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A
2005
streamed
call,
and
we
have
slides
and
a
recording
overview
that,
hopefully
you
had
a
chance
to
look
at
they're
included
in
the
agenda.
Please
enter
your
questions
in
the
agenda
document
and
we
verbalize
them
as
we
get
to
that.
Today's
meeting
will
be
led
by
John
Jeremiah
on
my
team.
He
is
the
director
of
product
marketing
at
Gitlin,
John.
Take
it
away.
B
All
right
everyone
we're
ready
for
questions
and
if
I
don't
get
questions,
this
will
be
like
the
product
call
short.
We
had
a
product
one
yesterday
and
it
was.
We
got
good
questions
on
that,
but
if
we
don't
I'll
touch
on
a
couple
of
highlights,
if
you
watch
the
videos,
you'll
see
it
so
I'm
gonna
cover
a
couple
of
things
highlights
from
this.
B
B
It
I'll
make
that
change
as
soon
as
I
wrap
thanks.
Thank
you
so
highlights.
If,
while
we
wait
for
questions
and
Sid,
you
get
the
first
question
badge
too,
but
highlights
sales.
Kickoff
was
huge.
This
team's
and
strategic
marketing
collaborated
and
worked
across
the
board,
with
with
sales
with
product,
with
a
whole
host
of
people
to
bring
together
what
was
a
fantastic
event
to
engage
and
to
energize
the
sales
team.
B
The
highlight
I
heard
from
that
was
from
the
sales
team
talking
about
it
was
the
most
alignment
they've
seen
in
messaging
across
an
organization
doing
a
sales
kickoff.
It
was
our
first
one
and
I
think
you
across
this
team.
That
was
one
of
the
highlights:
everything
from
competitive
to
technical
demos,
to
partner
marketing
to
the
customer,
references
team
and
the
people
working
on
references.
Everything
came
together
in
order
to
give
our
sales
team
in
our
field
kind
of
a
great
watch.
If
you
will
for
FY
21.
B
That
was
I
think
the
biggest
highlight
for
at
least
where
I've.
Looking
at
what
we're
doing
the
other
big
highlight
for
us
for
the
last
six
week
has
been.
We
really
started
to
work
in
earnest
on
building
out
our
messaging
and
our
content,
as
it
relates
to
use
cases,
use
cases
being
a
way
for
us
to
have
content
and
engagement
around
go
to
market
to
help.
People
do
that
I've
included
links
in
that
to
how
we're
doing
that
we're
building
it
all
publicly.
There's
handbook
pages
on
everything
we're
doing
is
we're
doing
it.
B
We
want
input,
we
want
feedback,
and
so
we're
working
collaboratively
across
the
organization
to
do
this,
and
this
will
take
us
I
think
our
plans
will
take
us
probably
six
months
to
build
all
of
this
out,
but
but
that's
the
other
big
highlight
we
started
on
that
we're
learning
as
we
go
right,
we're
learning
as
to
what
what
it
takes
to
do
this
and
we're
we're
making
progress
and
we're
getting
better.
So
with
that
Danielle.
Are
you
gonna
ask
a
question.
D
Yeah,
hey
I
was
looking
at
the
Bill
of
Materials
slide,
which
is
amazing.
That
is
so
much
and
I'm
really
awesome.
I
was
curious.
To
learn
a
little
more
about
is
how
the
priorities
were
set,
especially
for
the
things
where
it's
a
know
like
I'm
curious.
Does
it
know
forever?
Is
it
snow
right
now
and
how
do
you
think.
B
Yeah,
yes,
so
two
things
are
the
build
materials.
We
there's
both
the
list
of
things
that
we
think
we
need
to
do
for
it
and
then
there's
the
different
use
cases.
So
the
question
about
the
prioritization
all
but
start
with
the
question
you
didn't
ask
was
the
prioritization
which
use
cases
we
started
with.
B
Frankly,
if
I
could
do
this
over
again,
I
probably
would
have
slowed
it
down
a
little
bit,
but
either
way
we
didn't.
We
learned
when
we
outlined
the
order
and
the
groups
the
priority
1
priority,
2
priority
3.
What
we
were
really
thinking
about
is
what
could
we
try
to
achieve
in
1/4,
so
the
priority
1
items
were
things
that
we're
gonna
try
to
do
in
the
first
quarter
of
a
doing
a
use
case.
