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From YouTube: 2019 09 10 Memory Team Retro
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B
Just
just
grading,
so
no
real
format
here,
it's
pretty
freeform
I
threw
some
ideas
out
there
and
I
see
that
folks
and
put
stuff
in.
Does
anybody
want
to
jump
in
for
the
topic
start
talking
about
I?
Don't
want
to
be
running
the
show
and
driving
this
I'd
rather
have
everybody
kind
of
jump
in
and
contribute
what
they
want
to
talk
about
and
I'll
be
happy
to
take
notes
and
contribute
as
well.
Does
anybody
have
any
topics
I
want
to
start
with.
C
A
Could
read
my
points
since
maybe
comment
slightly
on
them:
yeah
yeah
I
stole
ten
years
for
nothing,
that's
amazing,
yeah.
So,
basically,
the
the
greatest
points
for
me
about
our
team
is
that
the
mail
is
really
awesome
and
unusual
for
I
mean
typical,
reveals
projects
and
that's
a
lot
to
learn,
even
if
it
could
be
hard
sometimes-
and
this
is
amazing
and
of
course,
huge
shout
out
to
Camille
for
doing
tremendous
amount
of
work
for
us
and
until
I
understand
how
people
they
able
to
do.
They
can
all
this
stuff
outside
it
even
away
yeah.
A
A
Yeah,
so
the
bed
kind
a
bad
point.
Sometimes
it's
not
easy
to
find
good
sources
of
truth
in
the
web,
because
we,
of
course
we
could
ask
anew
about
it,
but
it's
not
enough.
Sometimes
and
I
have
maybe
a
proposal
but
something
crisis.
Do
you
feel
like
it's
a
good
idea
to
post
articles
I
find
useful
too
cello?
A
Maybe
it's
a
lot
clearer.
I
was
sure
we
could
create
a
special
channel
like
things
if
you
feel
it
could
be
useful,
because
I
found
a
lot
of
articles,
I
find
kind
of
semi
useful
and
they're
not
ready
enough
to
to
point
them
to
the
commendation,
because
to
post
something
to
the
connotation
we
need
to
understand.
It
will
be
useful
for
everyone,
but
I
could
yeah.
We
could
use
this
channel
and
check
if
it
would
be
alive
for
some
time,
not
like
the
social
one.
Okay,.
E
D
A
A
Okay,
you'll
do
that
yeah.
So
also
this
point
about
endless
requests
months,
I
participated,
the
number
of
company
meetings
and
I
feel
like
it's
very
important
metric
to
the
company,
because
it
talks
a
lot
about
it
and
I
feel
like
we
have
a
problem
maturing
kids,
maybe
without
them,
and
maybe
with
me
being
an
experienced
yet,
but
how
to
address
it,
how
to
feel
about
it.
What's
your
opinion?
Is
it
something
that
we
are
not
going
to
achieve
in
in
the
future,
or
are
we
going
I
don't
know?
A
A
D
So
my
proposal
is
like
try
to
think
very
hard
on
how
to
ship
smaller
Amar's
because,
like
I
know
that,
like
the
the
idea
like
in
Java
or
like
it's
easier
to
like
to
do
a
bigger
piece,
because
it's
like
more
complete
but
for
my
perspective,
it's
easier
to
review
the
smaller
piece.
So
if,
if
it
takes
like
that,
one
is
sure
you
gonna
close
in
five
a
month.
D
It's
actually
great
because,
like
you,
you
can,
you
can
divide
the
changes
in
some
kind
of
functional
or
like
self-sufficient
parts,
because,
like
it's
not
the
type,
you
should
divide
by
like
spikes
in
this,
mr
and
the
application
name
is
Ammar,
but
rather
like.
If
you're
running
some
I
don't
know
refactor
or
like
some.
Some
like
we
are.
There
is
like
some
improvements
to
spice
and
that
right
change
the
existing
specs
to
align
them
to
what
you're
working
on
it's
actually
can
go
into
separate
amar.
D
It's
like
it's
technical
depth
that
you
are
solving
for
often
like.
We
saw
this
technical
depth
as
part
of
like
bigger
piece,
but
nothing
really
prevents
us
from
like
doing
this
technical
depth
in
earlier
I'm.
