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From YouTube: Overview of how we plan milestones with Lorie Whitaker
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A
It
watch
it
later.
The
main
reason
I
am
desperate
to
find
out
is
I.
A
Think
there's
a
lot
more
going
on
than
I
know
about
it,
and
I
want
to
want
to
help
do
what
I
do
best
is
like
the
generative
research
piece.
I
know
Ian's
awesome.
He
has
really
taken
on
so
much
and
did
such
a
good
job
with
with
what
he's
been
helping
you
out
with
I,
just
want
any
part
of
that
conversation
about
like
what
are
you
guys
up
to?
A
A
B
Okay,
so
let
me
think
of
the
best
ways
that
I
could
say
this,
so
maybe
it
helps
to
zoom
out
really
quick
and
just
talk
about
some
of
our
sort
of
overall
deliverables.
So
like
each
month
at
the
end
of
the
month,
we
update
our
strategy
and
Direction
pages
and
we
update
those
with
what
are
we
going
to
be
working
on,
and
why
and
what
aren't
we
gonna
be
working
on?
B
We
link
to
issues
there
so
that
that
to
me
is
the
single
source
of
truth
that
we
are
represents,
like
our
roadmap,
that
we're
representing
to
our
customers
and
to
our
users,
whether
or
not
they
go
view
that
that
sometimes,
and
actually
some
people
do
I've
talked
to
some
some
customers
to
say,
I've
really
read
through
all
of
that.
I
just
want
to
now
hear
you
talk
about
it's
like
and
give
you
feedback,
which
is
great
Thanks,
so
there,
if
you
look
at
that
as
a
single
source
of
truth.
B
B
Avenue,
like
one
one
track
for
the
user
interview,
is
what
we're
doing
with
what
what
Ian's
doing
right
now,
the
people
who's
interviewing
where
we've
gone
through
a
problem,
validation,
a
survey,
a
user
interview,
another
run
for
that
is
I'm,
always
in
issues
talking
to
users
or
in
get
that
forums
or
I'm.
Read
it
and
telling
people
liking.
I'd
love
to
talk
to
you
if
you
want,
if
you're
open
to
it-
and
those
are
informal.
B
That's
for
me
to
hear
about
something
specific,
and
maybe
that
will
change
the,
how
I
prioritize
something
or
how
I
think
about
something,
and
then
there's
other
things
that
we
do
like.
There's
a
top
issues
requested
by
the
Technical
Account
Managers
is
like
me
that
hasn't
been
updated
in
a
while,
but
that's
something
that
that
is
useful.
They
could
go.
I
could
go
back
and
see
like
one
of
the
top
requested
issues
by
Technical,
Account,
Managers
and
I
could
see
how
those
things
are
being
addressed.
B
Up
on
that,
that's
another
helpful
sensing
mechanism
and,
of
course,
I
mentioned,
like
the
Reddit
and
hacker
news
thing,
because
it's
good
to
find
negative
customer
sentiment
from
the
community
of
users
in
in
sort
of
this
like
unfiltered
format
and
we've
used
that
to
you,
know,
prioritize
and
define
a
lot
of
things
like
when
I
first
started,
our
biggest
source
of
negative
negative
customer
sentiment
was
around
the
NPM
registry.
You
couldn't
do
authentication,
it
didn't
work
for
four
groups.
Those
things
have
all
been
resolved.
So
now
you.
B
Customer
centered,
okay,
so
that
kind
of
describes
like
the
the
sensing
mechanisms
that
go
into
planning
sort
of
the
high
level
vision
and
strategy
and
then
that
vision
from
that
vision
and
strategy
comes
the
given
milestones.
So
when
I
go
to
plan
a
specific
milestone,
I'm
thinking
about
a
couple
of
different
things,
I'm
thinking
about,
are
there
any
security
bugs
or
violations
that
need
to
get
addressed,
and
those
should
always
go
to
the
top
of
the
list,
because
we
need
to
make
sure
our
platform
is
secure
and
usually
those
things
are
pretty
well
defined.
B
B
That
I
put
that
at
the
top
of
the
list,
and
the
next
thing
that
we
have
is
our
bugs
so
security
and
then
we
have
bugs
and
regressions
and
dan
and
I
have
a
process
where
we
are
going
through
a
spreadsheet.
Basically,
that
gets
generated
that
this
is
a
list
of
all
of
our
bugs
the
priority
and
severity
as
well
as
like.
