►
From YouTube: Customer Deck Messaging Iteration
Description
In this video, Saumya Upadhyaya - Sr. Product Marketing Manager at GitLab presents an iteration of our customer messaging deck.
Please provide feedback here https://gitlab.com/gitlab-com/marketing/product-marketing/issues/1371
A
So,
as
we're
aware,
digital
transformation
is
really
disrupting
every
industry.
You
know
the
writings
OD
on
the
wall.
We
have
seen
multiple
industries
being
deceptive.
Take
the
book
industry
which
was
disrupted
by
online
book
sales,
which
was
been
disrupted
by
readers.
You
take
the
music
industry,
which
was
disrupted
again
by
digitally
by
music
being
sold
through
iTunes.
A
So,
a
couple
of
decades
ago,
obviously,
you
know
we
had
the
analog
phone,
which
were
then
disrupted
by
the
mobile
phones
which
which
at
that
point
in
time
were
boy.
If
only
we
had
the
sms's
voice
calls
were
extremely
expensive,
but
still
there
was
a
transition
from
the
analog
desk
phones
to
the
mobile
phones,
which
people
could
carry
anywhere
right
and
telecom
operators
invested
heavily
on
the
infrastructure.
Expand,
have
structures,
try
to
get
as
many
customers
as
they
could
to
kind
of
expand
into
the
network
effect
effect.
A
What
happened
next
was
data
came
into
the
picture
right
and
when
data
came
into
the
picture,
the
revenues
of
the
telecom
operators
were
suddenly
taking
the
hit,
because
now
the
SMS
revenue
that
they
were
getting,
who
has
now
transitioned
into
applications
like
what's
happened
so
on
the
word,
revenue
moved
to
Skype
and
then
now
to
something
like
a
workshop.
So
again,
a
telecom
operator
became
just
a
pipe
provider,
just
an
infrastructure
provider.
So
at
every
phase
you
know
multiple
times
the
telecom
operators
had
to
innovate
and
get.
A
You
know
move
ahead
of
the
curve
to
kind
of
retain
their
Avenue
voice,
which
used
to
be
close
to
70.
80
%
of
their
revenues
is
now
less
than
25
30
%
of
revenues
of
most
telecom
operators
in
the
world,
so
they
need
to
actually
find
ways
to
expand.
Move
into
adjacent
industries
find
out
figure
out
value-added
services
that
they
can
provide
so
that
they
can
retain
the
revenue
stream
that
they
actually
have
right,
and
this
is
not
just
the
case
in
the
telecom
industry.
A
We
see
this
happening
across
a
lot
of
industries,
so
so
I
think
the
writing's
on
the
wall,
it's
inevitable
that
enterprises
organizations
need
to
transform
digitally,
but
based
on
a
McKinsey
survey
that
was
done
a
couple
of
years
ago.
70%
of
digital
transformations
are
actually
failing,
and
why
is
that?
Because
there
is
the
most
of
the
processes
in
an
organization
are
currently
manual.
You
move
from
one
file
or,
to
the
other,
from
let's
say
the
development
to
the
testing,
to
the
deployment
to
through
monitoring
and
so
on.
A
Each
of
these
silos
don't
talk
to
each
other.
There
is
handoffs.
There
is
a
lot
of
uncertainty
right
there
for
collaboration
between
the
team,
so
each
team
has
a
different
priority.
For
example,
a
development
team
priority
is
to
make
sure
that
they
release
as
many
features
and
capabilities
as
possible.
The
opposition
steams
priority
is
really
to
make
sure
that
the
production
deployment
is
stable
right.
So
these
are
misaligned
penalties
for
both
of
the
teams,
so
because
of
which
you
know
there
is.
A
There
is
a
push
and
pull
between
the
team
and
teams
at
all
points
on
time.
There
is
lack
of
visibility
and
lack
of
credibility
as
well.
So
let's
say
that
there
has
been
an
issue
identified
at
production
time,
but
you
are
not
able
to
trace
that
back
to,
let's
say
a
single
deployment
or
you're
not
able
to
trace
that
back
to
what
the
thing
change
that
was
male
or
that
has
actually
caused
this
issue
right.
