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From YouTube: Growth Group Conversation (Public Livestream)
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A
Joining
us,
this
is
a
growth
group
conversation
and
we
have
a
lot
of
exciting
initiatives
and
learnings
shared
in
today's
growth.
Conversation
slides.
So
if
you
have
an
opportunity
to
review
and
please
feel
free
to
add
your
questions
in
our
agenda
as
well
so
going
to
the
question
list,
I
think
alper
has
his
first
question.
A
He
cannot
read
so
I
will
read
on
behalf
of
him.
Alper
asked
what
are
some
major
achievements
and
learnings
for
the
growth
teams
in
the
last
one
year.
What
are
some
noteworthy
new
experiments
or
features
coming
up?
That's
an
awesome
question.
I
think
it's
a
it's
a.
We
have
a
lot
of
learnings
and
achievements.
We
we
can
share
with
the
broader
team.
B
Sure
so,
for
acquisition,
I
think
that
one
of
the
major
items
that
we've
been
working
on
is
the
new
signup
flow,
just
basically
pulling
net
new
paid
signups
into
the
initial.com
user
experience,
so
that
those
those
users
are
not
lost
in
the
difference
between
the
and
dot
and
their
their
start
with
git
lab
is
seamless
and
they
can
really
just
get
started
with
the
right
onboarding
that
guides
them
to.
B
You
know
creating
the
most
valuable
assets
for
them.
Things
like
creating
a
group
naming
that
group
properly
all
those
sorts
of
things
and
we've
seen
some
great
tests
and
success
around
that
and
more
recently,
we've
seen
some
successes
around
updating
the
invitation
flow,
most
mostly
just
doing
smaller
tests
around
copy.
At
the
moment
now,
we've
seen
a
three
percent
increase,
just
in
updating
the
copy
of
our
invitation,
email
for
users
actually
accepting
those
invitations.
A
Awesome,
thank
you.
Jensen
and
conversion
is
sam
on
the
line.
C
Yep,
so
I
highlighted
in
my
comment
there
that
we
actively
running
a
new
user
onboarding
experiment
where
we're
seeing
higher
stages
activated
per
user
for
users
in
the
experiment,
where
we
really,
instead
of
landing
them
just
on
kind
of
an
empty
gitlab.com,
account
we're
walking
them
through
the
benefits
of
having
a
group,
the
benefits
of
creating
or
importing
a
project
and
then
landing
them
in
an
experience
in
an
issue
board
with
content,
that's
centered
around
learning
all
the
features
in
the
platform
of
gitlab
and
and
where
to
go
next
and
we're
seeing
success
in
users
utilizing
more
stages
not
only
on
their
day
zero,
but
over
time,
which
is
a
good
trend.
C
So
we're
still
monitoring
that
the
two
other
areas
that
we're
focused
on
are
trials
and
then
the
idea
around.
What
does
that
upgrade
moment?
Look
like
so
feature
discovery
moments.
How
can
we
expose
users
to
more
moments
where
they
can
go
farther
with
git
lab
and
be
better
at
their
own
job
at
their
own
company
by
going
farther
with
the
product
and
then
we're
just
starting
to
test
pql
moments
or
product
qualified
leads?
A
D
Hey
everyone
so
just
to
highlight:
there's
probably
two
big
things
that
I
want
to
highlight:
one
was:
we
ran
an
experiment
that
was
focused
on
stage
adoption,
so
we
found
this
kind
of
natural
place
in
the
devops
life
cycle,
where,
as
a
user,
if
you
have
an
mr
without
a
pipeline
created,
we
wanted
to
recommend
that
you
set
up
pipelines.
This
was
early
on.
This
is
one
of
the
first
experiments
that
we
ran.
D
So
we
ran
that,
and
we
saw
that
about
five
and
a
half
percent
of
users
who
actually
saw
these
nudges
these
construct,
these
contextual
nudges,
they
engaged
with
them,
and
then
they
went
on
to
to
create
pipelines.
D
Then
the
second
thing
that
we
did
was
we've
spent
a
lot
of
time,
focusing
on
believe
it
or
not.
The
version
app.
