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From YouTube: Digital Experience Group Conversation (Public Stream)
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B
Great
hello,
everyone
and
welcome
to
the
digital
experience
group
conversation.
It
is
june
17th,
we
shared
the
slides
and
we
shared
a
video.
So
I'm
not
going
to
go
through
all
that.
Just
I'm
excited
to
watch
the
couple.
Welcome
a
couple
new
people
to
our
team
and
really
excited
about
the
work
we
have
going
on
just
to
set
it
up.
We
work
on
a
quarterly
plan,
so,
basically,
two
days
ago
we
were
halfway
through
the
quarter.
B
So
that's
why
you're
seeing
a
lot
of
coming
soon
stuff
we're
making
some
really
great
progress
and
we
wanted
to
give
everyone
eyes
on
on.
What's
going
on
so
first
up,
I
see
jeff
with
a
question
jeff
you
on
don't
see
him
so
jeff's
asking
about
slide.
10,
saying
congrats
on
the
significant
improvements
on
the
pricing.
Page
18,
50
and
60
increases.
B
What
were
some
of
the
changes.
Your
team
implemented
that
improved
conversion
on
this
page.
So
that's
been
a
really
fun
body
of
work.
We've
been
collaborating
with
sid
and
scott
primarily
and
their
teams
as
well
so
I'd,
say
the
the
main
things
we've
done
that
have
led
to
that
improvement
is
a
fundamental
shift
in
the
way
we
were
communicating
the
difference
from
the
tiers.
B
So
when
we
first
started
working
on
it,
what
we
had
was
a
list
of
features
and
it
was
like
these
are
the
features-
and
I
know
sid
recommended
this
quite
a
long
time
ago,
what
about
switching
to
benefits.
So,
yes,
let's
talk
about
the
features,
but
let's
phrase
them
in
a
way
that
communicates
the
benefit
that
the
potential
customer
gets.
So
scott
and
his
team
did
some
really
great
work
on
making
themes
and
we
implemented
that
that
was
a
huge
lift.
That's
what
that's!
B
What
those
numbers
came
specifically
came
from
and
prior
to
that,
what
we
had
done
is
applied
the
design
system
and
the
new
design
language
that
we've
been
working
on
a
few
quarters
ago,
and
we
just
saw
by
making
it
easier
to
consume
the
page.
We
saw
really
big
improvements
as
well,
so
simple
things
like
making
it
visually
obvious
that
free
you
get
less
and
ultimate
is
like.
Let's
talk
about
how
much
more
you
get
so
just
by
looking
at
it,
you
can
understand
that
one
one
is
better
than
the
other.
B
And
on
to
jeff's
second
comment:
so
it's
talking
about
slide
five
network
cms,
so
how
much
of
the
site
is
currently
powered
by
netlify?
Do
you
have
any
stories
or
metrics
around
how
netlify
has
made
it
easier
to
manage
content
on
the
site?
So,
let's
the
first
one?
How
much
is
currently
powered
learn
correct
me:
if
I'm
wrong,
my
understanding
is:
we've
got
blog
and
we've
got
topics
we're
working
on
an
amazing
events
template
that
all
of
every
event
at
gitlab
can
use
that's
built
in
and
ready
to
go.
B
C
And
there's
also,
you
have
the
slide
about
the
comparison
pages,
the
data
for
the
top
level
infographic
once
we
push
that
will
also
it
is
currently
in
network
cms.
It
just
doesn't
do
anything
on
the
front
end.
Yet.
D
And
the
entire
solutions
section
is
in
progress
for
this
quarter
as
well.
B
Yes,
we
have
more
and
more
coming
so
stories
under
the
stories.
Part
of
that
question.
Metrics
is
tough,
we're
moving
so
fast
and
metrics
our
instrumentation.
We
all
know
we're
working
on
it,
so
we're
posed
with
the
question
like
we
know
what
success
looks
like
do.
We
want
to
put
the
work
in
to
get
the
success
metrics
set
up,
or
do
we
want
to
keep
moving
forward
and
deliver
something?
That's
going
to
empower
our
our
fellow
gitlab
team
members
and
we've
prioritized
just
getting
stuff
out.
B
One
thing
that
I've
seen
before
that
is
happening
right
now.