Like
reassigning
that
to
the
random
people
and
they're
gonna
be
a
ton
of
people,
they're
gonna
merge
that,
for
you
like
in
one
day
or
even
faster,
so
I
can't
speak
as
possible.
I
mean
as
much
as
possible.
That
makes
it
still
like
self
sufficient
anything.
So
not
nice.
Okay,.
B
Sure
I
agree
with
everybody
feedback
that
it's
going
to
be
difficult
to
hit.
The
10:00
a.m.
are
average,
especially
for
this
team
right.
If
this
was-
and
this
is
what
I
tell
other
managers
and
other
folks
that
have
been
in
on
the
metrics
working
group,
that
I've
been
in
on
the
memory
team
is
just
it's
a
different
team
right.
We're
gonna
get
problems
sent
to
us
that
are
ill-defined.
It
require
a
lot
of
research
and
it's
gonna
take
some
time
to
even
get
a
good
issue
out
there.
B
That's
something
more
than
we
use
too
much
memory
on
sidekick.
So,
yes,
we're
I
think
our
team
is
going
to
be,
can
all
over
the
place
on
our
mr
metrics
and
at
the
end
of
the
quarter.
If
this
goal,
if
we
come
back
and
we
didn't
hit
our
1010
m
ours,
but
we
have
a
good
cadence
or
a
good
pace
and
we
have
adopted,
you
know,
like
Camille,
said,
adopted
a
pattern
of
trying
to
break
down
issues
even
smaller
and
submit
multiple
em
ours
per
issue.
B
Then
that's
not
a
bad
thing,
even
if
we
missed
the
goal.
If
we
know
what
our
velocity
is,
if
we
know
what
our
throughput
is-
and
we
know
how
we
want
to
work
together
as
a
team-
the
fact
that
we
don't
hit
the
company-wide
10,
mr
ab,
which
isn't
a
terrible
thing,
especially
given
the
charter
of
this
team.
B
Now,
if
we
were
a
feature
team
and
we're
given
well-manicured
issues
milestone
over
milestone
that
are
fairly
well
broken
down
in
shipping,
an
MVC
per
issue,
then
I
think
we'd
be
in
a
different
spot
and
we
should
be
able
to
hit
a
higher
EMR
throughput
per
month.
But
again,
given
the
Charter
of
the
memory
team
that
go
research
debug
and
come
up
with
solutions
for
difficult
problems,
I
think
we're
gonna
be
all
over
the
place,
and
this
goal
was
thrown
out.
There's
a
company-wide
goal.
We
should.
B
A
B
Awesome,
since
this
is
recorded,
am
I,
gonna
mention
any
names,
but
of
course
we
had
some
some
headcount
shuttling
because
of
the
search
team.
We
had
to
move
one
of
our
headcount
to
q4,
but
then
we
got
lucky
in
that.
We
identified
three
people
that
we
wanted
to
hire
totally
so
the
one
who's
starting
in
October.
That's
a
done
deal.
We
are
going
on
reference
checks
on
another
one
and
that
should
hopefully
that'll
finish
up
this
week
and
that's
an
external
hire
the
internal
hire
the
offer
is
out
there.
B
We
just
need
to
adjust
the
start
date
because
there
were
some
things
that
we
had
to
work
through
real
quickly,
but
the
internal
hire
should
be
on
the
team
within
a
week,
barring
any
unforeseen
circumstances,
so
I'm
hoping
by
the
end
of
the
week.
We
have
the
team.
We
have
at
least
names
and
all
the
slots
and
starting
dates
for
everybody.
B
B
D
About
interruptions,
yes-
and
this
is
tricky
because,
like
I,
don't
really
know
how
to
like
improve
that.
It
seems
to
be
like,
at
least
for
me,
for
interruption
driven
like
what
we
do
mm
I
wish.
It
would
be
like
more
structured,
so
like
I
know
that,
like
this
is
amount
of
time
that
I
can
spend
on.
This
is
Emma
I'm
not
acting
on
this,
because
otherwise
it
feels
like
that
I
am
kind
of
rushing
or
getting
things
done,
and
also
feeling
that
there
are
some
things
off
from
back
of
my
head.
D
D
D
The
kind
of
I
think
means
this
dot
on
I,
to
kind
of
conclude
that
and
be
done
with
that
any
kind
of
like
goes
over
and
over
for
like
for
neck,
my
son,
pretty
much
and
I
wonder
like
I
mean
like
it's
not
really
like
the
only
puma
case,
but
rather
like
we
have
so
many
interruptions
of
my
kids
device.