So
one
of
the
things
we
identified
early
on
was
that
if
we
could
help
enable
sales
and
customer
success
to
have
better
access
to
usage
level
data
that
they'd
probably
be
in
better
positions
to
actually
sell
into
those
cup,
those
those
actual
customers.
So
we
spent
a
good
a
good
majority
of
time
there
too,
and
those
weren't
really
experiments.
That
was
just.
D
I
was
just
an
app
that
needed
some
love,
so
we
focused
on
there
and
then
I'll
just
call
some
attention.
We've
got
a
direction
page
that
has
a
pretty
good
list
of
some
of
the
experiments
that
we
have
running.
I
try
to
keep
that
as
current
as
possible.
I
update
it
probably
once
a
month,
so
there's
some
good
stuff.
There,
too.
E
Yeah
thanks
hi
everyone,
so
in
retention
we
actually
focus
quite
a
bit
on
just
some
foundational
work
with
the
renewal
process
and
making
sure
that
we're
charging
the
right
amount
there.
So
I'd
say
the
biggest
impact
we've
had
over
the
year
is
charging
for
user
growth
on
gitlab.com
at
renewal,
we've
generated
significant
iacv
with
that
change,
and
then
recently,
we've
actually
started
to
message.
E
The
dot-com
subscriptions
that
were
never
downgraded
correctly,
so
gitlab.com
was
never
set
up
to
to
downgrade
folks,
suddenly
failed
to
renew
so
we've
added
some
changes
there
to
message
those
folks
and
to
begin
those
downgrades
in
that
process,
which
has
also
brought
in
quite
a
bit
of
iacb.
E
E
What
we
want
to
do
is
bring
this
into
the
app
more
so
that
every
time
we
have
a
release,
we're
highlighting
the
top
three
four
or
five
things
for
each
user
and
with
the
intent
to
drive
increased
engagement
and
increased
stages
that
people
are
using,
because
we
know
that
that
correlates
with
retention
as
well
as
conversion
so
for
the
three
customers
trial.
Customers
driving
that
increased
engagement
will
be
important
as
well
also
working
on
a
framework
to
allow
us
to
do
more,
a
b
testing
that,
without
necessarily
requiring
user
id
tracking.
E
E
So
we
spent
a
lot
of
time
on
the
actual
renewal
motion,
but
retention
really
is
driven
by
getting
users
activated
early
in
their
experience
with
gitlab.
So
in
those
first
few
months
we
know
it's
critical
that
we
get
them
engaged
and
finding
value
and
success.
We
want
to
pivot
more
towards
experimentation
around
that
area.
We're
identifying
ci
is
a
critical
one
to
get
people
up
and
running
with
and
we're
working
through
some
ideas
for
experiments.
We
can
run
there.
A
Thank
you
mike
and
moving
on
to
product
analytics
was
telemetry
renamed
into
product
analytics
and
we'll
have
a
drone
with
our
acting
pm.
To
give
a
quick
update
there.
F
Thanks
hila
so
for
product
analytics,
the
things
which
we've
been
focused
on
and
the
biggest
wins
for
us
were
mainly
centered
around
three
main
parts
of
just
getting
the
entire
product
org
to
be
more
and
more
data
driven.
The
first
is
building
out
our
collection
framework
and
our
collection
framework
involves
usage,
ping
and
all
of
the
different
ways
which
we
can
count
usage
on
an
instance
and
snowplow
as
well.
F
F
So
we've
had
this
effort
for
product
performance
indicators,
where
we
have
monthly
calls
where
we
actually
review
all
of
the
metrics
for
each
section
stage
and
group,
and
this
is
starting
to
uncover
a
lot
of
different
insights
and
then
the
third
thing
is
now
that
we
have
more
and
more
of
this
product
analytics
data
we're
trying
to
start
to
get
it
into
the
hands
of
sales
and
customer
success.
So
we've
started
doing
that
with
licensed
data
and
now
we're
starting
to
to
get
the
product
analytics
data
in
there
as
well.
A
Thank
you
jerome
and
moving
on
to
telemetry,
I
felt
in
some
notes,
but
amanda
is
here
she
will
have
a
much
better
insight
into
fulfillment
amanda.
