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A
B
We're
gonna
talk
about
a
lot
of
things.
Thank
you.
First
of
all,
I
just
want
to
introduce
myself
so
he's
fertile.
It's
great
to
meet
you
and
I.
Think
during
one
of
the
company
calls
was
able
to
introduce
myself
and
ask
one
of
the
questions
in
the
chat,
so
so
I
started
on
February,
25th
and
so
right
now
what
I'm
responsible
for
is
competitive
intelligence.
What
does
that
mean
from
a
good
lab
perspective?
I.
A
B
B
Let's
say
they
type
in
you
know:
cloudBees
right
how
does
cloudBees
cloudBees
versus
gitlab
or
good
hundred
and
cloudBees
to
come
to
our
site
to
be
able
to
get
an
unbiased,
honest
viewpoint
of
our
capabilities
and
the
capabilities
of
our
the
competing
tools
within
those
various
stages
make
sense
right.
So
my
goal
is
to
help
maintain
that.
A
B
Cut
out
for
you,
big
elephant
to
chew,
even
one
bite
at
a
time
is
gonna.
Take
a
minute
on
that
one,
so
the
other
is
for
our
sales
force.
So
when
is
information
in
terms
of
how
do
we
compete
against
Veria
Torres
right?
So
they
need
information
in
terms
of
objection
handling.
Okay,
you
know
what
our
messaging
is.
A
B
And
also,
and
also
how
do
we
compare
in
these
particular
areas
nicer
from
a
feature
standpoint?
But
why
would
a
customer
you
want
to
transition
to
us
or
why
would
they
want
to
stay
with
a
particular
competitor
right?
So
they
understand
our
strengths
and
weaknesses
and
they
can
go
in
armed
with
the
you
know
and
Bill
and
have
the
right
conversations
with
the
right,
personas
mix-ins
mix
it
and
also
create
those
battle
cards.
They
can
use
internally
with
information
from
a
sales
perspective
that
we
don't
necessarily
want
to
share
with
the
outside
world
yeah.
B
Able
to
pull
it
up
directly
and
all
the
information
that's
been
curated
and
on
the
battle
card
updated,
they
don't
have
to
keep
hopping
from
tool
to
tool
or
hopping
in
roads
or
going
to
email.
These
go
to
one
location.
So,
okay,
that's
part
of
my
directive,
so
I'm
evaluating
a
couple
tools
for
that.
So.
B
This
is
gonna
help.
Do
is
really
help
automate.
That
process
like
there's
one
of
the
well.
The
solution
that
we're
evaluating
is
gonna,
be
able
to
link
okay.
If
you
bring
up
that
particular
battle
card
and
you
link
that
to
a
particular
opportunity
and
now
you
can
determine
okay,
did
we
win
or
did
we
lose
it's
now,
we'd
have
to
worry
about
all
these
different.
You
know
products,
you
know.
B
A
Yeah,
that's
awesome,
yeah.
We
definitely
need
that
I,
the
product
team,
give
you
ten
seconds
and
give
it
back
to
you.
But,
like
the
problem,
we've
been
struggling
to
quantify
measures
of
success
and
we
said
precisely
hadn't
knowing
usage
was
no
usage
is
really
hard
for
existing
customers,
and
so
we
said
that
if
the
sales
team
is
able
to
quantify
that
from
their
engagements,
whether
it's
really
renewing
something
upselling
losing
a
deal
like
you
said,
then
that
can
feed
in
data
for
us.
A
B
Yeah,
definitely
definitely
so
that's
something
that
we're
looking
at
pretty
heavily
like.
So
we're
evaluating
a
few
vendors
to
see.
How
can
we
what
are
what's
available
to
help
us
scale
in
these
areas,
because
it's
just
massive,
very
smart
to
maintain-
and
you
know,
and
also
continue
doing,
some
of
the
things
that
we
are
doing
now.
B
A
B
A
B
Yeah,
so
that
so
those
are
my
main
objectives,
so
the
initiatives
some
when
I
came
aboard
is
like
okay,
what
am
I
gonna
start
on
first,
because
there's
so
much
of
course
right.