Is
we
really
prioritize
the
work
that
comes
through
that
our
potential
customer
or
our
users
see,
and
we
forget
that
our
customers
and
users
are
also
the
people
who
are
using
the
cms?
So
I
see
a
lot
of
opportunity
on
the
admin
side
to
make
things
more
pleasurable
to
use.
B
I
do
believe
that
the
people
who
are
making
the
content
are
just
as
important
customers
as
ours
as
the
people
who
are
consuming
the
content,
and
I
think
if
the
content
creators
are
happy
and
having
an
easy
time
and
able
to
express
their
ideas
in
the
most
amazing
way,
that's
going
to
be
felt
by
our
potential
customers
and
lead
to
business
value
lauren.
I
saw
you
put
a
point
in
there
too.
In
2a.
Did
you
want
to
speak
to
that.
A
D
Yeah,
I
was
just
thinking-
maybe
not
everyone
here
knows
about
some
of
the
recent
conversations
around
instrumentation
and
the
wins
there.
So
just
maybe,
if
you
could
share
a
bit
more
about
what
that
is,
and
also
just
how
your
team
is
expecting
to
benefit
in
terms
of
like
how
you
can
make
ux
better.
B
The
instrumentation
and
danielle
has
been
instrument
or
driving
the
looking
back
and
understanding
what
decisions
have
been
made,
and
what
can
we
do
going
forward
honoring
and
respecting
the
things
that
we've
said
as
a
company,
so
I
feel
like
we're
in
a
really
good
place
and
we're
working
with
justin
ferris,
who
is
on
the
fulfillment
side,
we're
working
with
hila
and
sam
who
are
on
the
product
growth
side
and
the
our
three
groups
are
kind
of
that
through
line
for
a
customer.
You
know,
like
someone
comes
in
through
inbound,
they
have
a
problem.
B
So
things
we're
missing.
Right
now
is
understanding
from
a
data
perspective.
What
any
of
that
looks
like
and
then
specifically
on
our
team,
we,
our
funnel,
isn't
set
up
right,
like
it's
really
really
hard
for
us
to
dive
into
the
data
and
see.
Oh
this
like
when
I
think
of
a
conversion.
It's
not
necessarily
just
money
left
one
person's
wallet
and
went
into
someone's
bank
account.
A
conversion
to
me
is
equally
important
is
understanding
who
came
from
home
page
to
pricing.
Page
click.
D
So
I
know
we're
all
very
bummed
to
see
brandon
go
if
anybody
here
didn't
know.
Unfortunately,
brandon
lyons
last
day
was
last
week
on
friday.
He's
a
wonderful
team
member
and
we're
very
excited
for
him
in
his
next
role.
But
I
thought
it
would
be
cool
to
hear
about
your
hiring
philosophy
and
how
you're
going
to
apply
it
to
backfilling
the
role,
because
it's
obviously
a
super
important
role.
B
Yeah
absolutely
so
it's
a
great
question.
I
don't
know
if
I've
ever
like
had
it
come
out
of
my
head,
like
I
just
kind
of
have
it
rolling
in
my
head,
so
I
appreciate
the
opportunity
to
answer
it
on
the
fly.
B
I
I
feel
like
hiring
the
groups
at
a
certain
point.
It
doesn't
make
a
lot
of
sense
to
hire
juniors.
You
know
senior
level
people.
We
can
get
things
done
quickly.
We
understand
without
the
data
and
support
of
a
larger
team.
You
have
the
experience
to
know
what
matters
you
know.
What
is
that
that
20
that
actually
leads
to
move
the
needle?
So
I'm
not
currently
looking
for
junior
people
to
grow
within
the
team.
B
I
would
love
for
our
team
to
get
to
that
point
because
I
think
that's
a
great
way
to
you
know,
encourage
and
grow
talent,
and
currently
what
we
have
set
up
is
half
of
our
team
is
on
contract,
so
kind
of
running
a
little
business
within
git
lab
like
we,
it's
literally
an
agency
where,
with
the
contract
people,
I
don't
get
help
from
hr,
so
I
I
actually
have
to
do
all
the
sourcing
and
everything
through
my
own
network
and
our
groups
networks
find
people
explain
to
them.
B
How
awesome
this
opportunity
is
bring
them
on
and
what's
awesome
about,
that
is
with
brandon
leaving.
We
have
people
on
our
team
who
are
contract,
who
are
already
amazing.