G
Yeah
so
for
fulfillment,
we've
been
working
hard
all
year
in
a
couple
of
areas,
the
first
being
some
business
critical
areas
to
make
sure
that
we
are
effective
in
the
way
that
we're
processing
and
the
the
services
that
we're
delivering,
but
we're
also
focused
on
user
experience.
G
This
is
going
to
be
a
big
focus
in
the
next
several
quarters,
where
we're
going
to
continue
to
give
those
customers
the
ability
to
manage
their
subscription
and
and
make
purchases
on
their
own
without
having
to
contact
our
sales
teams,
thereby
making
them
more
efficient
and
focused
on
the
the
valued
handholding
that
they
should
be
delivering,
rather
than
kind
of
administrative
hurdles
that
they've
been
focused
on
in
the
past.
G
So
we
linked
to
some
improvements
that
we
just
delivered
last
week,
for
example,
allowing
gitlab.com
users
to
to
purchase
additional
users
in
the
customers
portal,
allowing
our
self-managed
customers
to
upgrade
their
tier.
These
are
things
they
had
to
go
to
sales
and
get
a
paper
quote
for
in
the
past,
so
a
lot
of
really
exciting
stuff
to
come,
but
great
improvements
this
year
to
date,
what's
up.
A
A
A
portion
of
those
are
through
enabling
sales,
by
sending
them
better
data
identifying
throughout
opportunities
and
all
those
that,
but
there
is
also
a
significant
portion
from
fully
automated
experiments
improvements.
So
that's
great
work
from
the
team
and
then
from
insights
and
learning
perspective.
We
worked
with
telemetry
product
analytics
and
data
team
assembled
our
full
growth
funnel.
A
If
you
click
into
that
view,
it's
basically
a
picture
of
how
our
growths
work,
how
customers
move
from
the
entire
funnel
from
brand
new
customer
to
a
paid
customer
to
a
retained
customer
and
to
customers
with
expansion
like
upgrade
or
or
seize
edition.
So
this
is
our
roadmap
for
growth.
Basically,
growth
team's
goal
is
to
move
customers
through
that
funnel
frictionlessly,
improving
conversion
rate,
maximize
all
possible
opportunities,
and
we
identified
there
are
a
couple
key
opportunities
for
for
us.
The
new
customer
activation
paid
conversion
will
be
a
big
focus
because
we
have.
A
We
have
a
lot
of
room
for
improvement
in
this
area.
Renewal
is
another
one,
even
though
we
have
pretty
strong
net
dollar
retention,
where
we
can
do
better
in
terms
of
cohort
renewal,
meaning
customers
who
sign
up
12
months
ago.
Do
they
renew?
How
do
we
improve
that
percentage
and
last
one
is
a
strength
as
of
today,
but
we
want
to
double
down
in
that
area
to
make
it
even
stronger.
Seed
edition
is
kind
of
naturally
already
very
strong.
A
How
do
we
double
down
and
make
it
even
bigger
in
terms
of
revenue
impact,
and
the
third
thing
we
learned
is
we
we
really
need
and
want
to
leverage
and
empower
our
collaborators
for
growth.
It's
really
not
just
gross
product
team,
it's
core
product,
it's
working
with
marketing,
it's
working
with
sales
and
customer
success.
So
we
we
have
weekly
sync
of
meetings
with
those
collaborator
collaborate
teams,
and
we
worked
on
intentionally
a
lot
of
road
map
items
that
will
enable
them.
A
H
Yes,
thank
you.
It
says,
keep
the
c-set
score
above
95
percent
and
identifying
internal
customer
score
by
end
of
quarter
and
that
ocr
kind
of
seems
to
suggest
that
external
customers
are
happy
with
purchasing
and
provisioning.
Since
we're
now
looking
at
internal
customers,
I
think
that
what
we're
measuring
is
what
people,
how
much
people
like
the
support
they
get
when
they
have
a
problem
with
our
purchasing
and
provisioning.
G
Yeah,
I
can,
I
think,
there's
a
couple
of
of
things
we
want
to
add
here.
So
the
first
one
is
the
actual
survey.
Language
does
talk
about
not
the
support
you're
receiving,
but
basically
the
fulfillment
process
itself.