So
what
I'm
doing
is
I've
got
two
initiatives
that
I
want
to
kick
off,
but
one
I'm
gonna
need
your
help
and
some
of
the
other
PMS.
So
the
first
one
that
I'm
working
on
is
basically
a
blog
series
that
I'm
gonna
call
get
lab.
Compare.
So
what
it
is
it's
going
to
be,
it's
gonna
be
an
extensive
dissertation.
B
It's
gonna,
be
you
know
a
decent
sized
blog.
You
know
two
three
paragraphs
right
that
we
focus
on
one
one
of
the
stages
monthly,
so
we've
got
material
for
at
least
ten
months
and
then
we'll
do
like
an
end
to
end
comparison,
but
for
those
competitors
that
we
compete
with
from
an
Indian
saloon
ribbon.
You
know
what
kind
of
book
in
that
so
we'll
have
something
for
for
a
post
throughout
the
year.
So
my
goal
is
to
initially
focus
on
Microsoft
as
your
DevOps
right
and
talk
about
that.
B
But
the
goal
is
to
use
those
blog
posts
to
point
them
to
our
DevOps
tools:
Lansky
comparisons,
page
right,
so
that
we
can
start
generating
getting
folks
push
toward
that.
In
that
way,
we
can
in
turn
get
more
feedback
from
the
folks
that
aren't
only
viewing
the
blog
posts
but
going
and
viewing
the
comparisons
page
and
giving
us
more
feedback
from
that
perspective.
So
the
goal
is
be
able
to
use
that
to
kind
of
really
focus
and
drive
the
folks
to
that
comparison
page,
but.
B
Sure
we
have
a
regular
monthly
cadence
on
competitive
information,
competitive
updates
and
things
of
that
nature.
So
this
will
also
give
us
an
idea.
What
areas
do
we
need
update
externally?
Wasn't
update
internally?
How
does
that
affect
the
battle
cards
and
things
of
that
nature?
So
all
of
that,
so
that's
one
of
the
things
that
I'm
working
on
initially
I'm
gonna
start
one
on
as
your
DevOps
will
be
the
first
blog
post
that
will
link
to
that
external
site.
Then
I
want
to
just
hit
each
of
the
stages.
B
You
know
from
manners
to
plan
to
create
and
so
forth,
and
so
that's
what
I'm
working
on
some
of
the
blog
posts,
of
course
I'm
gonna,
create
you
know
some
of
the
10th
TMS
and
crude
and
then
I
can
work
if
you
guys
to
hopefully
either
contribute
to
a
blog
post
or
create
one
directly,
and
so
what
I
would
need
from.
You
is
like,
if
you
could
tell
me
like
who,
in
your
opinion,
from
a
PM
perspective,
that
mr.
Lascelles
perspective
the
three
biggest
competitors
that
you
see
that
are
in
debt
way.
B
A
Give
you
a
quick,
quick
point,
an
example.
I
because
I
really
like
how
you
said
like
from
a
product
perspective
versus
a
sales
perspective,
because
from
a
sales
perspective,
its
audience
it's
from.
For
me,
it's
gonna
be
JIRA
for
project
management
and
then
for
portfolio
management.
It's
gonna
be
agile
craft,
for
example,
which
was
just
acquired
and
then
read
clarity
and
there's
own.
So
from
a
sales
perspective.
A
There's
I've
just
been
researching
recently
and
like
project
management
tools
are
literally
a
dime
a
dozen
out
there,
so
I'm
just
guessing
the
spaces
so
like
the
market
is
so
huge
that
it
can
support
so
many
competitors,
and
so
when
I'm,
looking
at
this,
like
I'm,
just
looking
at
some
of
the
new
ones
that
are
just
super
fancy
and
then
take
different
approaches.
For
example,
Trello
is
the
is
not
even
a
new
one
anymore,
but
their
honor,
which
is
a
board.
First
approach
and
then
get
lab
is
murder.
A
You
know:
wiki
knowledge
bases
stuff
like
that,
so
there's
one
approach
there
and
then
yet
another
approach
is
focusing
on
the
Google
Docs
collaboration
piece,
so
getting
real-time
collaboration,
so
so,
like
yeah
from
a
product
perspective.
