►
Description
Welcome to Accelerating Support! We host discussions with thought leaders and industry experts about overcoming challenges with best in class techniques to accelerate internal support.
The podcast is hosted by Chris Buttenham and Kristen Barker from Obie.ai
On this episode:
- The GitLab "handbook-first" approach to documentation
- What role technology should play in remote work and accelerating support
- Darren's vision for the future of remote work
Connect with Darren:
https://allremote.info/
https://twitter.com/darrenmurph
Accelerating Support is brought to you by Obie.ai
https://obie.ai/acceleratingsupport
A
Yeah
awesome
so
welcome
to
the
podcast
Aaron.
It's
it's
really
great
to
meet
you,
so
we're
really
excited
to
chat
with
you
today
and
I.
Think
as
the
head
of
remote
at
get
labs,
it's
couldn't
think
of
a
better
guess
to
have
as
our
first
guest
on
the
podcast.
So
basically,
this
podcast
is
all
about
accelerating
support
across
the
entire
organization
and
we're
really
curious
to
know
kind
of
how
you
would
define
that
term.
So
how
would
you
define
accelerating
support.
A
B
Kind
of
works
people
are
close
by
that
can
tap
once
on
my
shoulder
and
get
answers,
you
might
not
need
a
plan
in
place
for
a
lot
of
the
support
functions
that
kind
of
go
under
the
radar
in
a
remote
environment.
Every
piece
of
support
that
is
needed
becomes
a
thing
because
there's
no
way
to
reach
out
other
than
slack
or
email.
It's
all
virtual.
It's
all
documented
like
and
there's.
B
Way
to
get
it
and
by
virtually
painting
someone
else,
so
what
I
think
it
means
is
you've
got
to
be
intentional
about
it,
I
think
the
the
nuances
of
remote
and
supporting
remote.
It
falls
somewhere
in
between
the
typical
chief
people
officer,
a
chief
HR
officer
role
and
chief
information
officer,
the
IT
organs
as
well,
there's
some
others,
an
Operations
angle.
B
It's
an
IT
and
business
operations
angle
and
then
there's
the
people
and
culture
angle
and
if
everybody
just
kind
of
looks
at
each
other
to
own
it,
it's
never
gonna
work
out,
and
so
the
acceleration
of
support
starts
by
getting
those
people
in
the
room
and
say
what
does
our
remote
leadership
team
look
like?
Maybe
it's
very
people
from
various
teams?
Maybe
you
hire
someone
like
a
head
of
remote
that
has
deep
experience
in
the
nuances
of
remote
to
lead.
B
Some
of
that
changes
be
there
provide
that
feedback
mechanism,
but
you
gotta
establish
a
team
number
one
and
number
two.
You
have
to
provide
a
feedback
mechanism
for
everyone
that
is
now
in
a
remote
environment
and
they
need
support.
You
need
to
know
what
they
need
support
on.
So
this
is
why
I
recommend
opening
up
a
handbook,
starting
a
company
handbook
providing
a
single
source
of
truth
where
feedback
can
be
delivered
and
then
there's
the
remote
leadership
team
there
to
respond
to
that
feedback
and
start
making
a
plan
for
addressing
all
of
it.
B
C
C
My
question
is:
how
do
you,
or
obviously
you
won't,
have
this
experience
necessarily
I
get
lab,
but
from
your
experience
outside
of
it
or
maybe
observing
other
organizations?
How
would
you
recommend
people
who
are
getting
thrusted
into
this
environment
or
just
are
now
understanding
that
there
should
be
a
priority
around
documentation
and
knowledge
management?
How
do
you
change
the
habit
of?
Let's
say
a
thousand
employees?
You
guys
are
like
1200
employees
that
get
loud
right.
That's
what
that's
super
interesting
problem
that
I'm
here
interested
in
your
feedback
on
yeah.