They
are
familiar
with
our
tech
stack,
they're
ramped
up
most
of
the
way,
I
think
one
thing
that's
a
little
lacking
with
contractor
onboarding
is
the
culture
element
of
onboarding
as
a
contractor.
B
Obviously,
it
makes
sense
like
I
don't
think
it's
wrong,
but
I
do
find
a
lot
of
that
like
day-to-day,
explaining
like
how
we
work
at
gitlab,
why
it's
important,
why
it
works,
falls
a
lot
on
the
full-time
team
members,
but
the
benefit
is
right.
Now
we
have
someone
to
talk
to
and
we
don't
have
to.
You
know,
work
with
a
sourcer
and
work
with
staff,
our
recruiter
and
spend
more
time
and
money
finding
options.
B
So
it's
it's
working
but
of
course,
kind
of
leading
into
your
next
question
about
what
roles
are
we
hiring
for
now?
You
know
head
count
like
what
what
is
the
future
vision
getting
this
team
bigger
so
that
we
can
effectively
support
everything?
That's
being
asked
of
us.
Is
you
know
my
hopes
and
dreams
right
now
because,
for
example,
doing
our
bi-weekly
sprint
cadence
on
the
pricing
page.
We're
seeing
amazing
results
supporting
that.
Just
on
that
page,
with
the
amount
of
pages
that
we
support
on
the
marketing
site
is
really
challenging.
B
So
we're
we're
making
we're
having
to
like
not
do
stuff
to
support
that.
We
see
the
wins.
It's
totally
worth
it,
but
growing
the
team
that
that's
that's
paramount
to
me.
D
Thanks
and
then
I
guess
just
the
other
question
is:
if
you
hire
out
of
your
contractor
pool
to
phil
brandon's
role,
which
is
really
awesome,
like
you
said,
you've
already
sourced
and
ramped
someone
wonderful
that
we
want
to
have
at
gitlab
long
term,
will
you
hire
another
contractor
and
kind
of
continue
to
refill
that
pool
or
how
does
that
work?
Yeah.
B
That's
that's
the
plan,
so
it's
interesting.
I
don't
know
if
this
is
related
to
digital
experience
or
just
bigger
I'd,
say
eight
months
ago.
You
know
if
we're
in
this
situation,
if
I
had
posted
the
you
know
message
on
linkedin,
hey,
I'm
looking
for
a
front
end
engineer.
I
have
two
roles
open.
B
I
think,
because
of
pandemics
subsiding
and
things
are
opening
up
and
the
job
you
know,
people
looking
for
work
and
people
are
hiring
is
hyper
aggressive.
I've
had
no
one
respond,
so
you
know
I
kind
of
have
that
phrase
in
my
head.
B
You
know
what
worked
in
the
past
may
not
work
now
or
maybe
more
challenging,
and
as
long
as
you
know,
we
understand
that
as
a
group
that
I
was
able
to
do
this
and
run
this
little
business
before
it's
now
a
lot
harder,
but
the
goal
is
to
refill
that
pool
also
say
to
the
question
like
what
other
roles
are
we
hiring
it's
just
this
role,
but
I
appreciate
your
comment
on
on
what
the
vision
is.
I
have
a
couple
things
I
can.
B
Let
me
just
find
it
here.
So
there's
two
things
I
can
share
to
to
kind
of
share
that
vision.
So
I
have
this.
This
is,
might
be
coming
through
fairly
small,
but
this
is
a.
This
is
a
slice
of
what
we
support
right
now
on
digital
experience
and
you'll
notice,
there's
no
hierarchy,
there's
no
grouping
and
the
downsides
are
are
commented
there.
So
it's
not
efficient,
it
doesn't
scale
and
there's
a
lack
of
priority.
B
What
I
would
love
to
see,
so
this
is
getting
smaller,
so
apologies,
but
I
would
love
to
see
us
similarly
on
product
group,
the
the
pages
that
drive
results
into
product
teams.
So
what
we're
seeing
here
is
effectively
four
product
teams,
so
conversion
product
marketing,
corporate
marketing
and
search
and
nav,
and
then
having
data
reporting
and
analytics
and
a
site,
reliability
and
infrastructure
team
which
we
don't
currently
have
and
involved
in
that
would
be
growing
into
an
org.