So
there
is
a
lack
of
visibility,
because
each
of
the
teams
are
different.
The
tools
they
use
are
different.
A
A
Connect
the
dots
between
each
of
the
deployment,
the
code
changes
and
so
on,
you're
you're,
not
able
you
have
a
poor
velocity,
because
you're
not
delivering
fast
enough
competitors
might
be
delivering
faster
than
you
and
you
are
actually
losing
market
opportunity
right.
So
this
could
also
lead
to
business
disruption,
damaged
reputation
and
customer
attrition,
and
this
is
not
something
that
obviously
any
enterprise
of
any
organization
right
and
hence
based
on
a
lot
of
conversations
that
we've
had
with
organizations.
A
We've
identified
that
there
are
really
three
drivers
for
a
digital
transformation
across
various
sizes
of
organizations
that
we've
spoken
to
as
well
and
the
way
I
look
at
it.
You
know
there
is
an
internal
aspect
of
it,
which
is
you
want
to
increase
the
operational
efficiencies?
You
want
the
teams
to
talk
to
each
other.
You
want
to
reduce
manual
processes.
You
want
to
make
sure
that
you're
deploying
fast
enough.
You
more
visibility
into
your
overall
development
lifecycle
and
with
with
that
visibility,
then
you
are
able
to
actually
make
improvements
in
your
overall
food
chain
right.
A
So
that's
the
first
thing,
so
it's
more
internal!
You
want
to
reduce
cost.
You
want
to
improve
efficiency,
you
want
to
maintain
developer
productivity.
The
second
thing
is
more
from
an
outside
end
point
of
view.
Basically,
you
want
to
be
able
to
deliver
better
products
faster.
While
because
you
know,
customers
have
the
option
to
switch
from
one
window
to
the
other
at
a
click
of
a
button
these
days
right,
it
could
be
a
website,
it
could
be
an
application,
it
could
be
a
tool,
so
it
is.
A
It
is
relatively
easy
for
customers
to
move
from
one
from
one
service
to
another
service,
brief
pretty
quickly,
so
we
cannot
be
complacent.
Any
organizations
cannot
be
complicit,
but
they
need
to
be
able
to
deliver
products
faster.
They
need
to
be
able
to
deliver
quality
products
path
and
that
that's
where
we
look
at
this
from
an
outside-in
perspective,
we
think
that
I
have
customers,
look
at
it
from
an
outside-in
perspective.
A
They
want
to
accelerate
the
software
delivery
process
so
that
they
are
able
to
meet
the
business
objective
and
the
third
aspect
as
organizations
undergo
this
transformation.
There
is
an
added
element
of
security
and
compliance
that
comes
into
play,
which
is
which
is,
am
I
complying
to
regulatory
processes?
Am
I
complying
to
my
internal
processes
right?
So
all
of
this
needs
to
be
factored
in,
along
with
the
speeds
that
you
are
trying
to
achieve,
with
with
the
new
digital
transformation
journey
that
star
that
organizations
are
trying
to
take.
A
So
it's
not
new
right,
so
digital
transformation
is
something
that
organizations
have
been
trying
to
do
from
a
fairly
long
long
time
period,
so
based
on
which
part
of
their
application
development
journey
that
they
want
to
fix
organizations
have
selected
one
or
more
tools.
So,
for
example,
if
they
are
looking
at
you
know,
issue
management
they
they're,
probably
looking
at
Vegeta
or
if
they
are
looking
at
automation,
they
may
be
looking
at
a
puppet
chef
and
so
on.
If
they're
looking
at
repository,
they
could
be
looking
at
artifact
and
so
on.
A
Okay,
so
they're,
based
on
what
they
want
to
actually
achieve
organizations
have
picked
one
or
more
tools.
However,
these
tools
introduce
a
tool
change
the
tax
right.
So
the
minute
you
you
adopt
a
specific
tool
set
and
for
one
tool
set
for
one
stage
that
you
want
to
fix
and
then
another
tool
set
for
something
else
that
you
want
to
fix.
