
of
those
workflows
and
analyzed
them,
so
it
may
be
that
he
could
just
easily
create
a
scorecard
issue
and
kind
of
just
document
the
thought
process
that
he's
already
done.
B
If
that's
the
case,
it
might
be
worth
doing
it
because
then
we
can,
you
know,
track
the
improvements
to
the
scorecard
and,
and
that
might
be
nice
just
for
like
kind
of
following
up
with
strategically
like
what
what
we're
actually
solving
for
so.
B
A
A
And
then
the
number
three
I
I
think
that
there's
an
opportunity
for
us
in
the
interim
to
just
finish
any
work
that
we
feel
really
strongly
about.
I've
prioritized
most
of
it
in
the
backlog,
if
there's
anything
out
there
that
doug.
If
you
see
anything
that
is
interesting
to
you
or
if
mckay
sees
anything,
that's
really
interesting.
I
don't
want
people
to
lose
any
passion
around
the
work
that
we're
doing
as
we
shift.
A
So
if
we,
if
we
feel
strongly
about
something,
really
want
to
make
sure
that
we
get
it
done
and
just
knowing
that
I'm
resetting
the
backlog
so
we're
gonna
get
new
stuff
coming
coming
through
the
pipe
anyway
number
four
has
really
been
digging
into
the
data
for
seed
expansion
specifically
and
what
I've
done.
A
I've
created
basically
a
dashboard
that
shows
us
user
growth
rate
and
it's
done
at
the
month
over
month
level,
but
really
the
the
fun
part
of
this
one
is
the
or
the
fun
part
of
this
exercise
was
when
I
dumped
it
into
an
excel
or
a
google
sheet,
and
what
I
did
was
I
broke
it
out
by
basically
all
of
the
different
dimensions
that
are
available
to
us
at
a
very
high
level
here.
I'll
share
my
screen
just
so
that
way,
I'm
I'm
walking
you
all
through
this.
A
So
up
here
what
you'll
see
is
just
basically
a
summary
of
seed
expansion,
growth
rates.
I've
done
this
three
different
ways:
one
is
by
sales
type,
so
up
here,
you're,
seeing
combined
self-service
and
sales
assisted
combined,
is
obviously
both
self-service
and
sales.
Assisted
self-service
is
exactly
what
it
sounds
like
users
going
to
the
admin
panel.
If
they're
then
going
to
the
customer
portal
and
checking
out
sales
assisted
is
when
our
sales
organization
has
to
go
through
the
actual
motion
with
them.
A
Then
I
broke
it
down
by
all
all
products,
and
then
delivery
is
sas
and
self-managed
all
products.
Delivery
is
sas
and
then
all
products
delivery
itself
managed.
So
we
could
see
the
difference
here
of
how
efficient
people
are
being
on
sas
versus
self-managed
and
where
there
might
be
some
opportunity
to
influence
things.
A
I
think
if
the
self-managed
business
had
an
easier
way
to
self-serve,
we
would
be
able
to
move
this
number
pretty
dramatically.
If
you
could
think
about
bringing
some
of
the
billing
workflows
into
the
actual
application
on
the
admin
panel.
That
makes
it
easier
for
people
to
then
add
seats
during
checkout.
There
could
be
an
opportunity
there.
So
I
think,
that's
like
the
first
real,
like
learning
that
I
had
when
I
looked
at
this
data,
but
when
then
what
I
did
was
I
actually
broke
it
out
into
a
bunch
of
different
tables.
A
These
are
the
higher
level
data
tables,
but
down
here
I
broke
it
down
by
delivery
and
products
over
self-serve
versus
sales,
assisted
and
you
can
see
the
number
of
user
accounts
and
then
the
user,
the
user
growth
rates
month
over
month,
and
it's
pretty
it's
pretty
telling.
A
I
haven't
done
a
lot
of
calculus
in
the
lower
half
of
this
spreadsheet
yet,
but
where
I
have
spent
a
lot
of
time
is
up
here
kind
of
at
this
macro
level
and
then
what
I'm
going
to
do
is
take
it
one
step
further
and
say:
okay,
it's
probably
self-managed
self
self-service
premium
users
who
who
we
could
who
who
could
move
the
needle
the
most
for
us.
That's
my
initial
inclination
and
then
building
around
that,
I
think,
is
going
to
be
really
really
fun.
D
D
I
get
a
license
for
50
people
a
year
later
I
get
a
new
license
for
60
people,
and
so
so
we're
looking
at
that
in
aggregate
month
over
month,
but
for
the
individual
customers.
That's
actually
like
year
over
year,
typically
at
least
for
self-managed.
D
A
D
You
were
capped,
but
maybe
I
I
don't
know
something
else
I
noticed
so
it
looks
like
sales,
so
self-service
has
a
higher
growth
rate
than
self
than
sales
assisted.
D
A
That's
being
that's
the
inclination
right
and
I
think
we
need
to
explore
that
a
little
bit
more
deeply,
so
kind
of
to
back
to
your
point
around
data.
This
is
like
my
first
pass
at
it.
We
have
user
counts
after
they've,
upgraded
or
after
they've
renewed,
and
that's
what
we're
analyzing
today,
what
we're
not
seeing
or
what
we
don't
have
a
good
handle
on
is
you
know
when
people
are
adding
users
to
their
license.
A
You
know
midterm
right
and
and
what
that,
what
those
behaviors
and
motions
look
like-
and
I
think
they're,
two
very
different
things
so
there's
obviously
a
lot
more
research
that
needs
to
be
done
there
and
then
I
think,
number
five
doug
it
looks
like
you've
got
one
here.
You
want
to
just
verbalize
for
me.
C
C
A
A
C
The
technical
part
isn't
as
much
of
a
mystery
as
to
the
conceptualization
around
it,
but
perhaps
that's
just
my
ignorance,
around
control
groups
and
stuff,
like
that
in
general,.
D
D
I
mean,
I
think
it
also
just
like
it
streamlines
some
of
how
the
events
are
shown
in
the
warehouse.
I
think
before,
like
experiment
status
was
in
like
a
json
object,
and
so
you
had
to
like
parse
the
json
object,
and
so
it
like,
I
believe,
and
I
haven't
looked
at
this
thoroughly.
It
puts
those
cleanly
into
columns,
and
so
you
can
clearly
say
like
where
experiment,
where
condition
equals
control
or
whatever,
rather
than
like
json
parse.