►
From YouTube: The End of the Office and Scaling Remote Teams with Savannah Peterson & GitLab CEO Sijbrandij
Description
TOPIC: The End of the Office: How Fully Remote Teams Thrive at Scale
The future of work is 100% remote. Global talent is truly global, and companies unwilling to harness the power of minds across geographies risk missing out on invaluable and diverse perspectives.
Learn from the CEO and co-founder of GitLab, Sid Sijbrandij, as he discusses how he's enabled a 100% remote company of 1,200+ team members across 65+ countries. What are the tools and technologies that have allowed Sid to source wonderful team members, keep them engaged and productive, and support happiness on and off the clock?
Sid will take on common concerns and misconceptions of businesses grappling with offering remote work. He'll explain how working in the open benefits not only the team but the wider community, detailing the mindset and infrastructure necessary to thrive as a business across time zones.
This fireside chat is moderated by the one and only Savannah Peterson, founder of Savvy Millennial: http://savannahpeterson.com/
###
Resources are below.
Remote work emergency plan: What to do (and where to start): https://about.gitlab.com/company/culture/all-remote/remote-work-emergency-plan/
Remote work starter guide for employees: how to adjust to work-from-home: https://about.gitlab.com/company/culture/all-remote/remote-work-starter-guide/
GitLab's guide to working remote: http://allremote.info/
###
A
B
A
Normal
business
day
for
y'all
and
and
we
would
have
been
hello-
everyone
who
is
here
with
us
on
Central
Time,
who
would
have
been
joining
us
at
11
a.m.
central
for
our
South
by
Southwest
panel,
had
this
been
in
the
flesh
and
for
those
of
you
who
are
on
noon
eastern
or
for
joining
us
from
the
UK
wherever
you
are.
This
is
all
about
threading
in
a
remote
office
situation,
so
it's
very
appropriate,
perhaps
even
more
appropriate
that
it
is
the
very
early
hours
of
the
day
here.
A
So
just
just
forgive
me,
I
think
we
might
actually,
depending
on
the
time
day,
we
might
get
a
little
sunrise
going
on
behind
me,
which
is
very
exciting,
and
hopefully
you
can
see
the
auckland
skyline.
If
not,
I
just
want
to
say
that
I
am
thrilled
to
be
here
and
I'm
not
sure
that
there
is
a
more
important
conversation
outside
of
the
medical
field
to
be
having
right
now
than
the
one
that
we
are.
So
we
are
in
the
for
the
time
stamp.
On
the
video
we
are
in
the
middle
of
the
corona
virus
pandemic.
A
A
It
is
a
1200
plus
team,
maybe
even
more
than
that
by
now
that
are
remote
that
are
all
remote
and
it
was
a
very
interesting
journey
for
them
to
get
here,
which
I'm
about
to
ask
him
a
few
questions
about
which
is
very
exciting,
but
I
think
that,
most
importantly,
people
should
understand
that
your
your
unicorn
this
this
this
whole
all
remote
thing,
isn't
just
a
fad
or
a
Silicon,
Valley
buzzword.
It's
actually
an
extraordinarily
successful
business
model
for
you.
So
without
further
adue
said.
A
I
want
to
open
us
up
with
some
giggles
while
people
join
us
and
when
we
were
doing
our
prep
for
this
call,
you
have
something
in
common
and
we
have
both
worked
with
a
very
unique
community.
So
how
many
people
out
there
know
who
the
bronies
are
I
hope
I
mean
this
is
where
I
would
make
you
all
raise
your
hands,
we're
in
the
same
room.
So
for
anybody
doesn't
know,
the
bronies
are
grown
men
who,
like
my
little
pony,
don't
worry
it's
not
sexist.
A
There
are
pegasisters,
those
are
the
grown
women
who,
like
my
little
pony
and
when
we
were
prepping
for
this
I,
actually
found
it
really
delightful
that
we
both
know
the
bronies,
because
they're
super
unique
and
powerful
community.
We
were
talking
about
what
was
our
our
most
interesting
niche
community
experience,
we're
both
big
fans
of
that
and
so
I've
worked
with
the
bronies
in
3d
printing
and
they
managed
to
facilitate
essentially
an
open
source
toy
partnership
for
us
in
3d
printing
lands
many
years
ago,
and
you
actually
had
the
bronies
uploading
videos
to
get
lab
correct.
A
C
I'm
sure,
when
we
started
get
lab
comm
we
saw
a
ton
of
usage
and
it
was
people
uploading
videos
and
it
turned
out.
It
was
a
brony
community
who
discovered
gala
com
first.
So
thanks
for
being
early
adopters
nuts,
we
did
have
to
shut
it
down
because
it
was
too
expensive
to
host
all
that
stuff.
It
was,
and
it
was
copyrighted,
so
we
did
have
to
shut
it
down,
but
it
was.
C
A
Today,
y'all,
we
want
to
bring
the
brony
energy
and
hope
that,
even
though
you're
not
hosting
those
videos
anymore,
it's
amazing
that
there
was
that
much
content
that
it
was
too
expensive,
toast
that's
a
phenomenal
we're
gonna
bring
the
brony
vibes
to
to
the
room,
so
I
said
you've
got
1200
employees
talk
to
me.
It
sounds
like
I
think
some
people
when
they
look
at
gay
lab.
They
think
that
perhaps
you
set
out
to
do
this
intentionally
and
it
didn't
exactly
happen
like
that.
C
Long
story
is
Dmitry
started
Killa,
he
was
living
in
the
Ukraine
and
he
had
two
things
he
wanted
to
improve
in
life.
He
would
like
running
water
and
better
collaboration
software
at
work,
and
he
started
with
a
better
collaboration.