That's
I'm
excited
about
that,
because
so
many
different
people
are
coming
in
at
the
project
management
different
angles.
Yes,
we
were
coming
in
obviously
from
a
source
of
control.
English.
A
That's
that's
our
legacy
right
right
but
like
when
you
say
that,
like
from
a
perspective,
just
just
you
know,
if
one
of
your
purpose
is
to
explore
that
diversity
of
companies
coming
in,
that
could
be
a
great
series
just
explore
other
ways
or
like
categorize,
like
these
people
are
approaching
the
problem
in
different
ways.
Just
for
project
management,
other
things
I
need
like
yeah
from
a
sales
perspective.
That's
it's
almost
just
boring
these.
Oh
we're
gonna
have
to
look
at
Jer
again.
It's
almost
like
I
know
what
your
it
does
like.
B
A
B
And
and
because
I
remember
it
so
much
the
last
company
that
I
was
with-
and
you
know
me
being
in
product
marketing,
so
the
PM's
you
used.
Aha,
for
you,
know,
ideation
right
right
and
we
weren't
and
for
roadmaps
the
when
we
did.
We
had
to
do
special.
You
know
external
branding,
stuff.
We
use
asana
to
work
with
third-party
contractors.
B
Use
Trello
to
track
internal
projects,
then
we
use
slack
and
had
the
slack
of
the
precision
right
and
what
else
do
we
have
and
then
I
think
there
was
one
project
team
that
was
actually
using
gitlab
internally.
So
we
had
all
these
disparate
tools
right,
we're
talking
to
each
other,
some
weren't,
some.
What
Appeals
prefers.
A
B
Arcanine
preferred,
and
then
you
know,
mark
comms
is
so
for
us.
It
was.
You
know
it's
this
sprawl
of
drain
right
that
basically
for
the
same
purpose,
and
we
could
have
all
used
comma
consolidated
down
to
one
yeah
yeah
with
a
big,
a
big
headache,
so
you
have
taking
it
from
that
project
management
perspective
as
a
pianos
gonna
be
be
huge,
yeah.
A
B
So
the
other
thing
that
I
wanted
to
do
sure
is
my
second
initiative
is
I,
wanted
to
create
a
video
series,
but
I
want
the
video
series
again,
it's
gonna
be
competitive,
but
it's
with
the
PM's,
but
not
specific
about
a
particular
competitive
tool.
So,
for
example,
I
would
want
us
to
concentrate
on
if
we're
talking
about
product
management
and
if
I
were
to
interview,
you
and
say
hey
tell
me
about
you
know
you
get
lab.
What
is
the
project
management
features?
You
know
you
talk
about.
B
A
B
So
that
gives
sales
a
an
additional
option
of
what
they
can
do.
We
can
say:
hey
Rex,
go
check
this
out,
but,
oh
by
the
way,
here's
our
PM,
you
can
tell
you
specifically
I
love
it
yeah.
What
this
is,
what
we
do
well,
and
this
is
why
they
choose
us
over
certain
competitors-
we're
not
necessarily
a
meet
them
there,
so
I
want
to
keep
it
as
generic.
So
that
way,
as
a
p.m.
you
don't
have
to
worry
about,
you
know
focusing
on
all
these
different
ones.
You
can
say
hey.
A
Oh
I,
like
it,
it's
it
really.
It
really
aligns
with
what
product
team
is
thinking
right
now
and
particular
for
me,
social
I
had
a
product
of
Mark.
Potok
he's
really
been
pushing
us
to
articulate
our
vision
and
strategy
for
every
stage,
and
so
so
for
me
and,
and
so
far
a
lot
of
us
definitely
I
know
my
area.
Obviously
it's
we.
A
We
know
that
if
we
do
just
purely
a
head-to-head
comparison
with
Jared,
for
example,
we're
gonna
look
bad,
and
so
our
strategy
is
specifically
not
to
say
that
or
not
not
not
to
avoid
it
but
like
exactly
like,
you
said
like
how
do
we?
How
do
I
articulate
these
things?
And
you
know
I
pretty
many
videos
as
well
as
I
love
people
want
to
take
this
approach
in.