A
There
is
the
integration
challenge
that
is
available.
You
need
to
make
the
two
tools
talk
to
each
other,
and
this
leads
to
a
lot
of
fragile
integrations
becomes
very
hard
to
scale
ant
and
also
lead
to
outages.
They
are
in
the
future.
So
a
lot
of
organizations
which
have
already
started
on
the
digital
transformation
journey
we
see
have
adopted
one
or
more
tools
which
which
could
lead
to
the
to
change
size.
A
So
what
is
really
needed
so
we
spoke
about.
You
know
the
three
key
objectives
that
organizations
have
when
they're
that,
when
they're
going
forward
with
the
digital
transformation
journey,
what
they
need
is
to
increase
the
increase
in
increase
their
operational
efficiencies.
They
need
a
single,
consistent
view
across
various
to
various
themes
that
are
operating
so
there
could
be
the
dev
team,
the
operations,
team
security
team.
All
of
these
need
to
have
one
single
view
so
that
each
one
of
them
is
aligned
with
what
the
other
team
is
doing.
A
So,
if
there
is
a
development,
is
actually
pushing
or
deployment
into
production.
Ops
needs
to
be
aware
of
that
and
needs
to
be
ready
for
monitoring.
That
and
security
needs
to
be
aware
of
that
and
needs
to
be
able
to
make
sure
that
the
release
that
is
going
out
or
meets
all
the
security
requirements
that
the
company
or
the
regulatory
mandates.
The
second
is,
you
know
it
could
be.
There
could
be
many
many
such
avenues
for
increasing
operational
efficiency.
Wages
listed
a
few
over
your
we'd
like
we'd
like
it
to
be
cloud
independent
right.
A
The
second
key
objectives
that
we
saw
that
organizations
have
is
that
they
want
to
deliver
better
products
faster.
So
what
what's
required
to
achieve
this
objective
is
that
teams
need
to
be
have
the
ability
to
work
in
parallel.
So
so,
for
example,
ops
need
to
be
able
to
give
feedback
back
to
their
security
needs,
to
be
able
to
give
the
backpacks
there
and
their
means
to
give
feedback
to
the
other
groups
as
well.
So
there
needs
to
be
an
end-to-end
feedback
loop
that
is
available
across
the
board
so
that
they
can
work
in
parallel.
A
They
can
communicate
with
each
other.
We
need
to
be
able
to
automate
testing
anytime.
A
product
development
is
complete
and
it's
committed,
but
the
best
thing,
the
security
and
the
deployments
need
to
be
automated,
so
that
there
is
minimal
manual
interventions
or
to
deliver
the
correct
posture
and
then,
of
course,
the
security
risk
you
know
needs
to
be
a
to
cater
to
the
security
risks
and
compliances
the
security
aspects
which
needs
to
be
embedded
within
the
development
process
itself,
so
that
there
is
no
separate
security
processes
that
need
to
be
done
outside
of
the
processor.
A
So
now
we've
identified:
what
are
the
objectives
we've
identified,
what
actually
required?
How
do
customers
need
to
measure
the
results
right?
We
have
a
lot
of
organizations
who
who
have
been
able
to
measure
measure
the
operational
efficiency
improvements
in
them
in
multiple
ways,
but
some
of
them
are
listed
over
here.
What
is
the
total
cost
of
ownership?
So
today
you
might
be
maintaining
about
ten
different
tools,
you're
spending,
some
time
and
effort
in
actually
maintaining
that
toolset.
A
Integrating
that
to
say
there
is
a
license
cost
as
the
people
cause,
there's
a
compute
cost
and
so
on
for
managing
all
of
this
right.
So
we
need
to
identify
what
is
the
overall
cost
cost
of
ownership
of
maintaining
this
or
this
to
change
that
the
cycle
time
from
the
time
you
actually
have
the
idea
to
the
time
it
actually
goes
into
production
and
set
up
for
monitoring.
So
the
end
to
end
time
of
how
much
time
it's
going
to
take
to
get
an
idea
into
production
is
can
be
measured.
How
many?
A
How
often
are
you
deploying
to
production
and
developer
turnover
and
satisfaction?