B
B
Have
to
just
immediately
stop
doing
a
lot
of
the
things
that
worked
in
a
co-located
setting
and
start
doing
something
else,
and
it's
going
to
feel
awkward
until
it
does
and
then
you're
going
to
realize
how
much
better
this
is,
but
it
is
going
to
feel
counterintuitive.
So
there's
the
culture
side
of
that
you
have
to
have
leaders
in
place.
They're
like
give
people
permission
to
just
delete
everything
you
knew
from
a
month
ago
or
I
start
doing
something
differently
radically
different.
That's
probably
the
tougher
of
the
two
like
to
get
someone
on
leadership.
B
B
The
key
fobs
aren't
gonna
work,
the
elevators
are
gonna,
get
stuck
five
times
launch
is
gonna,
show
up
late,
you're
gonna
put
the
HVAC
on
on
30,
and
it's
like
set
to
Fahrenheit
instead
of
Celsius,
it's
like
everything's
walking,
but
you
don't
just
leave
the
office
if
it
doesn't
work
right
on
day,
one
you
iterate
on
it,
you
polish
it
you
get
better
at
it.
You
get
better
at
it
and
the
same
is
gonna,
be
true
with
remote.
So.
B
Process
and
tooling
side
of
it,
you'll
oftentimes,
hear
people
say
document
everything
in
a
remote
in
a
remote
setting,
that's
somewhat
dangerous
advice.
Gitlab
operates
handbook.
First,
there's
a
difference
between
documentation
and
having
a
handbook.
First
mindset
and
here's
the
difference.
If
you
just
tell
people
to
document
they'll,
just
do
it
in,
however,
way
like
whatever
documentation,
needs
to
that
cool
document
and
slap
great
document,
an
email,
great
document
in
Google
Docs,
no
one
like
now,
you're,
just
creating
documentation,
silos
documentation
is
fragmented
all
over
the
place.
No
one
can
access
it.
There's!
B
No
transparency,
there's
no
commonality,
complete
nightmare,
complete
disaster.
So
it's
not
about
documentation.
It's
about
the
remote
leadership
team
saying
this
is
our
single
source
of
truth
and
Gilad.
We
use
get
lapped
pages
to
host
our
handbook.
So
if
you
google,
get
live
handbook,
if
you
printed
it
out
it's
over
5,000
pages,
we
don't
have
an
internal,
a
handbook
and
an
external
handbook.
Everything
is
public
and
we
do.
B
Entire
team,
twelve
hundred
plus
people
across
over
65
countries
can
access
all
of
it
at
any
time,
regardless
of
timezone,
regardless
of
who's
awake.
We
have
to
be
ultimately
transparent
if
you're
not
willing
to
go
quote
that
for
me.
Yet
you
still
need
a
central
repository
where
all
of
these
important
things
about
running
your
company
can
be
documented.
It's
really
easy
to
spin
up
in
notion
and
ask
Almanac
the
issue
with
those.
Is
they
don't
scale
very
well?
B
B
B
B
Is
for
you
start
documenting
now,
and
the
weird
thing
about
that
is:
it's:
it's
gonna
be
a
blank
page
on
day.
One
I
mean
the
Gillihan
book
is
5,000
pages
today,
but
on
day
one
it
was
one
page
and
so
don't
get
overwhelmed
by
that
you're
like
I,
can't
do
it
an
entire
company
handbook
overnight,
you're
right
so.
C
B
Important
stuff,
what
started
as
an
FAQ
like
what
is
the
biggest
problem
people
have?
Well,
they
can't
access
a
certain
system
because
they've
never
installed
a
VPN.
Okay,
let's
tell
them
how
to
install
the
VPN
here's
the
person
you
need
to
contact,
here's
the
software
you
need
to
download
document
step
by
step.
This
is
how
you
do
it
period.
Go
to
the
next
thing,
go
to
the
next
thing,
and
if
you
empower
more
people
to
add
to
this
documentation,
it
legitimately
can
start
as
an
FAQ.