Software
made
get
lab
and,
and
three
hundred
people
joined
him
in
the
first
year
in
in
trying
to
improve
it,
for
it,
and
I
saw
that
a
year
later,
I'm,
like
that's
amazing,
it
makes
so
much
sense
that
something
you
collaborate
with
is
open-source
and
people
can
contribute
back
to
it.
C
B
D
C
C
So
then
I
saw
a
tweet
of
Dmitry,
the
author
of
the
project,
saying
hey:
I
want
to
work
on,
get
live
full-time
because
he
every
morning
he
got
up,
went
to
the
well
got
water
went
back
home
worked
on,
get
lab,
went
to
the
office,
did
his
job
got
back
home
worked
on,
get
lab,
went
to
sleep,
so
he
had
two
jobs
and
he
what
he
wanted
one
job
it
was
enough.
So
I
we
agreed
on
a
monthly
pay
and
I
went
to
the
local
western
union
office
and
I
said
I
want
to
wire
money.
C
We
made
it
happen,
so
it
that's
how
we
got
started
and
then
at
at
some
point,
20
2014
we
applied
to
Y
Combinator,
we
figured
that'd,
be
really
cool
to
kind
of
come
to
Silicon
Valley
we
got
accepted
and
we
were
I
told
my
wife
if
I
ever
want
to
raise
external
money,
stop
me
because,
like
it
makes
everything
so
much
less
likely
to
succeed,
but
halfway
to
Y
Combinator,
it
was
like
no,
no
one.
No
one
good,
like
marketing
sales.
C
People
want
to
work
for
us
without
getting
stock
options
and
then,
if
you
give
our
stock
options,
but
it
doesn't
become
worth
anything,
that's
kind
of
a
lame
deal.
So
we
kind
of
figured
out
like
why
things
work
the
way
to
work
and
we
set
a
goal.
Okay,
we
can
do
two
things.
We
can
do
what
we
came
here
for,
like
let's
have
a
nice
company
in
five
years
with
25
people
or
we
can
hire
like
the
best
people
we
we
know,
but
then
we
have
to
become
a
public
company.
C
A
C
I'm,
not
sure
that's
gonna
happen,
but
we're
still
we
haven't
given
up
on
that
we're
still
driving
for
it.
So
we'll
see
whether
it
happens,
it's
not
the
biggest
thing
in
the
world.
If
it
doesn't,
we
raised
our
first
money
in
2015,
so
you
got
a
couple
of
more
years
before
people
get
anxious,
but
I
want
to
go
sooner
rather
than
later,
because
we
want
to
stay
an
independent
company.
Being
public
is
a
great
way
to
ensure
and/or
to
to
reduce
the
risk
of
getting
a
getting
sold.
I.
A
Love
it
well
for
the
record.
I
would
be
a
proud
investor
whenever
that
time
comes
and
I'm
sure
many
of
the
people
tuned
in
today
would
so
and
I
think
that's
a
lot
because
of
what
we're
gonna
talk
about
today.
So
so
talk
to
me
about
this
all
right,
so
you
you
find
each
other.
You
start
building
the
team.
It
doesn't
actually
sound
like
to
me
in
studying
you
that
you
made
a
conscious
decision
to
run
an
all
remote
team,
but
it
wasn't
this
sort
of
remote.
A
First,
we
there's
a
lot
of
terminology
for
those
watching.
For
starters,
Gale
lab
has
a
ton
of
resources
if
you're
keen
to
learn
more
about
working
remote
building,
your
remote
team,
if
you
want
to
have
an
all
remote
team,
I,
actually
think
you
have
some
of
the
best
documentation
on
how
to
do
this.
That
I've
seen
anywhere
so
go
to
their
website
and
check
it
out.
How
does
this
come
to
be
because
I'm,
a
Silicon
Valley
veteran,
lived
in
the
valley
for
a
decade,
and
it
wasn't
the
trends
back
then
that
it
is
now.
C
There's
there's
kind
of
me
and
Demetri
collaborating
that's.
So
that's
the
beginning.
So
this
starts
with
me:
sending
an
email,
hey,
Demetri,
I'm
gonna
start
get
loud,
calm,
you're,
not
gonna,
get
anything
out
of
it.
I
hope
you
don't
mind
and
he
sends
an
email
back.
Well,
I
think
I
phrased
this
you're
not
gonna,
be
involved,
do
you
mind
and
he
sends
an
email
back?
No,
it's
open
source,
totally
cool,
that's
great
and
thanks
for
making
it
more
popular,
so
that
was
that
was
super
like
low
ego,
low
entitlement.
C
That
was
our
first
mail
conversation
now.
The
second
I
told
about
a
year
later
was
like
hey
this.
This
guy
that
started
getting
money
maybe
can
help
these
people
asking
for
for
help
and
on
our
first
team
member
Madan
yankovsky,
who
still
works
at
get
lab.
That
was
in
Serbia,
so
it
was
like
Ukraine
Netherlands
Serbia.
So
of
course
we
were
remote
and
then
I
hired
a
bunch
of
people
in
the
Netherlands,
and
they
came
to
my
house.
C
C
C
Everyday
like
what's
wrong,
but
I
was
like
well,
it
kind
of
makes
sense
and
they
were
online.
They
were
working
when
I
saw
the
output,
so
we
kept
working
like
that
and
then
I
culminated
they
make.
You
come
to
Mountain
View
as
the
founders
and
we
figured.
We
need
to
bring
everyone,
because
otherwise
we're
gonna
be
very
distant,
and
that
made
sense-
and
we
did
that
it's
it's
like
eerie,
like
Silicon
Valley,
like
we
were
all
in
the
living
room
and
our
laptops
in
a
house
in
the
suburbs.