All
of
these
are
typical
measures
of
determining
what
operational
efficiencies
are.
We
have
customers
who
have
had
who
have
moved
from
a
developed
taking
a
development
frequency
as
an
example
we'll
go
from
a
once
in
six
months:
development
frequency
to
a
couple
of
deployments
in
a
particular
days
right.
So
those
are
the
kind
of
improvements
that
we
talking
about,
delivering
better
products
faster.
A
How
many
leases
are
being
able
to
make
how
many
in
budget
releases
are
we
able
to
make
cycle
time
as
a
measure
that
can
be
used
to
measure
both
operational
efficiencies,
as
well
as
how
quickly
you're
delivering
faster?
Of
course,
the
ability
to
regain
market
share
or
gain
market
share,
increase
your
number
of
customers
and
revenue,
and
so
on
are
also
good
measures.
From
an
outsider
perspective
of
am
I
able
to
deliver
products
faster
that
are
catering
to
the
needs
of
my
cart
from
from
measuring
security
and
compliance
risk.
A
A
So
how
do
B
is
gitlab
off
of
this,
so
we
we
offer
an
end-to-end
devops
platform.
So
in
the
previous
one
of
the
slides
you
saw
that,
typically,
when
a
customer
starts
their
divorce
or
digital
transformation
journey,
they
would
have
picked
a
better
breed
kind
of
solution
which
they
would
have
integrated
into
multiple
into
an
extended
toolset
with
multiple
different
products.
Nicolas
is
a
solution
which
gives
an
end-to-end.
They
worked
as
a
single
application,
all
the
waves,
long,
managing
and
planning
your
application
releases
or
to
monitoring
and
security
and
defending
your
application
right.
A
So
it's
an
end-to-end
application
with
a
single
data
store,
a
single
permission
or
model.
You
can
have
collaboration
across
the
team.
It's
well
integrated
between
each
of
these
stages
as
well.
So
why
get
lag?
Why
is
it
important
to
have
a
single
application?
We
are
the
leading
SCM
and
CI
in
one
single
application,
and
we
have
analyst
and
customers
also
recognizing
that
we
talked
about
that
in
the
next
subsequent
slide.
We
have
built-in
capabilities
for
security,
compliance,
insight,
visibility,
monitoring
and
so
on.
A
So
it
becomes
a
lot
easier
to
do
it
from
end
to
end
in
one
single
tool
where
you
don't
need
to
think
about
integrating.
You
know,
test
automation
into
it
or
test
code
review
into
it,
and
so
on.
It's
an
end-to-end
is
our
solution.
We
provide
a
flexible
hosting
option.
So
if
you
are
interested
to
both
get
lab
on
your
own,
you
can
have
a
self
managed
version.
We
also
have
a
products
available.
A
We
are
innovating
rapidly.
We
will
talk
about
that
in
one
of
our
subsequent
slides.
We
are.
We
are
an
open
source
company,
our
core,
we
haven't
opened
core
company
where
we
have
close
to
about
2,200
active
contributors
to
our
code
and
our
pace
of
innovation
also
is
very,
very
high
and
we
have
a
very
collaborative
and
transparent
customer
experience.
Unlike
a
lot
of
the
vendors
that
you
would
have
worked
with
in
the
past
our
roadmap,
our
vision,
what's
coming
in
the
next
couple
of
clearly,
this
is
all
very
transparent
and
you
can
see
it
online.
A
You
you
have
the
ability
to
contribute
to
that
roadmap
as
well,
by
voting
up
voting
down
specific
features
capabilities
as
well.
So
we
are
an
extremely
collaborative
and
transparent
company
in
that
way.
So
we've
spoken
about
this
this.
This
talks
about
the
end-to-end
DevOps
practice
that
is
built-in.
So
as
soon
as
an
issue
is
is
created,
an
issue
could
be
anything
it
should
be
a
bug.
It
should
be
a
feature
so
from
the
master
branch
you
create.