B
Where
does
how
long
since
they've
been
resolved
and
so
we're
looking
at
our
SLO
s,
we're
looking
at
like
the
popularity
of
the
bugs
how
many
uploads
do
they
have
and
things
like
that,
and
is
it
feasible
for
us
to
solve
the
bugs
so
we're?
We
are
recently
arriving
at
this
method
of
saying
we
want
to
try
and
pull
in
at
least
one
bug
per
engineer
per
milestone
so
like
in
this
case
we've
in
twelve
five.
We
pulled
in
I
think
four
or
five
bugs
nice.
A
B
B
Okay,
so
like
when
what
I've
been
doing
from
a
planning
perspective
is
organizing
a
lot
of
organizing
and
epic
for
the
next
several
milestones,
based
on
what
we've
learned
from
all
of
those
things
that
I
just
mentioned.
So
one
specific
theme
that
we
want
to
tackle
is
lower
the
cost
of
the
registry
by
improving
storage
management.
This
we
heard
over
and
over
again
dinner
and
all
of
those
different
avenues
and
so
kind
of
give
like
one
of
the
goals
of
this
epic,
a
lot
of
improve
user
experience.
B
We
want
a
new
and
expanded
API
and
perform
an
API.
We
want
a
UI
driven
retention
exploration
policies.
We
think
about
the
target
audience
like
what
are
the
outcomes?
How
will
we
know
if
we
were
successful
like
it
in
it,
looks
like
this
ends
in
January
2020,
so
January
2020?
How
will
we
know
if
we've
successfully
completed
this
epic
and
then
I
put
in
things
like
important
decisions
that
we've
made?
B
We
have
been
doing
these
think
big
discussions
for
the
package
team,
where
we
meeting
originally,
we
met
once
a
week,
and
we
went
through
each
of
these
epics
just
to
sort
of
level
set
the
team,
because
we
had
a
lot
of
new
people
and
making
sure
we
all
knew
like
what
are
the
core
epics.
And
what
are
we
working
on.
A
B
Development
team
have-
and
so
things
come
out
and
I
link
to
the
videos
here,
but
then
you
could
see
the
issues
all
linked
so
they're
in
order.
Usually,
if
this
this
blue
dot
here
it
means
that
they've
been
resolved
or
completed,
and
then
you
could
see
the
green
ones
are
still
need
to
be
scheduled
and
that
they
go
in
this
milestone
more
or
less.
This
one
is
kind
of
out
of
order.
B
Generally,
you
could
go
through
and
you
could
see
like
okay
here
all
the
issues
planned
for
up
through
twelve
seven
and
there's
there's
four
more
epochs
that
are
like
this
I.
Don't
have
to
open
up
each
one,
but
generally
what's
happening.
Is
we're
putting
these
issues
here
and
then
Ian
and
I
are
working
together.
You
know
we.
A
B
Weekly
sync
meetings
and
we're
trying
to
align,
to
say,
okay
for
doing
this,
like
retention
and
expiration
policy,
we
need
to
make
sure
that
we're
starting
to
think
about.
In
this
case
we
already
did
user
research
for
this,
and
so
the
next
thing
is
a
design
and
then
we'll
do
solution,
validation
in
other
cases.
Maybe
it
would
be
helpful
to
look
at
some
different
epics
like.
B
Here
we
go:
here's
here's
like
our
next
priority
at
the
Craig
visibility
and
transparency
for
the
packaging
container
industry,
and
so
like
this
epic
is
basically
redesigning
the
entire
user
experience
for
for
our
stage,
so
we're
going
to
conduct
user
research
and
evaluate
what
data
and
evidence
is
required
by
users.
That
sounds
familiar
right,
yeah
redesign.
B
If
anyone
that's
not
familiar
with
the
issue
that
you
can
go
in
and
you
could
read
the
problem
to
solve
and
at
least
kind
of
understand
what's
going
on,
and
then
each
of
the
issues
that
we
create
are
very
similar.
So
for
me,
I
like
to
create
issues
that
I
always
give
background,
so
I
feel
like
I'm.
Always
writing
the
first,
some
form
of
these
sentences
like
what
or
how
does
what's
the
container
registry
or
what's
the
packet
rate
just
in
case
someone.
You
know
that
they're
not
familiar
with
our
stage.
