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A
B
Yeah
thanks
for
talking
to
me,
I
have.
I
have
followed
this
from
afar.
If
something
gitlab
does
for
a
while,
I'm
fascinated
by
it
curious
why
other
people
don't
do
it
and
how
it
works,
but
I
guess
the
first
thing
is
how
you
decided
to
start
this
and
why.
A
Yeah
thanks,
I
was
hiring
for
a
chief
of
staff
and
a
chief
of
staff
is
a
really
tough
title
because
it's
used
from
anything
from
a
glorified
executive
assistant
all
the
way
to
almost
a
chief
operating
officer.
A
So
I
was
creating
a
bunch
of
literature
and
that
it's
the
job
family
I
spent
the
most
time
ever
and
one
of
the
articles
said
like
it's
awesome
to
have
chief
of
staff
because
you
train
a
person
in
all
aspects
of
the
company,
and
I
thought
that
is
wonderful
and
we'll
have
someone
every
one
and
a
half
two
years,
but
we're
tripling
the
company
this
year.
So
we
kind
of
need
to
train
more
people.
A
I
don't
have
time
to
like
spend
10
hours
a
week,
training
people-
I
do
have
time
like
a
couple
hours
a
week
where
I
make
training
videos
and
things
like
that.
I
could
just
have
someone
attend
all
my
meetings
like
if
that's
the
benefit
just
being
in
those
meetings,
that's
cheap!
You
can
just
do
that.
A
We're
a
functionally
oriented
company
that
means
that
our
biggest
problem
is
going
to
be
silos.
Where
people
don't
understand
what
other
functions
do
all
the
functions
come
together
at
the
ceo
level,
so
I
got
I
get
this
taste
of
all
the
different
things
and
I
think
sometimes
things
are
hard
to
explain,
but
if
you
do
it
for
just
a
little
bit,
you
understand
it.
It's
like
explaining
a
game
like
this.
Finding
game
is
super
hard.
You
read
the
manual,
you
don't
get
it.
You
play
it
for
half
an
hour.
You
get.
A
A
And
less
I
do
try
to
like
make
some
time
at
the
friday.
Every
friday
at
shadow
is
graduating,
and
I
try
to
make
time
then
sometimes
during
the
program
like
we
end
up
in
a
video
call
and
ask
like
hey
any
questions,
and
I
try
to
elaborate.
That's
not
the
goal
of
the
program
like
it's.
Okay,
if
you
don't
understand
everything
and
you
can
ask-
and
you
can
dig
but
sometimes,
for
example,
people
are
like
shadows
and
they
start
giving
all
kinds
of
extra
context
for
the
benefit
of
the
shadows.
A
B
A
We
think
so
it
used
to
be
three
weeks
because
I
thought
the
medical
system
was
an
inspiration,
c121
teach
one.
Then
we
had
this
do
one
week
in
which
they
were
the
only
shadow
and
it
didn't.
A
We
realized.
We
could
just
not
have
that
week
and
then
always
have
two
shadows,
which
would
be
more
consistent,
but
also
they
reported.
It
was
too
long,
especially
for
people
with
families
when
it
was
still
on
site,
and
even
now
people
are
like
two
weeks
is
great.
I
recently
asked
like
I
should
be
short.
It
should
be
a
couple
of
days,
but
the
first
week
they
feel
pretty
overwhelmed.
So
it's
kind
of
good
to
also
have
that
kind
of
the
graduation.
A
Yeah,
so
they
attend
about
80
to
percent
of
the
meetings
and
darren
was
a
shadow
feel
free
to
chime
in.
If
something
is
super
sensitive,
don't
do
it
and
that's
different
things.
People
who,
like
the
yummy
like
they,
have
something
to
talk
about
in
private,
okay,
the
shadow's
not
gonna,
be
on
there
performance
management,
especially
in
the
friction.
So
it
depends
a
bit
on
my
report
reports.
It's
all
performance
management,
some
reports,
it's
like
if
the
shadows
are
in
the
same
function
and
some
reports
is
like
look
it's
just.
A
They
discuss
everything
with
the
shadows
like,
for
example,
engineering
is
like
that
engineer's
like
look
performance
management.
We
we
do
it
very
diligently
and
we
have
nothing
to
to
hide.
But
there's
something
to
be
said.