A
A
merge
request,
make
the
changes
as
soon
as
you
commit
your
changes
for
CI
pipeline
runs
and
as
a
part
of
this
pipeline,
you
can
have
embedded
into
the
pipeline
code,
review,
test,
automation,
application,
security,
peer
reviews
and
so
on,
and
once
all
of
these
activities
are
complete
and
the
change
is
happy
approve,
the
issue
can
be
merged
back
into
the
mainline
and
within
grid
lab
itself.
You
have
the
capability
to
configure
the
your
staging
deployment.
A
In
addition
to
the
roadmap
being
available,
we
also
have
something
where
we
define
what
level
of
maturity
each
of
the
capabilities
that
we
offer
are
ten,
so
whether
it
is
with
it
whether
it
is
a
minimal
capability
or
it's
not
yet
available
or
it
is,
it
is
a
viable
capability
where
we
have
a
few
customers
who
might
be
using
it
and
internally
we
are
talking
it
all.
It's
a
lovable
capability
right,
so
we
have.
A
We
have
actually
classified
each
of
our
offerings
or
capabilities
into
these
maturity
level,
so
that
would
give
customers
a
good
understanding
on
where
we
are
from
from
a
journey
point
of
view
in
each
of
these
stage
and
determine
whether
that
particular
capability
makes
sense
for
them
or
when
that
capability
will
make
sense
for
them
in
the
near
term.
Right
and
it's
not
just
us
saying
you
know
what
we're
doing
is
likeable
by
a
lot
of
customers.
We've
been
validated
by
analysts.
Gartner
has
identified
as
a
visionary.
A
You
know
in
the
enterprise,
agile
planning
tools,
Forrester
a
couple
of
years
in
a
row.
Forrester
has
identified
us
now
as
a
leader
in
the
continuous
integration
to
again
couple
of
years
in
a
row,
we
have
been
identified
as
a
very
strong
core
Forman
in
the
in
a
brand
new
wave
that
Forrester
came
out
with,
which
is
the
value
stream
management
tools
again
there
we
are
on
for
farmers
and
at
par
with
a
lot
of
industry.
A
Best
of
these
kind
of
solution
we've
been
identified
and
as
an
innovator,
bye,
IDC
in
agile,
the
code,
development
and
tools
that
are
supporting
open,
open
source
development
platforms
right.
So,
in
addition
to
analysts,
talking
about
us,
we
also
have
customer
validation,
so
garden
appear
inside
is
so
is
the
site
where
customers
go
and
rate
our
capabilities
and
in
different
various
different
areas.
We've
been
identified
as
customer
choice
peer
inside
customer
choice.
A
We've
received
an
award
for
the
best
and
price,
agile
planning
tools,
application
release,
orchestration
software
again
couple
of
years
in
a
row
right,
so
you
don't
have
to
hear
us
age.
You
know
the
analysts
are
actually
saying
it
as
well.
So
how
are
we
able
to
do
this?
How
can
we
see
best-of-breed
in
more
than
one
product
category,
considering
that
we
are
a
single
applications
with
different
pages
that
we
offer
right?
So
we
have
the
power
of
convention.
A
We
are
actually
leveraging
the
DevOps
best
practices
of
100,000
organizations
across
the
world
because
we
are
open
code.
We
have
customers
using
our
core
solution
which
is
available
for
free
and
then,
as
there
we
go.
They
actually
extend
or
to
the
capabilities
that
we
offer
in
higher
tiers,
and
we
have
a
very
passionate
community
of
users
of
over
2,200
people
and
organizations
contribute
code.
You
can
see
that
almost
200
plus
contributions
are
merged
back
into
our
code
base
every
month,
so
that
is
a
significant
amount.
That's
outside
of
what
we
are
contributing
as
an
organization.
A
We
are
doing
continuous
innovation.
We
we
have
been
releasing
every
single
month,
I
think
here
at
the
97th
month,
or
we
have
never
missed
every
twenty
second
of
every
month.
We
have
a
release.
Of
course
we
do
have.
The
SAS
version
has
releases
more
frequently,
but
the
adoption
of
the
self-managed
hosted
version
has
to
be
adopted
by
customers
as
well.