B
They
get
some
background,
I'm,
a
big
fan
of
user
stories
and
acceptance
criteria.
So
I
try
to
do
that.
We
include
the
intended
users
and
and
the
further
details
and
the
proposal
will
change.
Like
in
this
case,
I'm
like
okay,
well,
what
are?
What
are
our
goals?
What
are
we
proposing?
Are
there
any
examples
that
I
could
put
in
here
and
like
code,
snippet
or
like
this,
is
one
of
our
competitors
user
interface?
B
What
documentation
needs
to
update,
usually
I'll
call
out
anything
if
there
needs
to
be
some
testing
that
is
like
in
the
you
know,
my
spidey
sense
is
tingling
that,
like
oh,
we
should
make
sure
that
we
test
permissions
levels
or
we
should
make
sure
we
test
performance
or
something
like
that,
and
then
we
usually
add
in
what
a
success
look
like
and
how
will
we
measure
it
and
so
like?
Usually,
this
is
like
a
what
a
success
feel
like
and
then
like.
B
How,
specifically
are
we
going
to
measure
that
and
then
I
there's
all
this
label
magic
that
goes
on
so
making
sure
that
we're
using
the
right
labels
and
it's
it,
looks
complex,
but
like
once
you
get
into
it.
It's
not
that
bad,
because,
realistically
you
want
your
group
and
stage
labels
always
applied.
You
want
your
category
label
always
applied
for
me
for
our
team,
I'm,
not
sure.
If
other
teams
are
doing
this
I
I
apply
front-end,
back-end
or
UX.
B
If
I
know
that
it
will
require
work
from
those
teams
so
that
those
people
know
to
go
in
and
at
an
issue
waiting,
so
this
one
doesn't
have
any
weight
yet
but
like
it
should,
and
so
then
the
weight
is
used
to
calculate
what
can
beat
make
its
way
into
the
milestone.
Dan,
the
engineering
manager
will
look
at
weight
across
issues.
For
instance,
we
could
see
in
12,
for
we
had
23
issues
and
30
for
total
weight.
B
This
is
part
of
our
product
vision
for
the
year,
so
this
gets
this
product
vision
label
things
that
are
important
and
worth
calling
out
in
our
kickoff
video
or
in
the
kickoff
document,
get
the
direction
label.
The
directional
label
means
that
it'll
show
up
in
the
kickoff
document.
It
also
means
in
the
direction
page
it'll
show
up
here
in
the
roadmap
section
so
like
here
we
can
see
oh
yeah.
A
B
That's
showing
up
here
means
that
I
have
a
direction
label,
so
not
everything
gets
the
direction.
Label.
I
am
making
a
decision
to
say
like
these
are
the
important
features
in
a
given
milestone
whereas,
like
let's
see
I,
don't
want
to
say
anything
is
not
important,
but
like
tracking
the
usage
and
adoption
of
a
feature,
that's
important.
A
B
Usually
then,
what
happens?
Is
engineering
will
go
through
and
add
this
deliverable
tag
for
two
as
a
way
of
accepting
issues
into
the
milestone,
so
the
deliverable
tag
is
a
way
of
saying.
Yes,
we
agree
that
we
will
get
this
done
and
we're
we're
accepting
it
into
the
milestone,
and
so
then
that
translates
into
like
okay
now
I
know.
I
could
add
this
to
the
kickoff
document
and
I
know.
I
could
talk
about
this
in
the
kickoff
video
because
we're
committing
to
getting
it
done
right.
A
B
Like
this,
this
particular
issue
here
check
for
renamed
issues
for
a
renaming
group,
so
like
I
kind
of
came
up
with
copy
here.
That
includes
a
link
right,
but
I
learned
later
on
that
the
link
doesn't
work
and
in
the
in
this
particular
model,
so
we're
always
updating.
We
always
want
to
go
in
and
make
sure,
as
as
issues
are.
B
Upon
that
we're
going
in
and
actually
updating
it,
because
what
ends
up
happening
is
when
we
do
the
release
posts
which
is
coming
up
for
12
for
soon
again,
I
have
to
assume
that
someone
who's
never
seen
or
not
familiar
with
the
stage
that's
going
to
come
in
and
click
on
this
if
they
come
in
and
click
and
see
that
oh
well,
this
this
link
shouldn't
be
here.
That's
not
what's
happening,
they'll
think
something's
wrong.
