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From YouTube: Platform leads sync on FY23 direction
Description
PrivateDiscussing Platform direction
A
A
A
A
I
wanted
to
like
I
had
this
tough
exercise
of
how
some
of
the
projects
that
folks
mention
in
the
issue
actually
aligned
to
any
of
these
themes.
So,
first
of
all,
I
want
to
one
more
time
highlight
how
amazing
discussion,
how
much
of
an
amazing
discussion
we
had
in
the
issue.
I
think
everyone
individually,
who
contributed
to
the
to
the
issue,
brought
an
interesting
perspective
for
sure.
A
But
what
really
struck
me
is
that
we
are
actually
far
more
aligned
than
I
anticipated
when
I
was
going
into
this
issue,
because
I
think
folks
are
recognizing
the
challenges.
One
thing's,
that
one
thing
that
kind
of
did
catch
me
a
bit
by
surprise-
is
that
there
is
no
unified
call
for
addressing
technical
debt
like
it
is
fairly
balanced
towards
delivery,
which
is,
I
guess,
okay,
because
that's
where
we
accrued
most
technical
debt,
because
we
were
purposeful
about
it,
but
yeah.
A
A
A
Point
right
because
we
have
teams
that
are
significantly
or
stage
groups
that
contain
significantly
different
endpoints
that
they
own
and
they
want
to
actually
address
it
differently,
so
scalability
can
actually
help
in
in
the
way
of
enabling
you
know
the
the
the
infrastructure
we
built
right.
Like
the
platform
we
bring
built
around
error
budgets
to
address
some
of
those
things
that
stage
groups
regularly
mention.
A
B
I
think
the
the
just
on
the
self
service
for
stage
group
teams
to
commit
to
release
like
it
feels
to
me,
like
that's,
a
more
long-term
goal
and
like
you,
you
hinted
at
this.
The
short-term
goal
is
like
completely
automated
end-to-end
release
like
we
have
to
have
that's
a
prerequisites
in
every
way
on
on
that
other.
On
the
next
step
like
we
have
to
have
that
in
place,
so
yeah
yeah.
A
A
D
A
That,
if
the
two
of
you
are
already
aligning
that
this
is
a
prerequisite
to
anything
that
else
that
we
work
within
this
direction.
Item
then
great.
We
can
then
use
that
as
a
prioritization
item
and
say
all
right
if
this
is
a
prerequisite,
we're
going
to
set
that
as
a
direction
for
one
or
two
quarters
so
that
we
can
unlock
some
of
the
other
work
towards
the
end
of
the
year.
C
D
B
D
C
D
A
C
Yes,
definitely
yeah,
okay,
one
bit,
I
suppose
it
kind
of
always
sits
a
little
bit
on
the
side.
I
think
it's
by
delivery
haven't
done
a
great
job
of
fulfilling.
It
is
dog,
fooding
kind
of
needs
to
go
in
there
somewhere
as
well,
like
it
fits
in
that
there's,
a
kind
of
having
everything
like
we
we
endlessly
have
to
maintain
stuff
where
we're
not
using
gitlab
product.
C
A
A
A
D
A
A
A
Putting
in
motion
the
deployment
slo,
but
the
deployment
slo.
I
think
as
as
it
was
mentioned
in
in
one
of
those
comments.
I
forgot
who
exactly
was
mentioning
it,
but
they
were
saying
that
we
miss
a
lot
of
small
details
about
the
deployment
as
well.
We
have
this
one
end
to
another
end,
but
it
doesn't
really
cover
everything
nor
we
know
what
com
what
goes
in
there.
A
D
A
A
For
for
delivery,
but
then
one
item
that
I've
been
thinking
about
is:
how
are
we
going
to
ensure
that
we
stay
on
top
of
capacity
planning?
And
how
are
we
going
to
measure
that
our
capacity
planning
process
is
efficient
as
well,
so
we'll
have
to
figure
that
one
as
well?
It's
not
going
to
only
be
tamland.
I
would
assume
so
because
tamland
only
gives
you
one
data
point.
We
also
need
to
measure
like
how
we
react
to
whatever
timeline
gives
us
or
whatever
other
input
we
get
like
from
incidence
and
so
on.
D
B
B
C
B
A
From
the
moment
we
know
we
know
that
we
need
to
deploy
something.
So
that's
one
commits
that
we
want
to
deploy.
For
example,
that's
the
moment
we
we
should
start
measuring.
So
from
the
moment
where
you
know
someone
clicked
approve
and
is
ready
to
merge
is
when
the
pipeline
starts
running,
which
is
you
know,
we
have
the
qa
test,
that's
run
for
one
hour,
and
god
knows
what
else
right
and
all
of
that
goes
into
the
whole
deployment
process
right,
because
let
me
put
it
differently.
D
C
A
Need
to
know
by
going
to
a
dashboard
telling
them
this
is
the
average
we
have
for
once.
You
have
the
commit
ready
to
actually
production
right
now.