A
We
have
a
very
aggressive
vicious
right
so,
and
we
will
talk
about
that
in
the
last
slide.
But
our
vision
is
actually
possible
because
we
have
a
very,
very
high
rate
of
change.
So,
if
you
can
see
since
so
thousand
in
2011,
with
mainly
source
code
management
and
special
management
year
over
year,
we
have
added.
We
have
expanded
in
bit
as
well
as
this,
and
today
we
are.
We
are
looking
at
an
end-to-end
devops
mission,
where
we
want
to
offer
a
single
axis
for
customers
to
achieve
that.
A
There
was
a
transformation
if
you
have
a
lot
of
customers
who
have
validated
as
these
customers
are
across
various
various
tiers
of
our
offering
using
various
capabilities,
for
example,
Goldman
Sachs
and
this
example
uses
postcode
management
and
CIC
D.
They
have
produced
their
release
cycle
or
release
frequency
from
one
to
two
weeks
to
one
in
every
few
minutes
right.
So
that
has
been
that's
the
kind
of
change
we
are
talking
about.
We
have
bi
worldline,
which,
which
is
improved
code
review
by
120,
X,
speed
and
couple
of
other
examples
listed
here.
A
We
trusted
by
a
lot
of
enterprise
customers
across
the
world
across
various
verticals
and
industries,
including
government
agency.
So
you
can
see
the
full
list
of
it's
not
the
full
list,
but
it
is
a
small
subset
of
customers
that
have
been
listed
out
here.
So
why
do
these
customers
really
trust
us
right?
So
there
are
multiple
levels
that
customers
actually
have
benefit
or
get
a
ROI
from
their
gift.
A
Lab
investment
in
general,
the
most
basic
level
of
or
the
most
basic
breakeven
is
achieved
by
Justin
Saleh
dating
multiple
tool
sets
that
they
are
actually
using
into
one
single
tool
set.
What
this
does
is
reduces
the
license
cost
of
multiple
tools,
it,
the
integration,
cost
the
Atty
cost
and
it
also
increases
you
know
the
developer
productivity,
because
now
they're
people
they
are
working
on
more
strategic
activities
rather
than
working
on
activities
like
integrations
and
maintaining
those
integrations
right.
So
that
is,
that
is
level
level.
A
One
and
two,
the
third
level
of
cost
reduction
is
we
are.
We
are
seeing
customers
able
to
reduce
their
cycle
time,
deploy
a
loss
for
a
lot
faster,
able
to
keep
up
or
even
exceed
their
competitors
by
releasing
features
a
lot
faster
right,
so
that
is,
that
is
level
three
and
four,
where
it's
better.
It
is
competitive.
A
Competitive
displacement,
as
well
as
revenue
acceleration,
because
the
features
are
now
able
to
go
out
a
lot
faster,
you're
able
to
deliver
quality
software
out
paths,
so
customers
are
not
incentivized
to
move
to
your
competitors
as
well.
So
what
our
vision?
We
aim
to
replace
multiple
vendors
across
the
lifecycle
in
certain
stages,
we
are
already
replacing
multiple
competitors.
We
are
in
a
lovable
level
of
maturity,
whereas
in
certain
others,
our
capabilities,
we
are,
we
have
a
specific
focus
where
we
are.
A
We
think
that
we
will
support
enterprises
as
they
decide
to
move
to
their
towards
their
cloud
native
deployments.
When
they
do
decide
to
move
these,
we
will
be
ready
to
support
them
as
a
single
applications
right.
So
we
have
an
aggressive
vision.
We
aim
to
displace
a
lot
of
competitors
as
a
part
of
this.
A
We
we
have
started
on
that
on
that
journey
from
attack
great
and
at
that
point
of
view,
but
our
end
vision
is
to
be
an
end-to-end
single
applications
above
solution
that
that
will
solve
a
lot
of
the
transformation
issues
that
customers
have
faced,
that
we
have
spoken
about
in
the
first
language.
Ladies
complex
juices,
lack
of
collaboration
and
so
on
to
Vienna,
so
we
aim
to
provide
that
all
with
one
single
application
or
from
an
end-to-end
perspective.