What
we
plans
and
makes
us
for
shuffle
a
lot
of
my
stone
through
there.
My
son,
like
I,
think
that
probably
like
was
one
part
of
the
issue
that
we've
had
assigned
to
this.
B
B
Honestly,
I
don't
know
that
this
team
will
ever
get
away
from
some
level
of
interrupter
than
typically
how
I've
dealt
with
this
in
the
past.
Is
this
if
you
have
a
fairly
well-defined
roadmap
for
at
least
you
know
a
couple
Sprint's,
or
in
this
case
at
least
a
milestone
or
two
out,
then
you
can
start
talking
about
trade-offs
right.
B
If
an
interrupt
comes
into
the
team's
and
say
this
is
a
grad
priority,
then
you
talk
to
your
product
or
whomever
the
stakeholders
and
say
well
I
understand
it's
a
priority,
but
here
are
the
things
that
we're
working
on
right
now
and
it
will
delay
those
and,
in
the
case
of
the
project,
import/export
and
other
interruptions
that
happen
this
month.
Those
were
those
are
emergencies.
B
Those
are
things
that
we
need
to
alleviate
pretty
quickly,
because
we
were
having
some
production
issues
that
just
wouldn't
allow
us
to
scale
right,
Andrew
and
stand,
and
others
work
in
daily
firefighting
mode,
and
we
need
to
jump
on
those
sidekick.
My
psychic
memory
killer
was
a
big
one
for
them,
so
I
don't
know
that
we'll
ever
get
away
from
being
at
least
partially
interrupt-driven.
B
D
Just
wondering
if,
like
if
it's
gonna
change,
when
we
have
more
people,
because
technically
we
should
have
two
or
three
more
people
joining
the
team,
so
you
will
basically
effectively
double
engineering
capacity.
We
don't
thirty,
but
we
need
to
actually
like
I
hope.
So
that
way
we
gonna
probably
have
the
capacity
to
like
to
work
on
the.
What
is
our
plan
and
have
the
capacity?
What
is
interrupts
reman?
D
D
So
actually
we
do
not
have
like
more
demands
on
our
interruptions
because
we
gonna
be
more
flexible,
so
I
think
you
may
still
not
be
spending
fifty
percent
of
our
time,
but
maybe
they're
gonna
be
like
two
people
in
the
team
that
gonna
have
X
table
assignment
where
all
other
part
of
it
is
gonna
struggle
on
getting
like
kind
of
interruptions.
Women
work,
though
I
don't
know
it's
like
it's
tricky
yeah.
B
It's
it's
a
blessing
and
a
curse
to
get
more
team
members
right.
People
are
excited
about
the
work
that
this
team
is
doing,
and
the
productivity
and
the
things
problems
we're
solving
and
when
they
see
that
we
double
our
team,
they're
just
gonna
start
throwing
more
problems
at
us
right
now.
If
we're
gonna
have
to
go
tackle,
which
it's
a
good
thing,
you
have
confidence
in
us
and
our
ability
to
deliver.
There
are
things
that
we
can
explore
as
we
get
more
folks
on
the
team.
B
A
I
thought
I
feel
like
the
border
between
memory,
team
and
metrics
team
is
quite
seen.
This
is
fine
because,
for
example,
the
recent
ticket
with
metrics
it's
hard
to
say
if
it's
our
team,
fresh
fruit
investigating
electric
team
or
just
not
rixton,
is
overloaded,
and
we
need
to
do
that
or
is
it
assigned
to
our
team,
because
we
were
the
last
ones
who
made
the
change
to
to
this
unicorn
metrics
yeah.
A
B
Yeah
I,
don't
think
we
own
all
metrics
right,
I,
think
if
we
are
doing
an
issue
where
the
problem
has
arisen,
then
yes,
we're
gonna
have
to
build
in
metrics
to
validate
our
assumptions
on
what
we're
working
on,
but
we
don't
own
metrics
for
all
of
the
platform
that
should
be.
If
it's
just
a
request
for
building
metrics,
we
should
push
it
back
to
the
feature
team
that
built
feature.
B
D
If
we
don't
really
know
what
to
do
with
them,
where
it's
a
real
basic
idea,
it
should
be
done
before
we
even
assign
that
it
might
seem
like
a
proof
that
so
I
think
that
our
best
curve
right
now,
we
can
still
continue
doing
that.