It's.
C
And
then
they
told
us
look
this
remote
thing
works
with
engineering,
but
it
doesn't
work
with
sales
of
marketing
and
finance
and
everything
else
and
we're
like
that
makes
total
sense.
Let's,
let's
get
an
office,
so
we
got
an
office
in
San,
Francisco
above
mic,
spikes
on
Ethan
Howard
and
the
intersection
with
most
police
reports
filed
in
San,
Francisco
and
and
we
we
put
a
bunch
of
desks
in
there.
The
landlord
had
a
bad
experience
with
the
previous
tenant,
who
could
15
deaths
in
there
and
a
big
van
in
the
in
the
door.
C
C
He
was
living
in
Alameda,
it's
like
a
one-hour
trip
for
him
and
like
after
three
days
he
doesn't
show
up
anymore
and
every
single
time
it
went
like
that,
like
we
had
our
we
hired
a
great
sales
person
and
he
was
living
south
of
Sacramento,
took
him
two
hours
every
day
and
he
did
that
for
like
years
of
his
life
two
hours
each
way.
Every
single
day
he's
like
are
these
remotes
gonna
work?
We
need
people
and,
like
I'm,
fine
yeah,
we
got
an
office
like
I,
don't
want
to
I
want
to
use
it.
B
C
After
three
days
guess
what
the
person
who's
second
is
like:
this
is
awesome,
I,
say
four
hours
a
day.
This
is
the
best
thing
ever
so
we
like
every
time
we
went
to
it
and
we're
like
we're
not
against
it.
But
let's
see
how
fans
have
another
certain
point:
it
was.
It
was
like
okay,
let's,
let's
do
it
and
also
people
didn't
believe
that
we
really
weren't
there
at
the
office.
So
we
got
a
telepresence
robot,
it's
code.
We
call
it
be
me
and
be
me.
C
Everyone
in
the
company
had
an
account
there
and
he
could
see
it
was
just
me
there.
There
wasn't.
There
wasn't
some
super-secret
office,
one
person,
it's
kind
of
scared
me
by
creeping
up
behind
me
and
saying
hello,
but
yeah.
So
that's
how
it
became
from
at
a
certain
point.
We
like
this
just
makes
sense.
We're
just
gonna
continue
doing
this
yeah.
A
Absolutely
so
it's
it's
I
mean
it's
a
happy
accident
I
think
that's
one
of
the
things
that
I
sort
of
took
from
talking
to
you
and
talking
to
Darren
and
prep.
For
this
was
it's
not
like.
You
woke
up
and
said
we're
going
to
start
an
all
remote
company.
So
if
you're,
if
you're
out
there
listening
to
us
right
now,
it's
not
that
this
has
to
be
the
foundation
of
your
business
vision.
A
B
C
And
and
I
do
think,
although
we
didn't
plan
it
and
we
were
never
like
religious
above,
we
per
se
want
to
be
all
remote.
I
do
think
you
have
to
be
very
intentional
about
it.
You
especially
have
to
be
intentional
about
informal
communication
if
that's
not
happening
as
automatically
as
it
would
in
a
normal
company
now
in
a
normal
company,
it
costs
a
lot
of
time
like
people
have
their
commute
time
and
it's
not
perfect.
C
Like
people
all
know
the
people
on
the
same
floor,
but
not
the
other
floor,
so
I
know
means
that's
perfect,
but
if
your
remote,
you
get
to
do
it
better
and
more
efficient.
You
save
on
the
commute
time,
but
you
still
have
to
organize.
So,
for
example,
if
you're
doing
get
lab,
we
make
you
do
coffee
chats.
So
you
get
used
to
a
format
where
it's
normal
to
just
plan
twenty
five
minutes
with
someone
else
without
an
agenda,
you
can
talk
about
worker.
You
can
talk
about
life
outside
of
work,
so.
A
Let's
talk
about
that
is
that
a
one-to-one
thing
is
that
the
group
thing
what's
a
coffee
chat
for
you,
because,
as
we
get
into
the
actionable
tools,
I'm
sure
there's
a
ton
of
people
in
the
audience.
So
two
things
folks
again
reminder
you
are
welcome
to
ask
us
questions.
I
can
see
the
latch
at
right
now,
despite
the
fact
that
my
eyes
are
fairly
open
and
I
also
tell
us
how
long
your
commute
is.
C
So
the
coffee,
chats
it's
a
normal
thing
and
if
you
just
want
to
get
to
know
someone
better,
that's
you
can
just
shoot
them
or
a
calendar.
In
fact,
you
don't
have
to
explain
yourself,
there's
just
a
thing
we
do.
There's
also
the
company
calls
become
of
the
breakout
calls
and
you
just
hop
on
with
a
bunch
of
people
it's
based
on
the
shared
interest.
C
So
if
you
want
to
chat
if
you're
more
interested
in
chatting
about
children
and
and
how
they're
doing
you
get
to
meet
with
other
people
who
are
fond
of
that,
if
you're
more
into
certain
hobbies,
we
have
a
channel
for
that.
We
also
have
a
thing
called
group
conversations.
Those
are
more
business
oriented
it's
a
certain
Department
of
the
company.
They
have
a
presentation
with
like
everything
you
want
to
know
about
that
department.
Sometimes
the
video
which
you
can
view
like
the
day
before
on
YouTube
the
the
25
minute
max
meeting
itself
is
just
Q&A.
A
C
C
As
a
CEO
I'm,
a
meetings
almost
the
entire
day,
just
because
for
me
I
can
talk
faster
than
I,
can
type
I
can
delay
more
contact.
So
it's
it's
an
efficient
medium
for
me.