B
B
A
C
A
I
think
I
think
that's
all
really
great
advice.
Now
you
had
mentioned
fa,
Q's
and
so
I'm
actually
kind
of
curious
in
terms
of
like
how
you're
authoring
your
knowledge
between
longer
processes,
as
well
as
using
those
small
pieces
of
information
in
the
form
of
Fe
Q's.
Where
do
you
stand
on
that
in
terms
of
do
you
think
fa
Q's
are
more
important
than
the
longer
form
content
just
for
keeping
things
fresh
and
keeping
things
like
easily
easily
editable,
and
that
sort
of
thing
pros.
A
B
B
As
a
question
like,
why
can't
I
access
the
system
answer,
because
you
need
this
VPN
and
here's
how
to
do
it?
Okay,
that
would
be
a
quick
thing
to
do
on
day
one,
but
what's
the
iterative
process
of
that
don't
out
an
entire
handbook.
Page
of
these
are
all
the
systems
that
require
this
VPN,
and
then
this
is
how
you
also
get
the
VPN,
so.
B
B
Sub
heads
are
and
what
your
titles
are,
because
you
got
to
think.
Let
me
structure
this
in
a
way
that,
when
someone
searches
for
it,
they
find
it
so
the
gait
lab
handbook
is
5,000
pages.
We
have
an
internal
search,
it
works.
Ok,
some
people
that
join
the
company
or
like
I,
can't
find
anything.
You
know
how
do
I
do
this,
so
a
typical
gate
lab
fashion.
We
actually
build
a
handbook
page
called
how
to
search
to
get
lamp
in
book.
B
So
we
actually
build
a
page
on
how
to
search
the
pages
and
we
have
over
the
over
time.
It's
become
incredibly
deep
where
people
that
love
Firefox,
for
example,
there's
like
some
really
quirky
ways
that
you
can
search
through
Firefox
that
no
other
browser
can
do
so.
There's
a
whole
section
that
someone
just
took
initiative
like
I'm
gonna,
pull
this
out.
Alfred
is
a
cool
Mac
OS
tool.
That's
like
shortcuts
for
searching
so
there's
a
whole
section
in
there.
B
A
B
Think
5,000
pages
seems
overwhelming,
but
if
I
asked
you
hey,
do
you
think
there's
too
much
information
on
the
Internet?
Is
it
overwhelming?
But
it's
the
same
mindset
like
you
can
never
have
enough
information
about
how
your
processes
work,
just
teach
people
how
to
search
self-serve
and
find
what
they
need.
C
Had
a
question
on
that
similar
note:
I
know
you
have
I
watched
an
interview
with
you
and
somebody
at
500
startups,
where
you
were
giving
your
thoughts
on
how
technology
plays
a
role
in
that
overall
process
and
I
was
fascinated
by
your
perspective
on
how
you
at
least
I
get
lab.
Look
at
your
stack
of
of
productivity
tools
when
it
comes
to
documentation,
making
sure
that
everyone
does
have
access
to
that
single
source
of
truth.
B
So
tools,
like
almost
anything,
can
be
used
for
good
or
evil,
and
just
saying
we're
gonna
implement
this
tool
and
it's
gonna
solve
our
load.
Issues
is
very
dangerous
because
tooling,
without
guidelines
structure
process
around
how
to
use
the
tool,
what
a
tool
is
used
for
and
what
it's
not
used
for
again,
it's
gonna
create
silos
and
fragments,
and
perhaps
how
some
people
use
it
and
how
other
people
use
it
not.
B
Chaos
related
to
that
you
don't
want
to
add
another
tool,
another
layer
of
chaos
unless
absolutely
necessary.
So
my
overarching
advices
minimize
your
tool
stack
in
fact
like
take
a
look
at
all
the
tools
you're
using
and
how
many
of
them
can
you
remove
like?
Can
we
funnel
all
communications
through
one
thing,
and
so.