But
as
long
as
we
have
two
or
three
times,
Mauritius
is
not
be
possible,
but
then
like,
we
should
have
much
better
understanding
of
how
to
trust
these
trust.
D
These
issues
on,
like
what
is
our
scope,
so
died
thinking
that
I
could
like
kind
of
divide
our
attention
to
some
specific
areas
when
there
is
more
people
and
more
issues
and
I
think
he's.
It's
also
kind
of
important
word
from
the
writing
system
is
to
not
only
like
refine
what
is
to
be
worked
on,
but
also
have
the
same
search.
Understanding
of
the
issue
so
I
know
sure
that
full
of
meaning
and
also
I
think
understand
between
us
how
a
differently
wait.
They
worked
to
actually
to
know.
D
Because,
like
in
idea
what
the
whites
should
be
pretty
much
similar
from
all
of
us,
so
basically
we
understand
the
same
scope
of
the
work
to
be
done,
the
same
way
and
like
we
have
the
same
capacity
to
do
of
them,
but
maybe
some
of
you
like
when
we
start
looking
at
that
naughty
someone,
something
that
was
like
not
originally
intended
that
it
turns
out
that
this
is
something
more
complex
that
was
mentioned
so
I
think
by
creating
the
way
system.
Allow
us
to
have
dessert
understanding
and
idea
you.
It
should
allow
us
to.
B
Yep
great
site
waiting
super
important
looking
for
ways
that
we
can
execute
on
it
better
throughout.
There
may
identify
issues
and
waits
during
the
Monday
staff
meetings,
and
it
shouldn't
be
that
shouldn't
be
the
only
place
right.
We
can
do
it
asynchronously
to
call
out
on
the
issues
hey.
This
is
I'm
picking
up
this
issue.
If
we
go
with
waiting
as
we
picked
them
rather
than
we
assign
them
or
at
the
beginning
of
a
milestone,
bring
it
up.
So
we
can
discuss,
especially
if
we
have
some
major
discrepancies
or
just
call
out.
B
B
B
And
that
kind
of
falls
into
assignment
so
the
past
couple
milestones
I've
kind
of
bucketed
work
and
assign
them
to
folks
and
the
feedback
I've
gotten
on.
That
is
it's
good
to
know
what
I'm
working
on
next
or
it's
good,
to
have
some
other
issues
assigned
to
me
so
that
if
I
get
blocked
on
one,
then
I
can
go
focus
on
something
else
to
work
on.
B
But
then
because
we
are
so
interrupter
than
often
you
know
within
a
week
of
the
milestone
start,
and
you
could
have
a
bunch
of
new
issues
that
people
need
to
be
assigned
and
then
it
clutters
aboard.
Can
we
see
they
have
ten
different
things
assigned
to
them
so
I
think.
Probably
the
compromise
here
is
starting
a
milestone.
B
C
I
had
a
small
one,
I
think
it's
probably
more
just
a
consequence
of
I'm
seeing
the
same
performance
as
well,
and
that
before
wasn't
really
dedicated
team,
so
just
kind
of
evasive
effort,
and
when
that
happens,
I
think
we
see
that
we
fight
of
all
issues
that
don't
be
apply
anymore
implicated
in
certain
ways
or
be
superseded.
I
just
bought
so
apparently
they're
tuned
performance
and
memory.
C
It's
just
that,
like
yesterday,
we
found
that
other,
actually
the
issue
they
apply
and
also
that
employees
boards
and
people's
lists
and
I
just
what's
called,
and
just
you
know,
maybe
some
things
and
the
same
like
a
static
orientation.
You
need
to
have
a
quick
kind
of
culling
of
issues
just
to
go
through
them
and
go
home
actually
that
one's
that
superseded
or
that
one's
no
longer.
That
was
no
just
completely
irrelevant.
We've
done
that
essentially
and
a
different
issue,
etc.
B
Yeah
and
increased
participation
from
product
management
will
help
here
and
I
will
certainly
help
with
removing
redundant
issues
whenever
I
find
them.