I,
don't
think
it's
different
per
se.
She
said
at
gate
lab
where
we
have
people
across
60
different
countries,
so
we
have
to
work
across
time
zones.
So
we
have
more
of
a
written
culture,
so
I
think
we
have
fewer
meetings
than
comparable
companies.
C
Although
I
must
warn
like
there's
one
thing
in
normal
companies,
you
run
out
of
conference
rooms
at
a
certain
point,
but
all
remote,
the
zoom
rooms
just
keep
on
going.
So
so
there's
not
that
natural
limiter,
but
we
do
try
to
prevent
meetings.
We
call
meetings
as
a
last
resort.
If
we
can
just
do
something.
A
C
One
other
thing
I
really
like
we
have
it
kit
lab-
is
that
you
don't
have
to
pay
attention
to
the
meeting,
so
you're
totally
encouraged
to
do
anything
else,
even
browsing
Facebook
during
the
meeting
that
is
not
frowned
upon.
You
don't
have
to
focus
on
the
meeting
for
many
meetings.
Only
a
part
of
the
meeting
is
interesting
to
you.
That's
fine!
If
you
have
to
ask
like
oh,
can
you
ask
that
again
because
I
wasn't
paying
attention?
That's
okay.
I
say
that
once
every
day,
it's
okay,
we
don't
it
we're
not.
C
We
want
people
to
be
the
boss
of
their
own
time
and
their
own
attention,
and
we
think
that
should
go
for
meetings
as
well
and
think
it's
it's
ridiculous
that
some
companies
say.
Oh,
you
have
to
pay
attention
to
whole
meeting.
The
whole
meeting
sometimes
isn't
interesting.
Allow
people
to
zone
out
they've
got
enough
to
do
you
gotta
check
Facebook
to
do
like
they
gotta
do
their
email
and
slack,
and
everything
else
allow
them
to
do
that.
That's.
A
That
is
an
incredible
thing
to
hear
from
someone,
especially
in
your
position.
Tell
us
your
least
favorite
meeting
every
week
in
the
comments
we
can
all
have
a
chuckle
about.
It,
I
think
that
what
you're
providing
your
community
and
your
employees
with
is
a
lot
of
agency,
you're,
trusting
them
and
I
think
that's
one
of
the
fundamental
things
that
and
getting
to
know
you
and
the
company
has
been
get
lab,
wouldn't
function
without
trust.
A
If
you
didn't
trust
your
team
and
your
process
and
your
documentation,
I,
don't
know
that
you
would
have
been
able
to
scale
in
the
way
that
you
have,
and
it's
really
compelling
when
you
think
about
it.
I
mean
we're
both
executives.
I've
never
been
in
the
situation
where
I
was
told.
I
didn't
have
to
pay
attention
in
the
meeting.
It's
it's.
It's
our
job
in
theory
to
to
always
be
paying
attention
and
treat
everyone
like
a
little
special
unicorn.
A
So
I
think
that
that's
pretty
special
for
folks
who
aren't
as
familiar
and
and
I
think
there's
a
little
bit
of
a
magic
to
why
people
don't
have
to
pay
attention
in
a
meeting.
How
do
you
make
sure
that-
and
this
is
something
you
do
exceptionally
well?
How
do
you
make
sure
that
everyone
in
all
the
different
time
zones
in
case
they
wanted
to
know
what
happened
in
a
given
meeting
or
in
a
situation,
know
what's
going
on
talk
to
us
about
your
documentation
process,
because
it's
yeah.
C
We
report
most
meetings
so
most
of
the
time
there's
a
recording
available.
We
lyceum
some
of
them.
So
if
you,
google,
get
lab
unfiltered
you'll
see
lots
of
boring
meetings
on
our
YouTube
channel,
but
also
multi
hardboard.
He
thinks
like
there
are
just
regular,
run-of-the-mill
meetings,
it's
nothing,
it's
nothing
that
has
to
be
I.
I
watched
one
of
the
clips
today
that
was
recorded
today,
I
I
started
watching
someone
building
a
new
roof
on
this
house
halfway
to
because
that
was
way
more
interesting
named.
C
C
C
Also,
if
you
ask
a
question,
it's
common
to
first
put
the
question
in
that
allows
people
it's
always
hard
to
hand
off
the
word
in
a
remote
meeting
because
of
the
latency
in
a
video
call
that
allows
you
just
see
like
hey,
Sean
I
saw
you
had
a
question,
please
verbalize
it
and
then
a
person,
even
though
the
questions
already
typed
up
verbalize
is
the
question
you
give
the
answer:
that's
written
down
by
a
note-taker
and
you
move
on
so
there's
a
complete
and
pretty
good
written
record
of
the
meeting.
So
people
can
catch
up.
C
Asynchronously
I
want
to
get
to
something.
You
said
saying
that
we're
a
high
trust
company
I
think
one
hand
we
are
and
we're
pretty
trusting
of
our
people.
But
I
don't
think
Trust
is
the
magic
I.
Think
measuring
output
is
what
matters.
So
we
do
try
to
have
decisions
being
taken
at
the
lowest
level,
so
if
the
concept
of
a
directly
responsible
individual,
if
you
do
the
work
we
try
to,
have
you
make
the
decision?
It's
not
always
we're
not
always
able
to
do
that.
Some
some
decisions
affect
more
people,
etc.
C
But
we
try
to
practice
that
and
we'd
rather
have
kind
of
the
wrong
decision,
execute
it
with
enthusiasm
and
the
other
way
around,
and
we
are
really
we
try
to
measure
output
really.
Well,
we
got
lots
of
KPIs.
Everyone
has
a
manager
that
understands
what
they
do.