B
Have
a
very
minimized
tool
stack,
we
form
we
use
slack
and
zoom
and
that's
what
all
informal
communication
is
routed
through.
That's
the
single
source,
that's
the
single
place.
You
know
the
video
or
the
text
on
informal
communication
and
I'll
explain
that
a
little
more
in
depth
and
we
use
get
lab
the
product
for
all
of
our
work.
So
even
our
non
dev
teams,
project
and
code
management,
we
all
use,
get
labs.
So
we
want
the
work
to
start.
B
Where
needs
to
end
up,
so
it's
all
in
there
and
then
we
use
gee
sweet
kind
of
some
of
those
guests.
An
example
is
in
every
meeting
we
have
has
to
have
an
agenda
doc
and
so
there's
a
Google
Doc
attached
to
that
agenda
so
that
anyone
can
search
the
calendar,
find
that
agenda
and
see
what
was
talked
about
in
that
meeting
and
it's
on
the
meeting
organizer.
B
If
anything
in
that,
it's
important
enough
that
the
entire
company
needs
to
know
they
have
to
then
contextualize
that
and
add
it
to
the
handbook
again
working
handbook
first.
So
that
way
it
doesn't
just
happen
in
a
vacuum
meeting
and
then
no
one.
If
you
wanted
the
meeting,
you
have
no
idea
it's
on
the
meeting
organizer
to
document
it.
We.
B
Actually
start
the
work
and
get
loud,
not
in
the
meeting,
don't
have
the
meeting
unless
you
absolutely
have
to
so
from
a
tooling
perspective.
Try
to
minimize
it,
but
I
will
say
if
you
noticed,
if
you
notice
that
there's
something
you
don't
have
like.
If
you
there
are
actually
some
companies
that
don't
have
a
chat
program
like
they
have
a
small
enough
team,
they
can
all
be
in
the
office.
You
know
when
they
need
each
other.
There's
maybe
like
a
group
iMessage
like
they're
like
way
behind
on
getting
that
done.
B
You're
gonna
need
a
chat
tool.
You're
gonna
need
to
implement
slack
or
teams,
but
if
you
do
that
be
very
deliberate
about
what
you're
using
it
for
get
lab,
the
reason
why
we
only
use
slack
for
informal
communication
as
we
expire
all
of
our
messages
after
90
days,
and
we
do
this
very
deliberately
so
no
work
will
start
and
happen
in
slack
because
no
one's
gonna
start
a
project
if
they
know
they
can't
search
for
it,
and
you
can't
see
the
history
you're
like
what
did
someone
say
about
this,
like
it's
going
to
forever?
It's.
B
B
It's
very
topic
based.
We
have
public
channels
for
hiking,
for
mental
health,
for
cooking,
for
fitness,
for
music,
for,
like
learning
different
languages,
we
have
a
parenting
one,
that's
incredibly
popular
right
now,
because
the
world
has
kids
at
home.
Schools
are
cancelled,
we
got
kids
everywhere,
it's
our
team
from
65,
plus
countries
are
able
to
just
have
an
open
and
honest
conversation.
It's
like
I
have
kids
at
home
this.
These
are
their
ages.
What
do
you
recommend?
Is
anybody
know
of
a
great
learning
program
on
YouTube?
B
B
A
I
find
it
so
very
interesting,
so
my
question
for
you
is
when
you
guys
are
like
looking
at,
say
your
tech
stack
and
kind
of
evaluating
which
tools
are
most
important
or
which
makes
the
cuts.
How
are
you
defining
success
or
like
what
metrics
are
you
looking
at?
That
would
determine
tool
being
successful
over
the
other
ones.
That's
a
great
question.
B
I
think
it
really
starts
with
what's
the
baseline,
that
we
can
get
away
with.
So
we
continue
to
continually
look
at
all
the
tools
we're
using
and
we
ask
ourselves:
could
we
do
what
we're
using
this
for
in
a
system
that
we're
already
using,
can
we
delete?