What
I,
what
all
of
us
keep
saying,
is
well,
it's
going
to
take
an
hour
for
a
pipeline
and
then
maybe
two
to
three
hours
to
do
staging
and
maybe
yeah
yeah,
and
there
is
no
end
to
end
time
that
we
need
to.
I.
C
A
B
Is
is
the
service
level
indicators
of
the
service
running
in
staging,
so
it's
been
deployed.
You
know
it's
staging
canary
in
main
stage
and
it's
a
block
again.
It's
the
work
that
that
alessio
did
that
basically
blocks
if
it
if
it
goes
below
a
threshold,
it
stops
the
drone,
it's
basically
a
gate,
an
automatic
gate,
and
I
think
you
are
talking
more
about
actually.
A
I
can
interrupt
you
right
now,
like
I
can
call
this
delivery
slo,
it
doesn't
have
to
be
deployment.
Okay,
this
is
delivery,
slo
that
I'm
asking
for
basically
right
like
objectives
for
each
and
every
single
block
of
work.
The
delivery
team
is
doing
whether
delivery
is
fully
responsible
for
it
or
not.
That
will
inform
us.
Where
do
we
need
to
go
to
cut
some
of
the
time.
C
B
Is
that
actually
not
technically
a
delivery
sla,
because
it's
kind
of
like
the
service
level
agreement
that
we
as
a
team
are
defining
ourselves
to
to
kind
of
adhere
to?
It's
act
like
it's
kind
of
like
a
more
human
orientated
thing
rather
than
you
know.
Slo
is
like
a
very
technical
term,
so
you
don't
want
to
get
into
this.
D
D
A
C
A
A
It
feels
to
me,
like
all
the
discussion
about
radius
and
sidekick
being
horizontally
scalable.
I
think
no
one
disagrees
with
that
andrew.
I
think
you
saw
in
the
comments
that
there
is
no
resistance,
basically
to
that
which
I
think
it
makes
total
sense
for
us
to
focus
on.
I
thought
one
of
the
comments
and
again
I
cannot
remember
for
the
life
of
me
who
it
was,
but
I
think
it
might
have
been
like
matt
and
jacob
in
their
own
ways
mentioned
something
which
is
well.
A
C
A
C
A
C
C
A
A
C
B
So
obviously
davis
has
departed
and
it's
not
totally
clear
to
me
like
who's,
doing
the
cost
side
of
things
at
the
moment
and
that's
one
of
the
big
kind
of
cornerstones
of
this.
Presumably
so
it's
something
to
think
about,
I
know
there's
someone
who
started
called
lilly
but,
like
I
don't
know
how
easy
it
is
to
kind
of
do
those
analytics
into
like
where
we,
where
are
we
spending
money
on
yeah,
for
example,.
A
A
It
doesn't
have
to
be
a
super
precise
metric
to
do
that
and
in
the
meantime,
I'm
kind
of
hoping
that
there
is
going
to
be
a
clearer
need
from
the
product
side
as
well
to
have
those
tools
readily
available
for
everyone,
so
they
might
find
a
way
to
to
support
former
davises
function
better.
I
don't
know
how
that
is
going
to
look
like
it's.
It's
not
in
my
review,
so
I
don't
know
so
I
don't
disagree
with
you
andrew
there.
It's
just.
I
don't
know
how
to
do
that.
C
I
think
we
also
have
quite
a
few
other
things
that
link
into
here,
like
we've
got
redis,
it's
not
a
small
thing,
and
so
like
trying
to
get
a
cluster
that
can
actually
spin
up
is
also
probably
not
a
small
project.
So
we've
got
a
few
things.
I
think
that
we
can
immediately
pick
up
without
having
to
answer
that,
and
metrics
is
probably
the
biggest
one
right.
Even
if
we
have
cost
stuff,
we
actually
don't
have
great
metrics
on
on
any
of
the
clusters.
A
A
A
If
I
think
about
you
know
how
do
we
consistently
achieve
highest
engagement?
Server
survey
results.
I
guess
not
marks
results
in
engineering.
That
would
be
true,
not
overworking.
People,
which
means
hiring,
is
a
big
team,
and
that
aligns
with
the
fact
that
we'll
have
to
hire
a
lot
and
then
talking
continuing
to
talk
with
everyone
individually
around
what
their
goals
for
their
career
are.
A
How
does
that
align
with
what
we
have
and
what
we
will
have
in
platform
and
keeping
everyone
updated
on
what
is
actually
being
achieved
as
part
of
a
platform,
but
then
also?
How
does
that
relate
to
infrastructure
as
a
whole
engineering
as
a
whole
and
just
making
sure
that
the
information
is
flowing
between
the
teams?
So
that's
where
I
was
going
with
this,
but
I'm
open
to
different
suggestions
on
this
one.
C
A
A
That's
how
we
achieve
this,
which
is
not
something
that
we
want
to
do
like
it's
more
about
listening
to
the
feedback
that
we
are
getting
from
teams
and
then
right
doing
the
legwork
with
more
managers,
I'm
kind
of
hoping
that's
going
to
be
a
bit
easier
to
do
doing
the
lag
work
of
actually
trying
to
understand.
Why
are
we
going
in
this
direction?