B
D
Michael
for
those
of
us,
like,
I,
don't
think
I've
seen
an
org
chart
that
big
in
the
sense,
because
I
this
is
one
of
the
bigger
companies
that
I've
worked
in
to
be
totally
transparent.
I've
always
worked
in
smaller
startups.
So
can
you
just
help
us
understand
like
what's
normal
in
the
broader
world
like
I
know
you
were
lululemon,
and
that
was
a
much
bigger
team,
but
I
just
have
no
sense
of
what
normal
looks
like.
So
can
you
elaborate
on
that.
B
That
yeah,
absolutely
I've
been
on
big
teams.
I
love
big
teams.
You
can
do
a
lot
with
scrappy
lean
teams
for
sure,
but
you
can
do
huge
things
with
big
teams.
If
you
have
the
right
people
in
place,
I
think
that
first
slide
that
I
shared,
which
is
basically
growing
our
team
from
five
full-time
to
about
24,
would
be
average.
B
You
know
I'd
love
to
hear
from
harsh
on
like
what
what
were
the
teams
like
at
atlassian
that
supported
this,
and
I
think
it
opens
up
the
opportunity
to
start
to
build
systems
and
allowing
you
know
allowing
the
computers
to
do
the
things
that
they're
really
good
at
which
is
no
touch
sales,
which
is
huge
for
us.
So
to
me
that
midway
point
actually
looks
small,
usually
what
you
would
have
the
ratio
in
my
head
that
I
I've
built.
B
What
my
vision
is
is
two
front-end
engineers
to
every
one
full
stack
engineer
to
every
one
product
designer
to
half
a
ux
researcher,
half
a
data
scientist
then
you'd
have
one
product,
engineer
or
sorry
engineering
manager,
and
then
this
is
kind
of
a
weird
one,
but
like
an
eighth
of
a
product
manager.
D
B
Yeah,
I
think
that's
a
great
question
because
that's
that's
experience
talking,
if
you
don't
have
the
experience
you
think
you
get
green
lit
for
these
roles.
You're
like
great,
we'll,
have
them
in
their
seats
tomorrow
and
then
you
realize
like
if
today
someone
said
whoa,
that's
a
great
plan
hire
those
people.
B
I
would
not
be
confident
that
they'd
all
be
sitting
and
rant
by
december,
but
it
takes
time
to
build
that
and
then
the
growth
after
that
into
the
fully
resource
team,
would
be
more
towards
38
people,
which
would,
I
think,
would
be
a
fiscal
year.
B
2023
goal
that
I,
if
we,
if
we
were,
you
know,
let's
say
feb
1
q1
of
next
fiscal
year
is
like
yep.
We've
got
the
funding.
I'd
say:
it'd,
be
eight
to
ten
months
before
that
whole
plan
is
executed
and
then
we're
actually
able
to
deliver
that
value.
But
you
know
people
show
up.
You
know
you
never
know
how
easy
it
goes
to
find
people
and
yeah
as
long
as
you're
hiring
in
the
right
order.
Like
I
think
right
now,
we
have
a
really
good.
B
We
have
a
good
balance.
I
think
we're
a
little
light
on
engineers,
and
that
was
my
plan.
I
brought
on
more
designers
to
start
with
because
we
needed
to
build
the
design
system,
which
is
very
design
heavy
and
we're
seeing
the
value
of
that
every
week.
You
know
on
whenever
this
popped
up
two
days
ago,
when
a
harsh
needed
a
landing
page
for
get
lab
14.
B
If
we
hadn't
had
you
danielle
prioritize
that-
and
I
know,
play
a
lot
of
defense
for
us
to
deliver
that
the
answer
would
be
a
lot
different
than
yeah.
We
can
make
that
happen
by
friday.
It
would
have
just
been
a-
I
don't
know
like
I
guess,
maybe
we'll
work
36
hours
in
a
row,
because
we
want
to
like
help
people,
but
because
we
have
it
it's
great.
So
we're
at
the
point
where
we
have
that
stood
up.
B
D
I
think
I
have
the
next
one
too,
and
thank
you
for
that
explanation.
That
really
helps.
I
don't
think
even
you
and
I
have
talked
about
the
phased
part,
so
it's
really
cool
to
hear
the
way
you're
thinking
about
it.
We
would
all
be
so
excited
to
get
those
talented
people
on
your
team
someday.