We
almost
have.
The
mindset
like
a
reactive
mindset,
is.
B
We
can
get
rid
of
because
the
tools
getting
better
over
time.
It's
one
of
these
things.
This
is
a
crazy
scenario,
but
what
if
slacks
video
operation
get
so
good
that
it's
better
than
zoom?
We
would
totally
consider
doing
that
because
there
is
a
built-in
video
tool
in
slack
it's
like.
Well,
we
can
that's
one
less
thing
that
people
have
to
worry
about
or
click
on,
like
what
is
use
it.
The
reason
we
use
doom
right
now
is
cuz
it
scales
from
amazingly
well
we've.
B
B
Yet
no
problem,
one-way
doors
are
to
be
avoided
whenever
you
can,
but
it
is
as
good
a
time
as
any
to
see
if
there's
any
tools
that
you
already
have
in
your
side
that
you're
not
maximizing
that
you're
not
using
and
then
document
how
you're
gonna
use
it
in
a
single
source
of
truth.
So
in
one
blanket
communication,
the
whole
company
knows
hey
we're.
Turning
on
this
feature
in
this
tool,
we've
never
used
it
before.
B
Here's
how
we
expect
you
to
use
it
and
if
you
have
feedback
on
using
it
better
or
differently,
totally
cool,
like
here's,
the
feedback
mechanism
to
see
if
we
can
make
this
better.
It's
all
about
communicating
communication
is
at
the
heart
of
making
a
remote
team
work.
If
no
one
knows
what's
going
on
nothing's
gonna
work.
Well,
if
you
provide
very
direct
channels
of
how
and
where
to
communicate
things
just
end
up
working
better.
C
That's
a
very
insightful
I
think
to
play
off
that
I
have
a
very
tactical
question
that
I'm
personally
curious
about
is
your
custom.
I
am
assuming
correct
me
if
I'm
wrong,
that
gitlab
is
a
an
inbound
sort
of
self-serve
SAS
product
so
with
that
is
your
support,
documentation,
presumably
and
github
pages,
and
is
your
internal
IT,
Help,
documentation
and
github
pages?
C
And
what
have
you
noticed
that
some
of
these
teams,
specifically
within
gate
lab,
have
done
to
accelerate
the
support
of
whether
it's
those
internal
customers
who
are
trying
to
figure
out
how
to
connect
to
the
VPN
or
it's
supporting
an
external
customer?
How
are
you
getting
the
tools
and
information
into
their
hands,
I
side
of
having
them
or
you'll
answer
the
question
whether
or
not
there
and
github
pages,
but
have
you
come
across
any
interesting,
really
tactical
things
that
those
teams
specifically
have
done
to
accelerate
support
through
their
processes?
C
B
B
Show
your
other
clients
how
you're
supporting
other
clients,
because
some
people
don't
know
what
they
don't
know
and
if
they
you
show
that
to
that,
show
it
to
them.
They're
like
oh,
yes,
this
is
how
we
want
to
be
supported,
or
they
may
see
and
say
almost
like
80%
there,
but
like
we're.
Gonna
need
to
take
this
turn
either.
B
If
they
can
see
how
each
other
are
supporting.
It's
this
non-stop
flywheel
of
great
ideas
of
making
each
other
better.
It's
like
a
continual
loop
of
iteration
and
improvements,
so
something
that's
learned
on
client,
a
the
team
serving
client
a
ends
up
supporting
and
helping
the
team
on
client
B.
That's
the
that
is
the
the
efficiency,
the
the
value
and
the
acceleration.
That
only
comes
with
that
level
of
transparency.
A
B
C
B
Setup,
a
co-located,
it's
not
you
name
it,
but
we
are
forced
to
do
it
earlier
and
much
more
deliberately
and
intentionally.