So
it
does
try
to
clarify
that,
though
I
suspect
you're,
I
suspect
you're
right
in
reading
survey
results
we'll
see
things
like
people
who
have
actually
read
it.
It
will
be
dissatisfied
and
they'll
write
in
a
comment
saying
I'm
not
dissatisfied
with
support.
G
I'm
just
frustrated
that
I
got
I
had
to
get
here,
so
we
do
see
in
some
cases
it's
working
in
some
cases.
It's
not
right
because
then
we'll
see
a
happy-
and
you
know
dominique-
was
great
to
work
with
right
and
that's
the
support
rep.
So
one
of
the
things
we're
looking
to
do
is
start
a
new,
a
new
north
star
metric,
which
is
basically
trying
to
achieve
this
problem.
How
do
we
really
know
if
people
are
happy
with
our
fulfillment
processes?
G
The
fact
that
they're
submitting
tickets
lends
itself
to
the
fact
that
there's
a
gap
they
shouldn't
have
to
submit
a
support
ticket
if
fulfillment
processes
were
working
as
as
ideal.
So
the
new
metric
idea
that
we're
kicking
around
right
now
is
to
just
look
at
how
many
tickets
are
we
receiving
for
these
processes,
because
we
expect
that
ideal
state
is
zero
tickets.
G
We
understand
that
that's
never
going
to
happen,
but
it
should
be
a
really
reduced
amount
of
tickets,
so
looking
at
volume
of
tickets
related
to
anything
to
do
with
the
fulfillment
process
and
smoothing
against
number
of
customers
so
that,
as
we
have
customer
growth,
the
increase
due
to
customer
growth
isn't
just
driving
tickets
up.
We're
thinking
that
that's
going
to
be
a
good,
a
better
metric
to
tell
us
if
we're
successful,
and
then
we
have
to
decide
what
is
what
is
the
right
benchmark
to
say?
Well,
we
expect
you
know.
G
Five
percent
of
total
customers
submitting
tickets
makes
sense
just
because
people
aren't
going
to
read
the
docs
or
whatever,
so
that's
kind
of
it's
still
in
communication
stages,
so
feedback
on
that
is
really
helpful.
I
still
want
to
know
if
our
internal
customers
are
happy,
not
because
I
think
we've
solved
for
the
external
customers,
but
because
they
are
their
stakeholders
to
this
process
and
when
they're
doing
heavy
lifting
on
fulfillment
they're
not
doing
the
job
they're
hired
for,
and
so
I
want
to
start
getting
the
feedback
from
the
internal
customers.
G
H
At
no
point
did
I
suggest
just
to
be
clear.
At
no
point
did
I
suggest
we
should
not
measure
the
satisfaction
of
internal
customers
just
that.
The
way
it's
worded
now
makes
you
think
that
we
solved
external,
because
it's
a
high
c
set.
You
say
the
survey
questions
ask
about
the
purchasing
and
provisioning
process.
Who
do
we
send
those
out
to
to
everyone
who
goes
to
the
purchasing
and
provisioning
process,
or
only
the
people
who
fell
off
and
have
to
email
support.
G
Exactly
it's
the
latter
and
I
think
that's
what
jensen's
getting
at
in
his
point.
So
currently
we're
only
touching
those
who
have
gone
to
the
the
links
of
submitting
us
a
support
ticket
and
it
seems
like
there's
an
opportunity
to
maybe
be
querying
or
getting
the
satisfaction
with
our
processes
during
the
time
that
they're
they're
touching
these
processes.
A
I
Hi
slide
eight.
It
was
an
interesting
one.
It
looks
like
the
user
onboarding
michael
tutorials-
I
don't
know
if
that's
quite
the
right
thing
you
know,
I'm
talking
about,
gave
us
a
12
uplift
in
customers
actually
engaging
with
our
platform,
which
seems
pretty
significant,
so
considering
the
success
of
that.
Are
we
also
considering
doing
that
in
other
core
product
areas
that
we
know
are
overall
growth,
drivers.
A
Yeah,
that's
a
that's
a
great
question.
Yours,
your
sports
as
well.