We
could
do
so.
Many
more
structure-
and
you
know
periodic
but,
like
I've,
been
producing
all
this
content,
the
product
team
has
and
our
our
vision
is
like.
A
Working
together,
so
so
the
specific
example
there
with
JIRA
is
that
you
know
Jerez
focus
on
project
management,
that's
what
they
do
best
and
then
I
told
like
Groupon
musician,
they're,
they're
they're
about
integrations
JIRA.
The
product
itself
is
not
about
portfolio
management.
It's
that's
about
CICE
lasting
cares
about
those
things,
but
their
strategy
is
to
incur
the
I,
am
more
competitors
or
buy
them
different
tools
in
the
marketplace
and
then
use
first-class
integrations
to
string
them
together.
Whether
those
first-class
integrations
are
Alaskan
products
or
non
Alaskan
products,
whereas
Gilad
is
markedly
different.
A
So
that
would
be
something
I
would
talk
about
in
video.
Very
obviously,
and
then
another
thing
I
were
talking
in
one
of
these
videos
is
I
would
say
that
we're
about
the
future
of
DevOps
and
we're
not
about
you
know
creating
things
right
now,
so
we
sometimes
purposely
do
say
no
to
certain
features,
because
we
don't
think
that
the
companies
of
tomorrow
will
use
that
feature.
A
We
purposely
want
to
encourage
our
users,
customers
even
prospects
to
more
about
the
future
adoptees,
what
we
think
our
future
best
practices
and
then
how
I
tie
that
and
ended
up
and
then
so
that's
one.
Another
reason
why
we
purposely
don't
compete
and
we
would
lose
anyway.
So
why
create
a
feature
that
would
lose?
And
why
create
a
feature
that
you
know,
for
example,
juror
had
ten
years
ago,
when
you
know
nobody
should
be
using
that
feature,
because
it's
not
a
best
practice
anyways
and
then
the
last
thing
would
be.
A
Another
point
is
I
would
say
something
like
I've
said
these
points
of
videos
and
I
would
say,
like
you
know,
we
go
to
a
customer
and
we
have
them
use
source
control,
because
source
control
right
now
is
super
awesome
and
get
lap
as
this
EIC
be
so
customers,
even
though
they
don't
use
good
lap
plan.
That's
okay,
because
our
specific
strategies
actually
to
being
on
my
peers,
angela
product,
because
I
know
we're
getting
a
lot
of
headway
into
customers,
because
they're
buying
gala
for
sem
NCI,
CD
and
then
later
on.
A
B
A
You
just
carve
out
whatever
you
want
to
do.
First,
you
know
you
can
start
off
with
a
broad
issue.
I
couldn't
send
you
all
the
links
of
everything
I
have
already
the
direction
page
actually
as
most
of
the
stuff.
That
I
talked
about.
Send
you
that
right,
opt-ins
call
yeah.
If
you
have
something
very
specific,
you
want
to
do
just
ping
me
on
issue
and
I
responded
yep.
He
wanted
to
do
some
more
broader
brainstorm.
Anything
ping
me
there
and
then
I'll
just
take
your
lead.
There.
Okay
awesome
appreciate.
B
B
A
B
A
A
So
I
offer
you
one
last
point
which
is
every
Tuesday.
We
have
a
product
meeting,
so
I
definitely
encourage
you
to
continue
to
do
these
one-on-ones,
but
whenever
you
want
to
have
a
look
more
like
announcement,
type
communication
or
or
you
just
want,
like
a
broader
group,
we
have
a
party
meeting
every
Tuesday.
It
should
be
on
the
purple
team
meeting
calendar.
A
Let
me
double
check,
and
so
you
should
be
able
to
add
yourself
there
and
lots
of
folks
not
just
from
like
just
throughout
the
organization,
if
they're,
if
they
want
a
product
audience
or
the
entire
car
audience,
they
just
insert
yourself
there
at
an
agenda
item
if
you're
not
comfortable.
Doing
that,
you
know
use
me
and
then
I'll
introduce
yourself
if
you
are
comfortable
just
put
your
name
there,
and
you
know
you
know,
tell
some
like
type
in
the
product
Channel.