So
we
don't
do
cross-functional
teams
that
one
has
a
manager
that
understands
your
craft
and
can
measure
your
results
and
we're
very
output
oriented.
We
don't
care
about
your
input.
C
A
C
Exactly
so
as
as
you
work,
remote,
there's
not
having
a
commute,
but
there's
also
the
flexibility
to
live
wherever
you
want.
Maybe
you,
your
partner
needs
to
move
in.
You
can
follow
them.
Maybe
you
want
to
live
closer
to
your
parents.
You
can
do
so.
There's
also
like
the
aspect
of
an
off-peak
lifestyle.
You
can,
you
can
go
to
the
gym
or
the
supermarket
if
you're
still
there
with
the
coronavirus
whenever
it's
quiet
and
you
have
more
flexibility.
C
If
you
need
to
take
care
of
your
kids
or
something
else,
you
can
interspersed
that
and
there's
no
set
hours,
of
course
sometimes
meetings,
and
we
expect
people
to
cancel
in
advance
and
to
show
up
and
things
like
that,
but
show
up
if
they're
elementary
to
the
meeting.
But
all
we
try
to
give
a
lot
more
freedom,
yeah.
A
C
B
C
A
Yeah,
that's
fantastic!
How
do
you
measure
that
and
talk
us
through
some
of
the
tools,
because
I
can
see
some
of
the
audience
questions
coming
in
right
now
and
and
I
know
we're
all
really
keen
to
learn
how
to
replicate
what
you've
done.
So,
how
do
you?
How
are
you
measuring
that
output
and
then
also
what
tools
are
you
doing
to
make
sure
you're
optimizing
that
output,
yeah.
C
For
engineering,
it's
notoriously
hard
to
kind
of
have
effectiveness
and
there's
all
kinds
of
things
with
weights
on
issues
and
planning
poker
and
things
like
that.
We
don't
believe
in
that.
We
believe
in
making
in
reducing
cycle
time
so
going
as
fast
as
possible
from
I
want
to
do.
This,
I
have
an
iteration
out
there
and
people
are
using
it
and
that's
what
we
optimize
for
in
our
metrics
for
engineering.
One
of
our
most
important
metrics
is
merge.
Request
rate
how
many
separate
kind
of
functionally
pieces
of
code
did
you
ship
and
it's
it's
something.
C
We
want
you
to
gain
because
you
can
game
it
I'm,
shrinking
kind
of
the
scope
of
what
you're,
building
and
shipping
it
in
smaller
iterations
that
allows
us
to
go
faster.
That
allows
us
to
get
feedback
earlier.
That
allows
us
to
reduce
risk
to
make
reviews
easier
and
better.
So
that's
the
thing
we
want
you
to
gain
and
make
it
smaller
and-
and
it's
it's
been
a
super
helpful
metric
because
most
metrics,
if
you
start
aiming
for
them,
they
dissuade
from
the
goal.
This
one
is
one
where
you
start
the
game
and
it
actually
helps.
A
Fantastic
there's
a
there's,
a
phrase
that
I
the
first
time.
I
heard
it
it
freaked
me
out,
but
the
more
I
think
about
it,
the
better
it
is.
It's
set
the
bar
low
and
clear
it
often
so
you're
better
off
delivering
and
shipping
and
and
creating
and
and
being
able
to
hand
off
or
let
people
do
things.
Then
you
are
coming
up.
It
may
take
a
really
long
time
to
get
out
the
door
and
get
by
and
the
whole
thing
thanks.
C
Exactly
we
call
it
iteration
is
make
it
smaller,
get
it
out
there
move
on
to
the
next
thing.
By
the
way,
I
see
a
remark
from
lens
in
the
comments
he
says,
working
from
home
since
2002
my
sequel
really
pioneered
distributed
company
thing
back
then
and
I
totally
agree.
It's
a
big
inspiration.
Actually
I
had
the
privilege
of
Monty
the
founder
of
my
sequel
warming
up
his
alcoholic
drink
in
my
microwave
back
in
the
Netherlands
that
was
fun
and
that
sound
like
stories
about
how
the
entire
test
infrastructure
for
my
sequel
was
in
this
basement.
C
A
That's
a
magical
little
serendipitous
comment
connection
that
we,
we
couldn't
have
even
anticipated
so
breaking
that
down
a
little
bit
breaking
this
down
a
little
bit
more.
What
tools,
what
what
platforms,
what
software,
what
collaborative
tools?
So
everyone
here
who's,
you
know,
I
mean
we
have
to
call
out
call
a
spade
a
spade,
we're
in
the
middle
of
a
very
unique
time
lots
of
people
in
quarantine,
lots
of
people
working
from
home
lots
of
people
not
congregating
in
their
offices,
even
if
they're,
not
all
remote,
like
both
of
our
teams,
are
inherently.
C
We
live
in
slack,
we
live
in
a
zoo,
manned
we
live
in
kit
lab
those.
Those
are
essential.
I
think
we
also
really
loved
a
collaborative
editing
aspect
of
Google
Docs
slack
is
is
great.
If
you
need
to
get
to
someone
quickly,
you
can
use
it.
You
get
an
overview
of
kind
of
what
people
are
working
on
the
non-urgent,
Fink
and
more
context.
Zoom
has
been
a
blessing
like
the
quality.
C
The
ease
of
life
streaming
and
recording
has
been
amazing,
really
helps
being
able
to
hang
out
with
400
people
at
the
same
time,
if,
if
there's
a
need
for
that
or
an
all-hands
or
something
like
that,
this
has
been
great
use.
Gil
app
extensively
like
it
lab,
is
a
complete
devops
platform
delivered
as
a
single
application.