B
So
there's
like
another
level
of
grooming
and
that's
always
happening,
but
specifically
like
as
I'm
writing
the
release,
post
I
will
say
like
okay
can
I
clean
this
up.
More
can
I
make
it
clear
so
that
when
people
go
from
the
blog
post
to
the
issue
that
it's
it's
clear,
what
we
did
and
why
and
so
that
sometimes
what
happens
is
like
I'll
rename
issues
or,
for
instance,
like
what's
something
I'd
drives
Jason
Crazy's
like
that.
B
Doesn't
that
crazy,
but
like
yeah,
like
update
the
design
for
the
container
'true
to
include
additional
metadata,
like
the
word
words
like
update
or
add,
like
those
we
should
probably
not
have
in.
Therefore,
the
blogpost,
because
they're
not
really
helpful,
like
phrase
it
in
such
a
way
that
it's
like
simpler
and
you
don't
have
extraneous
words
like
that
level
of
grooming-
is
what
we
do
like
once
we
get
to
the
to
the
release
post.
B
The
other
thing
that's
worth
calling
out
just
to
like
take
a
you
know
we're
using
these
workflow
labels
and,
if
you've
seen
these
there's
yeah,
okay,
so
we're,
for
instance,
these
two
issues
are
Ian's
work.
After
once,
we
synthesizes
the
letter.
The
survey
and
user
research
results
is
to
update
the
design.
So
this
will
be
solution,
validation.
So
once
we
update
the
design,
we'll
have
to
go
to
schedule
some
user
interviews
and
do
like
some
actual,
like
user
acceptance,
testing
or
like
basically
show
them
the
wireframes
or
a.
B
B
This
includes
links
to
our
planning
board,
our
workflow
board,
which
I
was
just
talking
about.
It-
includes
links
to
like
our
assignment
board,
a
list
of
our
bugs
the
permissions
model
for
all
of
our
features:
a
knowledgebase,
that's
like
a
Google
Doc
that
includes
bugs
that
we've
encountered
and
how
we've
resolved
them
for
users
with
some
documentation.
A
B
Link
to
our
YouTube
playlist,
which
includes
like
our
sink
big
discussions
and
other
team
discussions,
and
then
our
team
quality
metrics
for
it's,
like
the
engineering
view
into
how
many
bugs
are
getting
resolved,
are
we
heading
or
s
ellos
and
and
then
you
know,
we
talk
about
just
team
baby.
You
know,
Dan
is
usually
running
these
meetings
and
giving
us
updates
and
stuff.
So,
okay,
so
I
clicked
on
this
workflow
board
and
I
move
this.
B
So
there
are
things
that
are
in
the
validation
backlog,
for
instance
like
these
have
not
been
prioritized.
These
are
things
that
we
need
to
validate
like
I,
we've
heard
a
lot
about
granular
permissions
for
the
container
registry
and
we've
seen
some
ideas
for
how
to
do
that.
But
I,
don't
you
know
we
need
to
validate
that.
That
is
in
fact
a
problem
worth
solving.
So
if
we
were
going
to
pull
this
forward,
we
would
kick
off.
B
A
B
Think
we're
ready
to
move
from
problem
validation,
solution,
validation
to
like
being
able
to
delete
the
images
at
the
instance
level
and
again
just
like
is
instance,
level
view
of
the
container
registry
valuable.
In
some
cases,
this
can
be
validated
by,
like
we've
already
done
some
user
research.
We
like
got
a
lot
of
good
feedback
on
the
issues
and
we're
okay,
we're
ready
to
move
it
to
solution,
validation,
yeah
we're
still
sort
of
getting
used
to
this,
but
you
could
see
like
where
the
solution
validation
is
these
designs
here.
A
B
I,
don't
usually
usually
like.
Look
at
this
board.
I.
Usually
look
at
my
the
package
planning
board
because
I
like
to
see
what's
scheduled
out
in
milestones
over
the
next
like
few
milestones,
so
maybe
I
should
pause
and
take
a
breath
and
see
if
you
have
any
questions,
stop
sharing
my
screen
for
a
second
I.
A
B
A
Planning
so
well
and
you're
doing
you've
put
so
much
thought
behind
it,
both
individually
and
as
a
team
that
that
really
makes
me
feel
good,
and
my
only
question
is
how
can
I
help
or
do
I
just
do
I
just
need
to
meet
with
you
in
I'm,
like
I,
know,
he's
dead
at
monthly
meeting.