D
Let's
see,
oh
we've
been
talking
a
lot
more
lately
about
how
to
make
sure
we're
putting
customers
front
and
center
and
everything
we
do.
I
was
curious,
you
know
if
you
didn't
have
any
resource
constraints,
since
obviously
it
sounds
like
that's
a
factor
right
now.
What
are
two
or
three
things
that
you'd
support
doing
to
make
that
more
visible
in
the
digital
experience.
B
I
love
that
question
so
in
in
that
realm.
You
know
with
without
the
constraint
of
customers
front
and
center.
The
first
thing
I
would
do
is
personalization.
We
would
lean
into
that
from
crawl
walk
run.
You
know
we
would
just
start
implementing
as
little
as
we
can
and
grow
that
as
fast
as
possible
from
there.
B
I
would
love
to
move
into
something
like
how
would
I
describe
it
like
I
would
be
having
on
every
page
on
tab
to
give
the
current
users
an
option
to
open
up
and
give
us
feedback,
so
we
have
direct
customer
feedback,
ideally
tied
to
a
session
replay
tool.
B
D
All
right
somebody
did
somebody
asking
for
asking
a
question:
no,
okay,
sorry.
I
thought
I
saw
that
okay
last
one
for
me.
So
did
I
miss
the
one
where
we,
where
I
said,
hey
congrats
on
your
one
year?
Oh
my
gosh.
We
have
to
talk
about
that
so
yeah
congrats
on
your
one
year
anniversary.
I
think.
B
D
Was
a
week
ago.
D
B
I
love
that
question.
It's
it's
changed
throughout
the
year.
You
know
that
this
is
one
thing
that
I
think
is
amazing
about.
Our
values
is
they're
all
real,
like
none
of
them
are
just
there
so
that
maybe
someone
reads
it
in
a
pitch
deck
and
says:
oh
okay,
that
sounds
nice.
The
iteration
value
is
one
that
I
hold
near
and
dear,
because
I
know
it's
the
hardest
for
everyone,
even
when
people
think
or
believe
that
they
they
have
it
figured
out
something's
gonna
pop
up.
B
That's
gonna
always
put
pressure
against
that,
whether
it's
timelines
or
you
know
whatever
it
is,
and
extending
that
to
iterating
on
team
and
kind
of
you
know
you've
given
me
a
lot
of
really
excellent
coaching
and
guidance
to
continue
to
play
big.
So
something
like
talking
about
this
teen
growth
over
this
fiscal
year
and
next
fiscal
year
or
our
quarterly
plan.
You
know
we,
we
have
a
bi-weekly,
sprint
cadence
and
we
make
a
sprint
plan
on
a
monday.
B
The
next
wednesday
we
meet,
and
we
say:
okay,
how
much
are
we
delivering
and
we
release
iterating?
That
way
is
awesome
and
then
doing
that
on
a
quarterly
scale.
So
I
love
that
also
not
necessarily
one
of
our
specific
values,
but
just
the
amount
that
get
lab
supports
the
individual
to
progress
and
learn
is
very
meaningful
to
me.
I
have
a
growth
mindset
and
I'm
always
interested
in
getting
better.
So
it's
I
really
appreciate
that.
D
B
It's
a
good
one.
I
mean
I
I'm
going
to
skip
over
the
this
big
change
in
in
the
world
and
and
work
right
now.
I
think
I
think
just
not
necessarily
for
gitlab.
I
think
one
of
the
biggest
challenges
for
companies
as
a
whole
is
going
to
be
this.
The
world
is
opening
up.
People
are
coming
back
out
of
this
gigantic
fierce
state
of
unknowing
and
now
they're
thinking,
okay.
Well,
that
really
woke
me
up.
Am
I
happy?
Where
should
I
be
what
company's
going
to
support
me?
B
So
I
think
that's
not
specific
to
git
lab
and
I
think
specifically
to
us.
I
think
we've
gone
really
far,
maybe
even
past
the
point
where
you
know
to
me:
it
makes
sense,
I'm
sure,
on
a
on
a
balance
sheet
it
it
continues
to
make
sense,
but
we're
working
blind.
We
we're
not
listening
very
well
to
potential
customers,
we're
not
able
to
look
at
data
and
make
data
informed
decisions
easily
we're
kind
of
in
that
state
where
we
need
to
level
up
from
okay.
It
looks
good
and
it's
flashy
to
hey.