So
all
the
way
from
planning
what
you
want
to
do
with
issues
all
the
way
to
monitoring
the
code.
C
A
That's
fantastic
and,
and
nice
and
succinct
so
is
there
any
process
and
I
only
say
this?
Is
someone
who's
shared
a
lot
of
jobs
in
the
Google
Docs
and
myself?
Is
there
any
process
for,
and
this
is
a
question
from
the
audience?
Is
there
any
process
in
terms
of
who
takes
notes
or
who
contributes
to
notes?
Is
it
everyone?
Is
it
managers?
How
does
that
work?
Yeah.
C
D
Pleasure
so
my
name
is
Sean
McCann
currently
on
the
CEO
shadow
program.
If
you
want
to
get
a
good
insight
in
that,
if
you,
google,
gitlab
CEO
shadow
program,
it'll,
give
you
a
full
overview
of
what
it
is
that
we
do
what's
expected
all
the
rest
of
them.
My
regular
day,
job
is
as
a
support
engineering
manager
for
APEC,
so
I'm,
currently
in
fairly
sunny
San
Francisco
from
even
seven
year
Sydney.
Hopefully,
on
my
way
back
this
weekend
as
a
CEO
shadow,
one
of
the
biggest
responsibilities
is
no
taking
I.
D
Think
anyone
that's
been
in
any
kind
of
meeting
with
multiple
participants
knows
it's
very
difficult
to
try
and
engage
and
participate,
while
also
taking
notes
so
by
removing
that
overhead
and
burden
Unser
than
the
rest
of
the
exec
team.
In
the
meetings
that
we
get
to
sit
in
on
they're
able
to
fully
engage
now.
The
cost
of
that
is.
D
D
It
does
change
a
little
bit
when
the
audience
is
bigger.
Just
because
it's
it's
too
much
for
only
two
people,
and
then
we
start
to
get
into
some
of
the
more
standard
operating
procedures
of
gitlab
where
people
are
pretty
much
responsible
for
their
own
note-taking
acid.
We're
saying
earlier.
If
you
want
to
ask
a
question,
it
needs
to
be
in
the
doc.
No
one
else
is
going
to
put
it
into
the
document
for
you.
C
Yeah
I
think
he
is
Sean
and
just
for
clarity
like
the
CEO
shadow
program,
was
to
give
people
more
people
in
the
company
kind
of
a
company-wide
overview,
and
it
turns
out
it's
great
for
note-taking
as
well.
In
most
meetings
like
you
suppose,
you
have
a
meeting
with
like
five
participants
you
put
in
your
question
in
beforehand,
so
you
type
that
out
and
then
the
answer
many
times
either
someone
else
types
it
up
or
if
that
doesn't
happen,
the
person
asked
the
question
will
type
the
response
up
as
soon
as
they
moved
on
to
year.
C
Anyone
these
there's
a
legibility
criteria,
so,
for
example,
you
need
to
have
a
certain
level
within
the
company
or
you
need
to
be,
for
example,
from
a
pack
or
it's
harder
for
us
to
collaborate
to
work
across
timezone.
So
that's
shown,
for
example,
that
got
that
and
also
want
to
promote
diversity.
So
if
you're,
a
member
of
the
underrepresented
group
that
counts
and
there's
the
criteria
are
visted,
that's.
A
Yeah,
that's
that's
I,
think
it's
really
compelling
and
it's
been
fun,
seeing
Sean
as
your
shadow
and
and
getting
to
hear
this
narrative
as
we've
been
working
on
this
together.
So
this
all
sounds
very
lovely
and
like
it
was
a
smooth
process
for
you,
but
I'm
curious,
two,
big
questions:
how
did
investors
respond
to
this?
Was
this
accepted
in
the
valley?
Did
they
want
you
smashed
inside
a
house
like
we've
seen
on
the
TV
show
what
was
the?
What
was
the
culture
like
in
the
beginning
when
you
were
raising
capital,
especially
yeah,.
C
I
think
in
our
around
it
happened
so
fast
that
there
wasn't
much
attention
paid
to
it
and
also
we
had
an
officer
at
a
time
and
a
plan
to
be
a
co-located
company,
the
B
round.
It
was
super
controversial.
We
had
a
really
great
investor,
drop
out
and
say:
look
you
take
all
the
boxes,
except
this
remote
thing.
We
had
we've
not
seen
that
skill
before
we're,
not
saying
it's
not
gonna
happen
and
we're
not
saying
it
won't
be
successful,
it's
just
a
risk
and
we
can
afford
not
to
take
that
risk,
so
we
wrap.
C
So
that
was
super
sad.
The
person
that
ended
up
investing
was
really
ill
Jeff
and
he
he
said,
look
I'm
not
sold
on
this
remote
thing.
You
please
show
me
why
that
works.
Sorry,
my
prep
to
presentation,
pitched
in
and
he's
like,
yeah
I'm,
still
not
convinced,
and
then
we
had
a
person
and
an
associate
in
the
meeting.
Abe
a
B
and
AV
said:
look
filly.
You
might
not
be
convinced,
but
I
read
their
handbook
and
like
I've,
read
it
overnight
and
it's
like
the
best
process
document.
I've
ever
seen.
C
These
people
have
their
stuff
buttoned
up
more
than
any
other
startup,
so
this
this
might
very
well
work
so
that
him
vouching
for
us
and
him
doing
the
homework
really
helped
and
now,
because
they've
seen
kind
of
the
impact
on
that
the
talent
were
able
to
hire
and
retain
their
now
recommending
it
to
new
companies
like
there's
there.
Some
of
our
investors
turned
from
like
I,
don't
know
to
now,
like
we're
gonna,
try
to
get
more
companies
to
do
this
and
we're
going
to
try
to
invest
in
companies
to
do
this
absolutely.
