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From YouTube: Distributed Valley Fall 2020: Jennifer Christie
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A
A
B
Sure
it's
great
to
be
here
thanks
for
thanks
for
having
me
again
yeah,
you
know
if
we
zoom
out
a
little
bit
and
go
back
to
2018,
we
were
just
embarking
on
a
new,
both
workplace
and
workforce
strategy,
and
we
called
it
global
blueprint
and
obviously
we
were
not
preparing
for
a
global
pandemic.
B
None
of
us
knew
that
was
around
the
corner,
but
there
were
some
things
that
were
driving
us
towards
this
new
this
new
strategy,
and
let
me
I'll
outline
a
few
of
those
one
is
me,
you
may
not
know
this,
but
over
80
percent
of
the
people
on
our
service
are
actually
outside
the
united
states
and
our
purpose
is
to
serve
the
public
conversation
and
we
took
a
step
back
and
said
you
know
we
really
want
to
make
sure
that
our
company
reflects
our
service
and
right
now,
the
the
predominance
you
know
of
our
our
workforce
is
in
the
u.s,
and
particularly
most
of
the
people
who
are
building
our
service
are
in
the
u.s
and
we
said
you
know:
does
that
make
sense?
B
B
Another
aspect
of
it
was,
as
you
know
well
know,
competition
for
talent
is
fierce
in
tech,
and
we
found
ourselves
in
a
situation
where
we
were
really
just
focused
on
kind
of
san
francisco
and
the
bay
area
for
tech,
and
we
knew
that
there
was
a
growing
number
and
and
different
talent
pools
out
there
outside
of
that
area
that
were
rich
with
tech
talent,
but
we
weren't
tapping
into
them,
because
we
were
really
only
targeting
people
who
either
were
in
the
bay
area
or
wanted
to
remo
to
relocate
to
the
bay
area
which
limits
the
the
pool
and
then
finally,
we
had
our
own
tweeps
coming
to
us.
B
We
call
our
people
tweets.
We
had
our
own
tweets
coming
to
us
saying
that
they
wanted
more
flexibility.
They
they
didn't
want
to
leave
twitter,
but
they
wanted
to
live
somewhere
else
or
they
didn't
want
to
leave
twitter,
but
they
wanted
to
work
remotely
and
were
we
okay
with
that?
And
so
all
of
these
things
kind
of
came
together
a
couple
of
years
ago,
and
we
took
a
step
back
and
said:
we
need
to
have
a
different
strategy,
we're
not
prepared
for
the
future.
We
are
not
inclusive
of
remote
workers.
B
Companies
like
yours,
darren
were
starting
full-time,
remote
and
and
more
and
more
companies
were
coming
online
like
that,
and
so
we
just
said:
we've
got
to
start
preparing
our
company
for
the
future,
and
we've
got
to
start
right,
positioning
our
organization
from
a
talent
and
workforce
perspective
and
location
perspective
to
to
make
the
best
product
and
and
serve
the
public
conversation
the
best
we
could
so
that's
kind
of
the
road
we
were
on,
which
really
did
include
remote
working
as
a
core
feature
of
that.
B
So
as
we
headed
into
kovid,
we
definitely
over,
and
I
could
talk
about
if
you
want
to
some
of
the
things
we
did
to
prepare
but
sure
we
were
marching
along
that
path
and
so
when
covet
hit,
we
really
it
just
accelerated
us
down
a
path.
We
were
on.
A
So
a
lot
of
this
is
leaders
like
you
and
and
get
lab
being
the
pioneer
being
the
beacon
for
what
a
remote
company
can
look
like
if
you
actually
put
a
lot
of
intentionality
around
that
and
we'll
touch
on
that.
But
speaking
of
challenges,
I
I
do
want
to
ask
what
the
biggest
challenge
has
been
or
challenges
that
you've
seen
whether
that's
feedback
from
surveys,
whether
that's
something
that's
still
ongoing,
whether
that's
still
up
in
the
air.
B
Right
yeah,
so
a
number
of
challenges.
One
was
just
that
while
we
had
been
laying
the
foundations
and
starting
to
build
that
capability
to
to
work
remotely
and
be
more
inclusive
of
remote
workers,
we
certainly
hadn't
contemplated
sending
everyone
home
all
at
once,
and
so
we
rapidly
had
to
start
changing
and
how
we
worked,
not
just
where
we
were
working
but
how
we
worked
and
working
more
asynchronously.
B
You
know
what
we
found
when
we
first
made.
This
shift
is
that
a
lot
of
people
were
trying
to
recreate
an
office
environment
in
a
remote
situation,
so
everything
was
was
live
and
in
person
which
was
everything
was
on
a
video,
so
whether
it
was
social
interaction,
whether
it
was
more
informal
updating
or
whether
it
was
actual
meetings.
Everything
was
online
and
people
were
just
really
burning
out
because
they
weren't
they
weren't
adjusting
how
they
worked
to
this
this
new
normal.
B
So
that
was
definitely
something
we
leaned
in
on
what
we've
talked
a
lot
about
and
is
around
the
difficulty
that
parents
have
had
in
this
environment
because,
as
you
and
I
have
discussed
it's
not
a
normal
environment,
it's
not
a
normal,
remote
working
environment
right.
You
know,
children
are
learning
at
home,
while
parents
are
trying
to
get
their
work
done
at
home
too.
So
we
really
had
to
lean
in
and
provide
that
support
and
flexibility
to
parents.
B
That
was
another
big
thing,
and
then
I
would,
I
would
say,
just
just
making
sure
the
the
mental
health
and
wellness
of
our
employees
stayed
strong,
because
it's
not
just
about
remote
working.