For
us
to
chat
is
that
good
I
don't
want
to
put
a
lot
of
burden
on
Ian
to
do
more
than
he
can
cuz.
A
He
also
has
to
create
designs
and
stuff
for
you
guys
too,
but
I
know
he
enjoys
it
so
yeah
like
so
so
the
reason
I
started
this
whole
thing
is
I
just
get
random
requests
from
people
and
it
can
be
from
designers.
It
could
be
from
PM's.
It
could
be
from
Jason
just
finding
things
like
hey.
This
looks
good
I.
A
Don't
think
anybody
else
has
a
good
sense
as
as
much
as
you
do
of
the
prioritization
of
things
that
they
send
me
and
I
am
yet
just
one
researcher
and
I've
got
five
whatever
we're
calling
them
these
days.
It's
not
really
stages.
It's
like
groups
within
the
stage
that
I'm
helping
out,
which
means
5:00
p.m.
A
Can
I
do
that
sooner
those
kinds
of
things
and
so
I'm,
just
trying
to
figure
out
like
how
do
I
stay
up-to-date
with
things
that
you
guys
are
up
to
and
thinking
of
and
when
I
have
to
negotiate.
How
best
to
do
that
with
your
process
and
everything
but
I'm
so
impressive,
so
I'm
seriously,
like
you
need
to
like
record
yourself
doing
all
that
and
send
it
to
all.
B
A
B
Think
in
terms
of
helping
us
and
getting
involved,
Ian
and
I
are
still
working
through
it.
So
we
have.
Basically,
we
figured
out
that
there's
a
some
like
some
things.
We
want
to
send
research
and
valid
like
for
problem
validation,
and
those
things
will
have
some
notice
ahead
of
time
that
it's
coming
like,
because.
B
The
other
kind
of
issues
are
where
we
like
a
small
issue
where
hands
gonna,
create
a
design
for
something
we
haven't
done
a
great
job
of
that
yet
because,
like
I
just
finished
twelve
five
and
now
IANS
playing
catch-up
and
he's
doing
designs.
Ideally,
we
would
have
our
front-end
designs,
the
issues
at
least
defined
before
the
deadline.
B
So
we
give
him
like
several
weeks
before
the
milestone
to
to
work
on
them
and
then
there's
a
decision
tree
that
happens
there,
probably
where
he
says,
do
I
need
to
validate
this
with
users,
or
is
this
like
safe
enough
that
we
could
wait
until
we
do
our
quarterly
baseline
review?
And
so
that's
the
other
thing
I
think
that
we'll
probably
want
help.
B
What
getting
set
up
is
we're
trying
to
we've
created
these
jobs
to
be
done,
Ian's
gone
through
and
created
the
UX
baseline
results,
which
is
awesome
and
I'm
so
on
board
with
that
process
is
like
a
way
of
measuring
success
over
time
of
our
stage
and
so
I
think
we'll
go.
Probably
one
is
like
maybe
some
best
practices
around
how
to
do
that.
Maybe
we
could
set
up
like
a
longitudinal
panel
or
something
that
we
could
like
be
reviewing
with
the
same
people
consistently
and
so
I
think
that
again
will
be
planned
work
quarterly.
B
We
want
to
review
these
jobs
to
be
done
so
yeah
I
think
those
that's
probably
the
best
way
to
do.
It
is
like
the
monthly
conversation
with
Ian
I
think
it
should
come
up,
we're
planning
on
doing
research
and
here's
some
issues
that
we
created
and
we're
going
to
go
through
and
then
the
quarterly
baseline,
maybe
that's
like
another
conversation
and
and
then
I
I-
think
that's
probably
what
we
need
in
terms
of
staying
alert
like
updated
on.
What's
going
on,
I
think,
there's
two
things
that
you
could
do
the
light.
A
B
It's
a
good
way
of
just
knowing
what's
going
on
and
then,
if
you
really
want
to
read
through
the
details,
you
can
read
through
the
strategy
and
Direction
page,
which
will
include
not
only
what
we're
working
on,
but
what
we're
not
working
on
and
like
how
our
maturity
index
is
like.
How
are
we
proceeding
on
that?