So
Marissa
is
our
new
product
manager
right
and
she
has
been
she's
been
asked,
and
I
was
okay
with
her
focusing
most
of
our
time
on
distribution
right
now,
she
is
shared
with
distribution
as
well,
and
they
had
a
much
higher
priority
need
in
filling
out
their
backlogs
and
focus
from
product
management,
and
we
did.
B
We
had
a
pretty
good
idea
of
what
we
were
working
on
for
the
next
month
or
two
is
she
joined,
but
as
we
get
more
team
members
and
as
we
start
to
burn
down
the
known
issues
that
we
should
be
working
on,
Larissa
will
start
ramping
up
and
they
have
now
weekly
her
to
start
talking
about.
What
are
we
working
on?
What
do
we
need
to
work
on
in
the
future
and
I
think
that
will
help
to
have
more
project
product
management
oversight,
with
the
memory
tape.
C
B
F
B
F
B
Yeah
well,
I,
don't
know
about
other
managers
and
teams,
but
I
certainly
do,
and
people
are
certainly
aware
that
the
member
team
is
new
and
that
there
will
be
inconsistency
at
the
beginning
of
the
team
in
the
beginning
of
the
individuals
tenure,
but
following
a
plateau
and
during
the
I
was
on
the
metrics
working
group,
where
we
actually
graph
that
out
too
right.
We
we
took
all
of
the
em
ours,
we
graph
them
out
per
author
for
tenure
and
we
certainly
saw
ramped
up,
especially
on
tenure
of
folks
joined.
B
F
Another
question
I
said
aids
balance
between
the
beta
solution
and
quick
delivery.
I.
Think
of
this
because
I
had
a
remember
there
is.
There
is
an
issue
from
some
some
production
issue
that
we
have
been
asked
to
do
something
that
was
some
moderate
personal
cameo
after
Camille
deliver
that
after
he
came
back
from
vacation,
I.
F
Remember
in
that
issue
the
issue
also
actually
has
the
initial
proposal.
If
we
just
simply
follow
that
proposal,
we
can
quickly
deliver
something,
but
it
had
read
at
least
I
feel
that
proposal
doesn't
sound.
Very
doesn't
sound
like
a
very
promising
because
it
requires
a
lot
of
change
in
every
individual
worker
so
that
the
reality
is
really
involved,
the
same
related
to
discussion
from
many
different
people
and
then
finally,
can
you
give
a
better
solution
and
he
also
like
order
to
implement
net,
so
here
they're
some
hung.
F
A
Well,
my
opinion
is
that
the
definitely
helps
is
going
get
lock
in
handbooks
that
we
need
to
deliver
fast
and
iterate
fast
and
ship
small
solution,
which
is
great
but
sometimes
I,
feel
like.
We
need
to
be
aware
of
compromise,
especially
based
on
our
team's
nature,
because
some
of
our
tasks
I
actually
make
some
solutions
better.
So
we
could
not
just
I
guess
this
balance
is
more
visible
for
product
team,
so
we
need
to
ship
a
feature
iterate
on
the
feature
and
deliver
improvement
based
on
client
feedback.
A
We
are
working
in
a
bit
bit
different
domain.
It's
not
always
feature.
Sometimes
it's
already
improvements
of
like
our
service
behavior.
This
means
better
solution
of
regular
to
start
with.
So
that's
why
I
believe
we
have
it's
not
easy
dichotomy
between
these
two
sites.
I
mean
we
just
need
to
judge
based
on
each
issue.
That's
how
I
feel
about
my
decisions
and
whether
to
make
this
code
better
or
like
ask
an
interview
faster,
okay,.
D
I
can,
with
respect
about
this
issue
that
right
huge
in
you,
are
mentioning
the
or
did
not
proposal
that
was.
It
was
not
better
solution.
It
was
not
even
big
solution
because
it
was
hard
solution
talk
to
at
so
it
didn't
actually
like
fulfilling
of
the
girls
of
being
quick
or
better.
It
was
only
harder
to
see
with
a
lot
of
downsides
included
and
at
least
for
this
issue,
I.
D
So
at
least
for
me,
it's
like
we
should
be
clever,
unlike
choosing
better
solution,
even
if
it
takes
a
little
longer
so
kind
of
like
we
should
iterate
fast,
but
this
iterating
fast,
maybe
should
be
like
that.
We
now
ahead
of
that
time,
the
direction
on
which
we
should
write
improved
application,
and
we
just
basically
made
up
like
a
mind
map
of
the
potential
improvements,
and
we
just
kind
of
work
on
the
better
solutions
on
work
on
on
many
many.