There
is
no
other
way
like
our
company
would
fail
if
we
weren't
transparent,
because
people
can't
just
wait
eight
hours
for
someone
to
wake
up.
It
needs
to
be
documented,
so
they
can
pick
it
up
immediately
from
where
they
are
and
at
least
have
something
to
go
on.
Then
we
can
make
proposals
to
make
it
better
and
better
its
can.
Go
there
enough
process,
I,
I.
B
C
B
Try
to
create
a
team
with
lots
of
redundancy
so
that
people
like
look
I
gotta,
go
I've
got
a
my
dogs
acting
crazy
like
something
taxing.
We
provide
levels
of
redundancy,
and
it's
just
so
much
easier
for
I
mean
this.
Is
someone
someone
in
Nairobi
like
I
gotta
run
outside
like
someone
in
California
is
like
cool
got
it
I
mean?
How
is
it
gonna
happen
in
office?
They
do
you
know
how
long
it
would
take
to
track
somebody
down
to
solve
that
in
office
in
a
remote
setting.
B
C
C
You
know
when
you
think
of
accelerating
support
and/or
how
that
ties
in
to
remote
and
distributed
work,
where
you
spend
your
time,
researching
or
gaining
insights
about
the
latest
tool
that
you
you
might
want
to
scrutinize
on
whether
or
not
it
should
be
in
your
stack
or
just
blogs
and
I
think
you
have
a
Guinness
Book
of
World
Record
of
vlog
right,
yes,
okay,
you
know!
Where
is
that?
Where
is
the
the
gold
information
on
how
to
accelerate
support
for
your
organization?
Yeah.
B
B
C
B
C
B
A
B
Manage
and
start
on
an
all
remote
company
and
through
those
relationships
there
are
always
canvassing
the
landscape,
doing
research
on
what
tools
are
being
used.
What
processes
are
being
implemented
that
haven't
been
implemented
before
and
so
there's
a
continual
feedback
loop
from
a
university
level,
so
pay
attention
to
university
research.
That's
that's
absolute
gold,
that's
all
they
do.
Is
research
process
tooling
and
how
it's
coming
together
to
shape
the
future
of
work.
So
that's
one
major
Avenue,
the
other
is
is
really
simple.
It's
like
hacker
news
in
product
hunt.
B
You
just
keep
an
eye
on
that
stuff,
like
tools
are
born
every
day,
and
especially
now
with
this
forced
work
from
home
phenomenon,
there's
going
to
be
a
ton
of
people
that
have
that
are
at
home
and
they're
thinking.
What
problems
are
am
I
running
into
you?
Can
I
create
a
tool
to
solve
that
and
you're
going
to
see
a
ton
of
these
pop
up
and
it's
actually
gonna
be
you're.
B
C
A
I
actually
did
have
one
more
question:
I
mean
considering
the
landscape
of
everyone
being
forced
to
work
from
home
for
the
next
little
while
I
know,
there's
some
organizations
that
are
really
hesitant
to
let
their
people
work
from
home.
I'm
just
interested
to
hear.
If
you
think
that
this
kind
of
force,
work
from
home
is
going
to
change
people's
mindset
and
maybe
cause
a
little
bit
of
a
shift
and
have
more
people
work
from
home
as
a
more
long-term
go
on
yeah.
B
I
think
the
global
understanding
and
embrace
of
remote
has
been
accelerated
by
at
least
10
years
because
of
Cogan
19.
We
have
been
instantly
catapulted
beyond
the
petty
arguments
of
is
remote
or
good
or
bad.
It
doesn't
matter
it's
here
so
now.
The
only
question
is:
are
we
going
to
lay
the
right
infrastructure
to
embrace
it,
or
are
we
gonna
put
blinders
on
and
just
hope
that
everyone
goes
back
to
the
office
in
four
months
and
we
never
actually
have
to
address
it
and
you?
This
is
the
ultimate
litmus
test
for
companies.