B
That's
more
detailed,
I
know
it's
a
lot
of
content,
but
I'd
say
like
if
you
watch
the
kickoff
video
and
read
the
updates,
you
can
just
hear
sort
of
generally
what
we're
working
on
and
you
could
you
know
if
something
like
catches,
your
interest
like,
oh,
that
seems
weird.
That
seems
like
a
big
feature.
Did
we
validate
that
solution?
You
know?
Do
we
have
plans
to
I
think
that
sort
of
thing
is
helpful
and.
A
B
A
And
and
you're
also
really
good
about
not
planning
something
and
then
deciding
halfway
through
it.
But
that's
not
a
thing
anymore
has
happened
to
me
a
few
times
already
and
I'm
like
oh,
we
have,
and
that
again
is
something
that
precipitated
this.
These
conversations
like
I
need
that
to
stop,
because
I
don't
have
the
luxury
of
working
on
something
and
then
having
it
pulled
halfway
through,
because
I
could
have
been
working
on
something
else
for
somebody
else.
Yeah.
A
B
Wrote
a
couple
of
issues
where
I
was
like
put
so
much
effort
into
thinking
about
him
about
them
and
writing
them
and
then
after
I
finished,
writing
them
I.
Just
like
there's
no
way
that
this
will
ever
get
built
no
way.
There's
ever
gonna
happen,
scrap
that
and
then,
but
that
was
an
important
step
as
opposed
to
like
this
isn't
important
anymore,
or
it
was
more
just
denying.
A
A
That
yeah
that's
different.
What
what
happened
to
me
was
I
dropped.
Everything
talked
to
six,
people
had
recruited
talked
to
six
people
and
they
make
I
move
to
the
backlog
for
the
whole
year
for
the
rest
of
the
fiscal
year,
Michael.
Okay,
that
would
have
been
nice
to
know
how
to
time,
because
I
have
four
more
things
that
people
want
in
twelve
five
that
I
put
off
to
do
this,
because
I
thought
that
was
I
was
told.
That
was
the
most
important
thing.
It's
time
so
I'm.
A
Worried
about
you
guys
doing
that
to
me,
you
have
not
before
and
I
do
not
anticipate
that
happening
in
the
future.
That's
that's
one
of
the
reasons
I
want
to
do
to
chat.
This
was
great.
Thank
you
so
much
for
telling
me,
like
all
the
processes
that
you
you
go
through,
I
think
in
all
in
my
years.
That's
the
most
well
defined
process.
A
Really
like
it's,
it's
really
really
well
done
and
I
now
I
know
why
I
hardly
ever
hear
from
you
Orion,
because
you
guys
have
set
it
down
so
well,
so
I'll
just
focus
on
our
monthly
meetings.
I
might
keep
that
document.
You
shared
with
me
that
has
all
the
happy
links
I
might
disperse
through
there.
On
our
end,
my
boss,
Sarah,
who
is
now
changed
her
name
to
Jones.
She
just
got
married,
so
it
was
O'donnell
but
I
think
it's
Jones.
A
Now
she
has
a
Kanban
board
that
she
wants
us
to
keep
up-to-date
with
everything
that
we're
working
on.
So
they
can
ask
for
more
headcount
because
we
need
it,
and
so
I
might
go
through
some
of
those
backlogs
and
put
some
of
those
things
on
there
as
research
backlogs,
yet
to
be
determined
whether
Ian
does
or
I
do
it
or
we
partner
with
them
just
so
they
can
get
a
sense
of
how
much
is
there,
how
much
work
is
coming?
A
B
And
you
can
always
post
questions
in
that
Google
lock
to
for
our
team
money
and
even
if
you're,
not
there,
we
they'll
get
read
and
discuss.
So
you
could
say:
here's
the
here's.
The
Kanban
board
is
all
of
your
research
issues
on
here
and
it'll
get
right
in
the
meeting
and
we
can
make
sure
if
not
that
we
add
stuff
as
well
things
can
that.
A
Be
excellent,
yes,
cool!
Well
Tim!
Thank
you.
So
much
for
sharing
this
myth
with
me
and
she
and
chatting
I,
really
do
appreciate
it
and
I
look
forward
to
meeting
you.
I
did
actually
reply
to
e
him
and
tell
him
that's
a
Sunday,
because
he
just
Putin
for
every
xx,
so
I'm
sure
we'll
meet
on
the
21st
or
something
like
that.
Yeah
I
look
forward
to
it
same.