D
These
directionals
kind
of,
like
you
see
that
right
example
that
we
suffered
with
import-export
like
we
cannot
shape
all
of
them
across.
We
could
make
me
sheep
the
quick
solutions
like
maybe
once
panel
surgeon
proposing,
but
is
it
actually
better
yes
like
in
improv,
sorry
to,
but
it
actually
introduced
a
ton
of
technical
ducts
and
I.
Think
that
our
goal
from
the
memory
team
is
should
be
that
we
do
not
fix
immediate
problems,
but
rather
like
we
improve
things
systematically.
D
The
like
retro,
actively
like
fixing
chapters
that
worm
were
like
miss
desire,
but
there
is
also
another
tangent
we
should
not
offer
engineer
and
because,
if
we
offer
engineer
it
kind
of
becomes
even
worse
because
we
are
optimizing
for
something
that
is
not
true.
So
I
know
that
this
is
a
ton
of
conflicting
goals,
but
it's
like
my
marketing
is
like
in
this
very
tricky
spots.
I
know
that
in
the
hunt
there
is
written
like
boring
solutions,
but
the
last
thing
that
we
should
do
is
like
the
park
of
the
most
boring
solutions.
D
We
should
pick
the
boring
solution
that
our
toes
better
solutions,
arcade
architecture,
re
overall
and
it
makes
every
new
person
joining
the
team
and
the
company
easier
to
deal
with
I
kind
of
maybe
sacrificing
throughput
at
the
beginning.
But
as
long
as
you
kind
of
understand
the
domain
knowledge
about
the
space-
and
you
understand
how
maybe
like
what?
What
is
the
best
way
to
refactor
some
of
the
parts,
then
kind
of
robot
should
also
arrive
at
some
point.
It's
may
just
take
a
little
longer
at
the
beginning,
because
it's
actually.
B
Great
every
opinion,
Thanks
I,
think
the
other
thing
we
can
look
at
here.
I
agree
with
Camille
the
long
term.
We
should
always
be
looking
for
the
better
solution,
but
I
think
as
you
get
into
these
issues.
That
may
seem
like
big
issues
like
improve
project
import/export
right
I
think
we
actually
have
an
issue
that
just
said
that
always
look
for
the
low-hanging
fruit
right,
so
we
can
find
some
low-hanging
fruit.
B
We
have
some
long-term
goals
of
like
using
you
line,
delimited
JSON,
but
the
things
that
can
be
found
about
deduplicating.
That
was
huge
and
that's
gonna
provide
a
lot
of
overhead
for
folks,
especially
in
infrastructure,
and
not
have
to
continue
to
manually
support
and
watch
the
important
export
I
think
the
the
sidekick
memory
killer
is
another
good
option
where,
as
we
got
into
it,
people
kept
throwing
new
featured
on
like
I
would
be
great
if
we
hadn't
been
tool
for
it
and
be
great.
B
If
we
could
do
this,
identify
the
low-hanging
fruit
break
it
out,
isn't
there
an
individual,
mr
breaking
out
as
an
issue
saying
this
is
the
initial
goal,
there's
some
low-hanging
fruit
that
we're
gonna
work
on
while
we
work
towards
the
bigger
goal,
and
perhaps
some
of
the
low-hanging
fruit
is
good
enough-
that
we
can
deep
prioritize
that
and
work
on
something
else
for
a
while,
so
that
that
would
be
my
advice.
Look
for
the
low-hanging
fruit!
First,.
F
Contributing
you
that
way
is
a
pure
question,
because
there
is
one
community
contribute
I'm,
not
sure,
because
we
have
a
higher
priority
task
our
hand,
but
emotional
was
the
balance
between
them,
not
for
whether
if
we
don't
respond
to
them
much
faster
does
that
sounds.
It
will
impact
the
communities,
the
passion
to
work,
with
the
give
that
so.
C
E
B
B
So
the
question
was
asked
by
another
manager:
how
do
we
prioritize
community
contributions
and
I
missed
the
meeting
where
they
talked
about
this,
but
Eric
Eric
Johnson?
The
geoengineering
gave
some
feedback
I
will
link
to
the
doc
here,
so
you
don't
have
to
struggle
to
read
it
while
we're
talking
through
this.