We
will
have
joint
efforts
from
all
growth
groups
actually,
because
we
identified
onboarding
is
not
only
important
for
conversion,
but
also
acquisition,
but
also
important
for
retention
and
probably
expansion
as
well.
So
we'll
have
a
joint
efforts
from
all
the
team.
A
couple
initial
focus
include
first
30
day
onboarding,
just
overall
help,
customers
know
what
basically,
how
to
use
gitlab.
A
What
is
good
a
lot
of
opportunity
there
that
will
help,
drive
all
stage,
adoption
and
we'll
have
some
focus
on
ci
specifically
because
we
identified
ci
actually
is
a
kind
of
major
thing
that
can
tell
a
difference.
Customers
use
ci
early
on
versus
those
who,
don't
they
actually
have
a
pretty
different
retention
rate
after
12
months.
A
So
we
want
to.
We
have
we
have
some
discussions
with
ci
team.
Obviously,
a
lot
of
bigger
things
need
to
be
driven
by
that
team,
but
there
are
a
lot
of
opportunities
for
growth
to
help
kind
of
improve,
say
adoption
early
on
as
well,
and
then
another
area
we
found
is
team.
Imitation
team
growth
early
on
is
very
critical,
especially
if
you
are
a
team,
the
more
team
member
you
can
add
the
higher
likelihood
you
will
adopt
gitlab
see
the
value
think
about
slack.
A
A
lot
of
companies
spend
tons
of
time,
basically
making
sure
that's
smooth,
so
we'll
focus
on
that
as
well
and
the
other
thing
is,
we
want
to
think
about
more
targeted
use,
new
user
onboarding
goal.
We
have
a
large
number
of
free
users,
individual
users,
a
lot
of
those
users,
it's
very
hard
for
them
to
convert
to
pay.
They
are
just
not
in
that
kind
of
need
at
all.
A
I
That's
great
to
hear
our
system,
usability
scales
or
the
free
text
comments
indicate
that
new
users
are
the
ones
who
struggle
the
most.
We
hear
two
different
types
of
comments:
one,
the
sus
score
for
less
tenured
users
is
considerably
lower
two,
even
users
with
longer
tenure,
say
yeah.
I
understand
how
to
use
it,
but
I've
been
using
it
for
a
long
time
when.
F
I
A
Awesome
I
will
connect
with
you
to
just
get
more
actionable
insights
as
well.
The
next
one
we
can
skip
the
the
last
one
is
from
matt
mack.
B
Actually,
can
we
just-
I
just
want
to
address
one
thing
in
that
before
we
skip
it
and
my
last
point
about
personal
name,
spaces,
the
value
of
personal
name.
Spaces
is
not
just
in
the
conversion
rate.
It's
having
a
personal
name.
Space
also
increases
group
conversion
rate.
C
Yeah
and
just
to
echo
that
point
gentle,
I
think,
you're
spot
on.
You
know
I've
talked
about
this,
but
I
think
there's
also
distinct
value
and
when
we
think
of
somebody
coming
into
about
duckylab.com
and
then
initially
going
directly
into
starting
a
trial,
we
most
likely
want
to
bring
them
into
a
group
experience
so
that
their
company
can
see
the
full
value
of
a
group
adoption
of
git
lab
and
not
get
kind
of
stuck
into
a
personal
namespace
trial.
Where
you
may
not
experience
all
the
features.
So
I
think
to
your
point.
A
A
Yeah,
definitely,
I
think,
high-level
shared
answer.
Team
shared
something
as
well
for
the
1.4
million
majority
is
coming
from
com,
so
we
we
either
do
a
b
testing,
so
we
can
measure
like
the
the
winner.
What's
the
incremental
lift
or
there's
something
that's
that
doesn't
exist
before
and
when
we
add
that
we
are
able
to
calculate,
but
I
would
I
would
love
to
talk
with
you
to
understand
how
we
can
bring
more
of
that
impact,
so
self
hosted
as
well,
so
that
we
can
like
support
each
other,
the
other
in
that
area.
J
Awesome
I'll
reach
out
for
a
coffee
shop
and
thanks
mike
and
tim
for
the
async
update,
we'll
take
this
offline
but
yeah
any
help.
We
can
provide.