A
Yeah
they've
shifted
from
skeptic
to
advocate
and
I
think
that
you
very
much
led
by
example
with
that
and
largely
through
your
documentation.
If
you
haven't
checked
out
to
get
lab
handbook,
I
personally
have
learned
a
ton
from
it
in
the
last
few
weeks
and
as
you're
potentially
transitioning
into
a
new
working
environment
legitimately
check
it
out
there.
There
is
probably
something
in
there
that
applies
to
just
about
every
business
model.
Even
if
you're,
not
a
code
based
startup
or
a
scaling
business
I
think
no
matter
your
size.
A
There
are
really
resourceful
tools
in
there
for
for
how
to
communicate,
how
to
document
and
how
to
handoff
between
different
groups,
different
time
zones
and
and
not
having
the
physical
proximity
of
an
office
so
so
do
check
out
those
resources.
Sean
I
mean
I,
hope
you
I
see
you
dropping
links
in
the
chat,
so
that's
great
everyone
can
can
jump
into
that
is
I,
know
you
and
I
both
run
remote
companies.
It's
wonderful!
We
love
it
is
it
for
everyone.
I'm.
C
Not
sure
I
don't
think
so.
First
of
all
like
if
you
don't
have
a
digital
product,
you're
delivering
it's
super
hard.
So
if
you're
you're
running
a
hospital,
you
can't
be
all
remote.
The
second
thing
is
some
people
really
like
the
vibe
of
the
office.
Some
people
like
to
work
life
or
the
yeah,
the
work
private
life
separation
that
it
brings.
My
wife
likes
an
office.
It's
closed
now
due
to
the
virus,
but
see
see,
loss
going
to
work
and
see
them.
She
doesn't
want
to
sit
at
home
all
day,
I
mean
for
me.
A
C
C
We
did
lose
like
people
who
were
interviewing
for
like
executive
positions
that
couldn't
get
over
it
and
ended
up
dropping
out
I.
Think
the
vast
majority
said:
look
I've
not
done
this
before
I'm
skeptical
and
then
they
went
and
talked
to
the
other
executives
that
get
lapped
like
hey.
Do
you
have
a
good
connection
with
the
other
functions
and
everything
else
and
they
they
said
well.
I
was
skeptical
too,
but
actually
I
have
a
better
connection
and
it's
easier
to
reach.
People
and
I
have
more
influence
and
it
can
communicate
better.
C
A
Imagine
and
I
just
want
to
call
out
a
stat,
that's
shared
in
in
the
comments
here.
Ninety-Three
percent
year-over-year
retention-
that
is
amazing-
has
has
this
this
all
remote
team
and
and
this
retention
hasn't
become
at
all
more
challenging
as
you've
gotten
to
the
scale
that
you're
at
or
has
it
been
a
fairly
smooth
process
from
that
initial
core
team
that
decided
nots
working
in
office.
A
C
A
A
Yeah
I
think
that's
good
and
I.
Think
I
want
to
kind
of
close
out
our
chat.
Talking
about
that
a
little
bit,
because
we've
talked
a
lot
about
process
and
approach.
How
do
you
bond?
How
do
you,
how
do
you
have
these
great
team
moments
and
and
bring
people
together?
I
know
there's
chats
and
coffee
chats,
but
you
also
do
some
group
trips
right,
yeah.
C
C
We
do
bring
the
whole
company
together
once
a
year
and
we
were
supposed
to
do
that
like
next
week
or
the
week
after
in
Prague
in
Europe.
Understandably,
that's
now
delayed,
but
we've
had
some
amazing
trips.
We
went
to
Crete
and
Cape
Town
and
Mexico
and
all
kinds
of
great
destinations,
and
in
that
week
it's
not
a
vacation.
It
is,
it
is
business
oriented,
but
we
don't
try
to
do
work.
We,
the
first
half,
is
excursions,
but
the
goal
is
to
get
kind
of
get
to
know
people
outside
of
your
function.
C
The
second
part
is
an
unconference
where
it's
kind
of
the
more
softer
topics,
and
sometimes
it's
a
bit
of
training
or
things
like
that
people
pick
whatever
they
want
to
do.
The
most
popular
topics
tend
to
be
preventing
burnout
and
lack
of
motivation
and
people
talk
about
that
in
small
groups.
It's
not
recorded
or
anything,
and
it's
it's
just
to
to
get
to
talk
about
these.
These
tougher
subjects
in
face-to-face,
we
also
do
a
sales
kickoff
for
our
sales
key
team
once
a
year.
So.
C
B
C
Think
we're
not
as
diverse
of
her
company
as
who
want
to
be,
and
we
got
over
five
like
the
moat.
The
biggest
focus
is
gender
diversity.
Now
we
got
over
5,000
applications
a
week
from
females,
so
that's
great,
but
we
want
to
want
to
be
even
better
and
we
think
that
with
reaching
out
to
people,
we
can
get
a
higher
level
of
talent,
but
also
we
have
more
control
of
where
we
reach
out
and
that's
going
to
be
based
on
increasing
diversity
in
the
company,
but
also
having
a
lower
location
factor.
A
And
you
can
I
think
you
probably
you
know,
there's
a
lot
of
different
slices
to
the
diversity
pie
about
you,
I
mean
you
mentioned
sixty
countries,
you
definitely
have
a
geographic
diversity
across
the
board.
So,
ladies
out
there
apply
to
get
lab.
It
would
be
an
amazing
job,
5,000
be
the
five
thousand
and
one
and
and
be
the
next
female
lead.