B
The
priority
2
in
the
priority
3
would
be
follow-on
quarters
and
then,
in
order
to
build
all
of
that
out,
what's
what
what
I've
done
is
I've
built
out
a
what
I
call
it
an
epic
template
and
there's
a
link
in
the
slides
to
it
and
I
put
a
handbook
page
out
of
how
to
do
this.
But
basically
it's
a
it's
a
spreadsheet
with
all
of
the
issues
in
the
details
needed
to
create
an
epic
for
a
use
case.
So
next
time,
I
do
another
one
of
these
use
cases
we
can
take
it
up.
B
We
can
make
a
few
changes
to
it
and
then
create
the
set
of
issues
required
to
do
the
work,
and
so
as
we
learn
we're
improving
on.
But
that
was
the
way
we've
thought
about.
It
is
as
I
think
about
this
from
a
sequencing
perspective.
As
we've
learned,
we
probably
need
to
make
some
adjustments
on
it,
but
we're
gonna
most
likely
build
all
of
those
out
as
we
go
forward.
A
One
of
the
things
we
also
looked
at
was
what's
required
to
be
built
based
on
which
the
next
asset
would
be,
for
example,
the
message
house
like
what
is
this
use
case
about?
What
does
it
pertain
to?
What
value
does
it
bring
building
the
personas?
Those
have
to
be
done
before
you
know
you
go
and
write.
Maybe
a
white
paper
about
that
subject.
E
Anytime,
I
had
a
question
for
you,
so
we
are
there's
a
great
content
right.
Every
time.
I
see
one
of
these
updates
I'm
all
excited
about
all
the
stuff.
That's
coming
out
finding.
It
seems
to
be
a
little
bit
harder
for
me
knowing
what
to
share
with
a
customer
at
any
given
time
or
taking
the
customer
on
that
journey.
There's
a
lot
of
different
swim
lanes
here
on
the
marketing
side,
generating
great
stuff,
bringing
it
together,
seems
to
be
a
little
more
challenging
for
me
on
the
sales
side.
E
B
It's
that's.
That
is
a
very
real
challenge
of
Nicias.
Writing
some
comments
in
there
as
to
what
goes
into
this,
because
you
know
one
of
the
things
that
that
we
are
that
we
do
here
that
it's
amazing
is
we're
prolific,
we're
prolific
about
documenting
what
we
do
we're
prolific
about
creating
different
contents
about
what
how
we're
working,
and
so
that
makes
it
hard
to
find
things.
B
So
if
you
want
to
know
about
one
of
these
specific
use
cases
from
a
field
perspective
from
a
sales
perspective,
the
resource
page
will
be
the
single
source
of
truth
to
find
that
from
a
and
then
we'll
also
be
working
and
I'm
going
to
skip
ahead
of
a
couple
things
here:
we're
good
campaigns
and
we're
working
with
the
kind
of
information
architecture
from
a
website
perspective.
So
people
can
navigate
and
find
the
right
pages
where
that's
at,
which
would
be
a
marketing
landing
page.
B
We
will
want
to
have
for
each
of
these
use
cases
a
landing
page
that
talks
to
the
prospective
users
and
prospective
buyers
for
that
use
case,
leveraging
our
messaging
and
the
work
we've
done
to
build
it
out
to
set
it
up
and
say
here:
here's
how
get
lab
is
great
at
dot
dot,
dot,
whether
it's
source
code
management
and
managing
intellectual
property.
You
know
everything
from
design
not
just
source
code,
but
design
and
and
helping
people
code
and
helping
people
deliver,
develop
and
contribute
to
continuous
integration
and
automation
to
doing
two
halves.
B
A
cop's
pick
any
one
of
these
use
cases.
We
want
have
a
place
where
people
can
start
that
conversation
and
start
to
learn,
and
then
from
there
we
will
end
up
with
path,
factory
flows
and
we'll
end
up
with
campaigns
that
will
support
customers
who
land
there
and
help
them
to
learn
that
as
we
go
forward,
it
is
a
challenge
and
Joel.
E
C
Yeah
I'm
adding
the
I
think
it
was
learned
at
gitlab
I,
don't
know
exactly
what
that
is:
an
empath
factory
flows
I'm,
adding
that
to
the
20
types
of
learning
we
already
have
at
get
lap
just
to
make
sure
that
we
have
a
list,
because
it's
taking
me
a
while
to
make
that
list
I
think
it's
a
bit
on
the
long
side.
What
do
you
think
I
agree.
A
Love
this
there
are
multiple
and
force
you're,
correct,
I
would
love
to
have
to
that
list.
I
think
I
might
have
a
couple
of
additions,
so
customer
enablement
has
been
looking
at
creating
a
way
to
educate
our
possible
prospects
and
customers.