We're
missing
something
and
what
are
we
missing
and
so
on
right?
So
this
is
more
of
a.
A
D
A
A
B
It
sort
of
feels
a
little
bit
to
me
like,
like,
I
feel
like
it
might
be,
encouraging
a
division
between
ourselves
and
maybe
specifically
the
reliability,
teams
and
kind
of
being.
I
don't
it's
like.
We
want
to
be
better
than
them.
I
don't
know
how
you
put
that
in
a
kind
of
like
to
be
really
blunt
about
it
like.
I
don't
want
people
to
think
that
it's
like
we
are
kind
of
competing
against
the
other
teams
to
be
better
than
you
know
like.
A
A
Yeah
yeah,
that's
a
good
point
yeah.
I
just
want
to
figure
out
like
how
do
I
like
show
the
trends
that
I
want
to
see
right
like
where
we
are
in
infrastructure
right
now,
the
lowest
in
engineering,
and
I
want
us
to
not
be
the
lowest
anymore
and
use
that
as
in
because
engagement
service
are
the
only
tool
we
currently
have
to
actually
measure
this.
B
B
B
A
D
A
What
I
actually
do
yeah
so
I
asked
I
asked
rachel
and
amy
previously
about
that.
Amy,
if
you
recall
last
year,
and
the
problem
here
is
that
just
adds
so
much
more
work
right
on
people
who
are
already
over
extended.
So
I'm
kind
of
hoping
with
the
two
more
managers
coming
in
it'll
be
easier
to
split
that
across
right
like
and
we'll
have
yeah.
C
B
B
C
I
think
the
last
two
we've
yet
to
take
an
action
for
it's
fully
on
me
as
well
right.
I've
got
it
seeing
on
my
to-do
list
and
I
just
haven't
got
around
to
it,
but
I
worry
a
little
bit
about
increasing
frequency
like
obviously
it's
good
that
you
have
small,
but
also
it
puts
that
we
have
to
also
follow
up
on
them.
B
A
The
four
of
us
we
can
do
even
a
triage
and
say
you
know
this
quarter,
you're
responsible
for
setting
this
up
getting
people
on
boards
right
like
repeating
the
message
and
so
on,
and
so
on,
collecting
the
result,
presenting
the
results
and
setting.
What
are
we
going
to
do
about
it
in
the
next
quarter
like
it
could
be
something
like
that,
something
fairly
simple.
That's
also
a
good
idea.
A
C
A
D
A
Actually
periods
not
on
the
level
of
managers,
but
actually
have
that
as
a
function
of
look
team,
you
have
your
peer
there
right
like
peer,
whether
they
are
same
level
or
not
they're
in
this
in
same
function
as
you
and
they
actually
do
want
to
collect
some
data
to
they
can
provide
to
the
managers,
for
you
know,
figuring
out
how
to
improve
this,
and
you
know
approaching
the
problem
from
from
two
directions,
not
only
from
the
management
side,
but
also
from
leadership
side.
That's.
C
C
Bring
in
something
a
little
bit
about
like
making
it
more
like
actionable
like
I
think,
a
lot
of
the
engagement
survey
is
a
kind
of
a
just
a
judgment,
and
I
don't
like,
for
example,
we
off
we
regularly
score
badly
in
that
people
have
seen
action,
but
I
think
it's
really
hard
to
get
people
involved
in
helping
to
set
that
action.
So
it'd
be
great
to
have
people
a
bit
more
directly
engaged
in
actually
making
the
improvements
as
well.
D
B
No,
I
just
think
that
that
that,
if
it
is
staff
plus
it
kind
of
ties
in
with
amy's
point
like
there's,
there's
got
to
be
like
a
way
to
directly
affect
it
right,
because
if
you
can,
if
you
are
yeah,
it's
then
this,
then
the
staff
plus
have
to
have
like
a
you
know
if
they're
just
collecting
that
information
sort
of.
Are
you
suggesting
that,
like
they're,
asking
people
like
in
one
to
ones
or
in
coffee
break
chats
or
whatever,
how
they're
feeling
or
what?
What
do
you
actually
mean
by.
A
A
Be
the
ones
take
action
of
getting
people
to
respond
to
this
right
like
and
staff
plus
already
they
already
have
coffee
chats
with
people.
They
can
actually
get
a
fairly
good
feeling
throughout
the
discussion
like
why
someone
responding
encourage
them
if
they
want
to
respond
or
take
a
non-official
note
that
there
is
something
wrong
that
we
need
to
do
and
then
work
with
the
managers
yeah
on
exposing.
What
that.
B
Might
be
yeah,
I
think,
as
long
as
as
long
as
and
and
I'm
sure,
with
the
with
the
prison
crowd,
that's
present,
you
know
amy
and
rachel
and
yourself.
This
is
not
a
problem
but
I'll
just
state
it
anyway,
and
I
have
no
doubt
that
it
won't
be
a
problem,
but
but
then
it's
it's
really
important
that
if
there
is
feedback
through
that
that
it
is
acted
on
because
otherwise
in
future,
then
that
will
also
become
just
a
channel
like
oh.