We
need
more
strong
women
in
tech
in
general
and
what
what
a
fun
role
I
think
I
think
that
you're
you're
highlighting
a
lot
of
really
awesome
things
that
have
helped
you
grow.
A
So
what
are
what's
your
advice
here,
as
we
start
to
wind
up
our
time
if
I'm,
a
team
who
is
and
and
I
realized,
this
may
not
be
your
area
of
expertise,
since
this
was
all
remote
kind
of
from
the
get-go
to
a
degree.
But
if
I'm
someone
who
works
for
a
company,
it
doesn't
really
matter
the
size
and
all
of
a
sudden
I'm
working
from
home
and
I'm
hoping
to
stay
connected
and
stay
productive.
C
So
so
getting
the
hang
of
that
and
getting
kind
of
buy-in
from
from
the
other
people
you
live
with,
and
the
third
thing
is
I
think
a
lot
of
people
feel
like
they
have
to
be
present.
All
the
time
like,
there's
like
I
can
has
to
be
green
or
they
gotta
immediately
respond.
So
I
think
it's
very
important
to
as
a
company
not
set
those
expectations.
For
example,
I
get
a
lot
of
people
are
forbidden
from
thanking
each
other
publicly
for
working
outside
of
office
hours
of
the
local
office
hours.
It's
great.
C
A
Actually,
a
really
beautiful
thing:
I
just
want
to
highlight
it
for
a
second,
so,
especially
in
the
Silicon
Valley,
we
have
a
real
hustle
culture.
There's
this
lack
of
sleep
and
high
performance.
It's
often
celebrated
and
glorified
I'm.
Personally,
not
a
fan
and
I
think
that
you
just
touched
on
something
really
important
so
is
that
was
that
a
cultural
choice
you
made
from
the
beginning
to
have
better
work/life
balance?
Is
it
something
that
you
AB
din
to
talk
about
that
just
a
little
bit
more
yeah.
C
C
C
Yesterday,
I
took
off
at
4:30
and
okay
took
pictures
of
that
and
he
shared
it
with
the
rest
of
the
company
and
the
rest
of
the
company
said
to
say:
hurrah
for
my
cat
who's
getting
bits
and
company
famous
now,
but
that's
kind
of
debt.
That's
what
that
tongue
gets
at
from
the
top.
Like
I
took
seven
weeks
of
vacation
last
year
and
I
made
sure
everybody
knew
about
it.
That's.
C
A
C
So
much
more
I
think,
like
our
meetings
start
on
time
and
the
end
on
time,
I've
not
seen
it
with
any
other
company
and
if
we're
in
person
it's
actually
not
true,
they
start
late
and
they
go
over
time.
So
I
think
it's
amazingly
how
bored
a
discipline
you
are.
It's
so
much
easier
to
create
art
effects
when
you're,
when
your
remote
and
allow
you
to
go
to
things
very,
very
fast.
There's
no
time
lost
even
like
traveling
between
buildings
and
things
like
that
and
yeah,
and
and
your
able
to
focus
your
attention.
C
You
don't
always
have
it
perfect,
but
you
you're
much
more
in
control
than
you
are
in
a
meeting
room
without
your
computer
in
front
of
you,
so
I
do
think
it
makes
us
all
more
effective
another
than
the
least
because
it
kind
of
it
allows
to
use
the
best
medium
and
the
best
medium
in
an
office
by
default.
It's
a
meeting-
and
here
we
much
more
conscious
about
that.
B
A
You're,
you
really
have
done
an
outstanding
job
of
getting
people
to
optimize
their
output
and
their
efficiency
in
a
place
where
they
can
communicate
transparently,
I
think
the
remote
actually
is
a
great
equalizer
across
the
board
and
makes
makes
it
seem
less
like
a
hierarchy
in
certain
circumstances
and
gives
everyone
equal
access
to
information,
which
is
something
that
has
been
very
fun
in
in
learning
about
what
you're
doing
at
get
labs
so
Sid.
Thank
you
so
much
for
joining
me
today
and
for
being
a
part
of
this
chat.
A
A
I
think
that
the
Sid
and
the
team
have
done
a
fantastic
job
of
showing
us
how
to
do
it
do
check
out
the
handbook
do
check
out
the
resources,
it's
just
an
immense
database
of
information
that
they
make
public
for
all
of
us
to
benefit
from
any
closing
thoughts.
Anything
you
want
to
say
at
the
end
of
this
sit
and
call
to
action.
I.
C
A
Pleasure
this
is
such
a
joy.
You
know,
maybe
if
everyone
continues
to
love
it
and
we
continue
to
be
in
the
state
of
the
world.
We
can
do
a
follow
up
to
this
as
a
South
by
round
two
who
knows
we'll
ever
end
up
in
Austin
looking
forward
to
it.
Thank
you
so
much
Sid,
your
insights
are
absolutely
priceless
and
thank
you
to
the
entire
gate.
Lab
team
for
all
of
your
enthusiasm,
support
your
questions.
Darren.
It's
been
such
a
pleasure
to
work
with
you
on
this
and
everyone
in
the
comments.
A
A
Let
me
know
that
we
are
not
supposed
to
go
over
time,
so
I'm
being
very
conscious
of
that
and
do
tweet
us,
I'm
savage,
savvy
or
and
since
much
easier
to
stalk,
even
than
I
am
and
say
hello.
Tell
us
what
you
liked,
if
you
have
any
following
questions:
yeah,
it's
saturday
down
in
the
southern
hemisphere.
I
see
some
questions.
There
welcome
welcome
to
the
dateline
it's
a
whole
different
ballgame
again,
my
name
is
Savannah
Peterson
you've
had
the
CEO
of
gitlab
CID.
Thank
you
so
much
for
joining
us.
Everyone
and
good
luck.