But
again,
like
we
always
also
say,
like
negative
feedback
is
one
to
one
like
don't
do
it
in
a
big
group,
so
I
think
that's
the
most
sensitive
and
sometimes
there's
things
for
like
legal
reasons.
A
It
has
to
be
attorney,
client
privilege
things
like
that.
But,
for
example,
they
attend
our
board
meetings.
They
attend
me
giving
my
reports
feedback.
They
attend
a
lot
of
sensitive
things
darren
anything
you
want
to
add.
C
Yes,
em:
what
made
this
easy
is
that
gitlab
already
documents?
What
is
not
public
so
going
into
the
program,
is
already
documented
and
when
I
was
asked
to
leave,
which
was
very
rarely,
it
was
obvious
and
it
also
map
back
to
what
we
say
falls
into
that
one-on-one
only
bucket.
So
there's
not
really
a
mystery
there.
So
it's
useful
to
write
that
down
in
advance
just
to
and
then
reinforce
that
in
the
shadow
yeah.
A
A
A
It's
that
kind
of
thing
and
they
some
audition
shadows,
now
have
a
thing
going
where
merge
requests
per
shadow
per
week.
Is
that
thing
and
they
compete
on
that.
B
A
B
I've
never
seen
it,
but
I
know
what
it
is
and
I
can
imagine
I
can
imagine
that.
Are
there
benefits
to
you,
or
is
this
really
done
for
the
benefit
of
training
people
on
the
company
fast.
A
Empathy
like
everyone
in
the
company
will
have
an
opinion
on
the
ceo
and
most
of
the
time
they
see
very
little
actions,
and
then
they
base
a
big
opinion
on
that,
and
these
people
are
now
all
within
the
company
and
they'll
say
well
and
that's
it
and
he's
he's
actually
a
robot
and
I've
seen
the
wires
come
out
of
his
neck
or
they
see
like
I've,
seen
him,
and
I
know
that
they
they
really
consider
these
kind
of
things
carefully.
So
there's
probably
more
behind
this.
A
Also
you're
kind
of
it's
easy
as
a
ceo
to
get
out
of
touch
with
what's
happening.
So
this
is,
these
people
have
been
around
me
feel
more
comfortable
like
sending
me
a
message
like
hey.
This
is
messed
up
you
should
someone
should
pay
attention
to
this.
B
A
C
I
was
gonna
say
I
I
don't
have
the
data
to
prove
it,
but
I
feel
like,
as
the
network
of
shadow
alumni
grow
when
you've
gone
through
that
two
weeks,
it's
much
easier
to
assume
positive
intent
on
anything
related
to
the
company,
because
you
get
to
see
how
some
of
the
sausage
is
made
in
that
two
weeks.
So
you
can
reverse
engineer.
Oh
this
probably
happened.
A
Darren
and
like
our
credit
value,
giving
credit
assuming
positive
intent
is
is
like
that
is
the
accumulation
of
all
our
values
and
that's
super
hard.
I
sometimes
fail
at
it
and
it
helps
with
that
and
you
were
asking
about
like
what
people
take
away
sam
a
lot
of
people
go
back
and
say:
hey
I'm
taking
some
best
practices
and
sometimes
around
the
values.
For
example,
our
iteration
value
is
the
toughest
value
at
gitlab,
and
they
see
me
kind
of
practice
it
and
they
take
some
of
that
back.
A
A
The
most
common
problem
is
that
people
don't
schedule
their
time
off.
They
don't
really
take
like
vacation
from
their
normal
job.
They
think
I'll
just
do
both
I'm
just
in
a
bunch
of
meetings,
I'll
just
slack
on
the
side,
and
they
get
stressed
out
because
it's
too
much
work.
So
that's
the
most
common
failure
mode,
like
really
so.
A
B
A
Yeah,
we
think
it
will
be
great
for
awareness
around
get
lab
and
awareness
around
our
best
practices.
We
in
the
recent
time
we've
helped
the
world
with
remote
work.
B
B
That
is
remarkable.
That's
that's
like
yeah,
that's
says
something
special
about
the
company.
Okay.
Well,
I
feel
very
inspired
by
this.
I
don't
think
I
have
any
more
questions,
but
this
seems
like
one
of
those
innovations
that
is
going
to
be
a
big
deal
for-
and
I
know
you
get
labs
had
more
than
their
fair
share
of
those,
but
let's
hope
so.