Professional
services
do
it.
Our
motors
team
is
looking
at
initiator.
We've
been
looking
at
learn
that
get
left
so
Dan
Gordon
from
my
team
will
be
working.
C
It
just
reminds
me
a
bit
of
the
xkcd
comic
about
a
standard
and
trying
to
unify
it
and
creating
another
standard.
So
but
she's,
please
add
the
things
that
you
have
and
I
think
I
think
we
should
take
a
bit
of
a
broader
look
and
say:
look.
We
got
a
ton
of
L&D
initiatives
that
get
liable
for
our
team
members
for
the
wider
community
for
their
customers
and
everything
else,
and
there's
a
lot
of
duplication
of
effort
going
on
so
I'll
be
focusing
on
on
trying
to
reduce
that.
A
D
Just
clicked
through
on
the
T
Co
ROI
analysis
spreadsheet
that
was
linked
in
the
in
the
slides
and
I
kind
of
know
what
this
is,
but
I'm
not
super.
Familiar
and
I
was
just
curious
if
you
could,
especially
for
those
of
us
who
aren't
in
marketing,
maybe
just
give
like
a
little
TL
DR
on
what
it
is
and
how
we
use
it.
F
A
stab
at
that,
yes,
Daniel,
very
good
question,
so
this
model
is
actually
built
to
be
aligned
with
the
use-cases
framework
that
we're
building
out,
and
the
idea
here
is
to
work
with
customers
to
get
their
numbers.
Have
them
verbalize
the
way
they
are
seeing?
They
are
why
either
through
the
evaluation,
they've
already
done
or
the
fuses
that
they've
conducted
and
then
put
that
into
like
a
fairly
standard
framework,
that's
aligned
to
use
cases
so
that,
ultimately,
at
the
end
of
the
exercise,
it's
the
customers
numbers
their
language.
F
The
way
they
are
typically
can
articulate
the
ROI.
So
there
is
a
lot
of
credibility
once
those
numbers
get
socialized
within
the
customers
organization.
So,
right
now
we
are
working
with
you
know
several
cast
prospects,
and
once
we
have
enough
data
points
will
then
try
and
standardize
that
into
some
set
of
benchmark
numbers
and
at
that
time,
we'll
feel
quite
comfortable
with
those
benchmark
numbers
because
they
have
come
from.
You
know,
derived
from
real
customers
and
ROI
that
they've
seen
with
using
get
laugh.
The.
A
Way,
you're
not
using
real
customers,
because
this
is
being
live-streamed,
but
please
feel
free
to
reach
out
to
Mahesh.
There
are
issues
and
templates
and
our
idea
was
created
on
each
one
of
those
customer
names
that
are
confidential
on
sales
and
customer
requests
and
the
generic
template
is
available
publicly,
but
the
specific
customer
ROI
models
are
not
available
publicly
thanks,
Ashley.
B
B
It
is
interesting,
though,
back
to
the
ROI
model.
One
of
the
examples
I
remember
that
came
through
was
a
customer
who
used
where
the
sales
rep
had
worked
with
a
customer
on
that
and
then,
as
they
work,
their
ROI
model
out.
The
the
amount
of
savings
they
saw
from
going
to
get
lab
CI
was
a
I
think
was
an
eight
digit
number
because
of
the
amount
of
time
that
they
were
taking
on
nursing
and
managing
their
existing
bill.
B
Automated
build
and
testing
processes
and
required
developers
literally
stop
and
spend
hours
and
hours
and
hours
nursing
their
builds
and
going
to
get
lab.
C
I
took
them
from
hours
multiple
hours
to
minutes,
and
it
was
a
seven.
No,
as
an
eight-figure
number
was
what
they
saw.
It
was
a
number
that
was
absolutely
almost
impossible
to
believe.
I
actually
talked
to
them
and
they
they
couldn't.
They
stood
by
the
customer
stood
by
that
number,
which
was
amazing.
A
B
I
think
the
only
closing
comments
in
our
last
slide.
You
know
we
we
we
we
thrive
based
upon
your
feedback
and
your
questions
and
what
you
share
with
us
and
that
feedback.
So
please,
let's
keep
the
dialogue
going.
If
you
have
questions
we're
available
in
slack,
you
can
find
us
all.
You
know
anywhere.
You
can
find
us
since
I
can
find
us
everywhere.
So
thank
you
so
much
and
have
a
wonderful
rest
of
the
day
and
rest
of
the
week.
Everyone
take
care.