B
You
will
be
able
to
see
six
months
from
now,
you'll
easily
be
able
to
see
like
oh,
that
company
did
nothing.
They
did
nothing,
they
didn't
prep
their
workers
at
all
and
they've
lost
six
months
of
what
they
could
have
been
building
this
amazing
foundation
to
work
more
seamlessly,
even
if
you
intend
for
your
people
to
come
back
to
the
office
because
listen
if
you
have
an
office
in
London
and
an
office
in
Singapore
their
remote
to
each
other,
so
you
need
to
implement
these
remote
first
practices.
B
Even
if
you
just
want
your
two
offices
to
communicate
and
support
each
other
better,
even
if
you're
super
against
work
from
home,
almost
every
company,
if
you
have
people
on
different
floors,
different
you're,
already
remote
and
I-
think
this
is
the
great
awakening
to
that
reality
and
I.
Think
one
additional
step
to
that
is:
there's
gonna,
be
a
really
positive
outcome
out
of
this,
which
is
the
decoupling
of
identity
and
geography
and
work
for.
B
We
have
so
tightly
wound
our
own
personal
identity
to
where
we
work.
If
you
walk
up
to
someone
say
hey
what
do
you
do
it's
immediately
about
work
and
where
you
work,
it's
like.
Oh
really,
that's
like
all
you
are
like.
That's
your
that's
your
whole.
You
and
I
think
this
is
going
to
let
people
hit
the
pause
button
and
say
actually
I'm
more
than
that
and
you're
gonna
have
people
in
three
to
four
months.
They're
asked
to
resume
their
two
to
four
hour.
B
Round-Trip
commute
they're
gonna,
look
back
at
the
past
three
months
and
think
I
got
all
of
my
work
done.
I
saw
my
family
more
I
exercise
more
I
cook
more.
How
about
no
and
you're
gonna
have
this
sea
of
people.
They
kind
of
look
at
each
other
and
say
we're
gonna
not
do
that,
and
instead
we
may
actually
look
at
living
in
a
place.
B
More
rural,
more
quiet,
higher
quality
of
life,
better
schools
for
our
for
our
kids
and
also
we're
going
to
keep
our
job
and
we're
gonna
actually
be
better
at
it,
because
we're
now
living
and
working
in
a
place
where
our
soul
is
most
fulfilled
and
our
employer.
By
the
way
it
can
stop
paying
those
crazy
real
estate
prices
and
start
giving
that
back
in
the
form
of
dividends
or
more
people
or,
like
literally
anything
other
than
wasting
money
on
office
space.
Some
people
say
some
people
might
challenge
that,
but.
B
Think
there
will
there
will
be
a
movement
of
that
and
again
what
this
genie
can't
be
put
back
in
the
bottle.
This
won't
happen
for
every
company.
There
are
some
companies
where
hardware
or
laboratory
equipment,
high-touch
industries,
where
they're
really
struggling
like
they
desperately
need
to
get
back
to
a
building
and
I,
get
that
totally
totally
understand
that
don't
challenge
that
at
all,
but
an
industries
that
are
purely
knowledge,
work
and
purely
digital.
B
B
B
A
B
They're
gonna
think
wow
I've
been
spending
so
much
of
my
time
in
my
identity,
that's
so
locked
into
work
and
commuting
I've.
Let
community
just
completely
fall
by
the
wayside
and
in
fact
that's.
The
thing
I
feel
like
I
need
most
right
now,
and
it
took
this
pause
for
people
to
have
enough
breathing
room
enough
white
space
to
actually
think
about
that.
So.
B
C
Wow
Darren,
thank
you
so
much.
This
was
not
only
insightful
entertaining,
but
very
tactical,
so
I
think
that
the
listeners
are
going
to
really
enjoy
it
again.
Thank
you.
So
much
Darren
is
there
any
anywhere
that
you
want
us
to
point
any
attention
towards
anything.
You
want
to
the
listeners
to
check
out
yeah.