A
So
so
important-
and
I
think
it
keys
in
on
another
important
element
of
this-
and
that's
the
difference
between
allowing
something
and
supporting
something,
a
lot
of
companies.
They
may
have
felt
forced
by
all
of
these
external
stressors
to
allow
remote
work-
maybe
begrudgingly,
maybe
they're
not
really
into
it,
but
they
feel,
like
they
kind
of
have
to
there's
peer
pressure
in
the
industry.
There's
a
big
difference
between
allowing
remote
work
and
supporting
remote
work
and
thinking
through
all
of
the
elements
that
go
into
each
individual,
potentially
being
in
a
different
seat
every
day.
A
And
policies
look
like
when
you're
trying
to
ensure
that
everyone
feels
like
they
belong
and
they're
included.
So
I'm
curious
when,
when
offices
start
opening
back
up,
what
does
that
look
like
for
twitter?
What
does
it
look
like
on
the
other
side?
What
does
belonging
and
support?
Look
like
for
companies
that
are
trying
to
figure
out?
How
do
we
define
remote
work,
support,
mm-hmm.
B
A
B
I
think,
because
this
has
been
so
global-
it's
hit
every
industry,
it's
hit
every
country.
This
you've
seen
companies
that
never
would
have
talked
about
allowing
or
work
open
up
to
it
because
they
had
to
it
was
it
was
forced
on
them,
and
this
isn't
something
that
has
just
taken
place
for
a
week
or
two
or
even
a
month
or
two
right.
This
is
this
is
enduring,
and
it's
enduring
long
enough
for
people
to
change,
behaviors
and
expectations
and
people
are
starting
to
work
in
different
ways.
B
People
are
starting
to
adapt
and
I
will
say
that
coming
out
of
this
companies
that
think
that
this
is
still
an
allow
type
of
thing
I
think,
are
going
to
be
missing
the
boat
on
a
lot
of
talent,
because
I
think
it's
going
to
be
something
that's
an
expectation
that
it's
allowed
and
it
really
comes
more
to
the
experience
that
you
provide.
That's
going
to
be
the
differentiator
in
terms
of
what
companies
are
doing
it
well,
and
that
goes
back
to
the
the
meat
of
your
question.
You
know:
how
are
we
thinking
about
that?
B
Going
back
in
we've
done
a
lot
of
surveys
with
our
employees
and
we
definitely
have
seen
a
huge
shift
in
mindsets
and
preferences
even
from
that
from
april,
which
is
about
a
month
in
to
our
fully
remote
work
to
july,
and
we're
just
we're
just
launching
a
new
survey
now
and
you've
seen
this
steady
shift.
Managers
are
more
comfortable
with,
with
with
having
distributed
teams
and
having
their
employees,
you
know
be
in
different
locations
and
our
tweefs
are
starting
to
really
think
like
hey.
This
is
something
I
want
to
do
long
term,
even
past
covid.
B
This
is
some.
This
is
the
flexibility
that
I
want
so
we've
seen,
the
number
of
people
indicate
that
they
want
to
be
full-time
remote
go
up
in
in
you
know
three
three
four
times
what
it
was
before:
we've
the
largest
number
of
preference
right
now.
The
largest
percentage
of
our
employees,
though,
prefer
a
hybrid
as
we
come
back
in,
which
is
they
want
to
split
their
time
like
three
days
a
week
at
home,
a
couple
times
in
the
office,
and
I
think
it'll
continue
to
shift,
but
I
think
it'll
stabilize
at
some
point.
B
That's
probably
still
going
to
be
our
biggest
bucket.
If
you
will
people
who
are
going
to
be
splitting
their
time,
which
is
frankly
trickier
than
now
in
some
ways,
because
it's
going
to
be
right
now,
we've
got
this
complete
level
playing
field,
shared
experience,
and
so
what
we're
thinking
about
now
is
how
do
we
make
sure
that
we
keep
this
level
playing
field
like
keep
the
best
of
what
is
been
going
on
over
the
course
of
this
this
year?
B
Like
what
do
we
really
like
about
this
shared
experience
that
we
have
and
the
flexibility
that
we
all
have,
and
what
do
we
miss
about
the
in-person
interactions?
And
how
can
we
architect
those
going
back
in
to
make
sure
that
we
still
have
some
of
those
in-person
interactions
at
the
right
milestones
at
the
right
time,
and
then
we
are
making
sure
that
people
feel
like
they
really
have
a
choice:
it's
not
the
haves
and
the
have-nots.
B
We
have
a
true
level
playing
field,
and
so
we're
just
thinking
about
what
we
dis-incentivize
about
how
why
people
go
into
an
office.
You
know
you
don't
have
to
go
to
an
office
to
make
sure
you
get
exposure
to
leaders,
you
don't
have
to
be
in
an
office
to
have
the
career
progression.
You
don't
have
to
be
in
a
specific
office
for
what
you
want
to
do
with
your
career.
What
projects
you
work
on,
and
so
we
really
want
to
create
that
level
playing
field.
B
So
people
aren't
making
choices
about
where
they
work,
because
of
that
they're
making
choices
about
where
they
work,
because
where
are
they
most
productive?
Where
do
they
want
to
be
what
communities
they
want
to
live
in?
That's
the
optionality
we
want
to
provide
and
where
they
work
is
just
a
matter
of
choosing
their
productivity
and
and
having
those
options.
A
A
It
cannot
have
any
gravitational
pull
towards
praise
or
promotion
if
you
start
making
your
decisions
based
on
that,
you
end
up
with
a
fractured
workforce
that
will
compromise
some
of
the
perks
of
remote
for
some
of
the
assumed
benefits
of
a
need
to
be
in
the
office,
and
I
do
hope
most
companies
will
listen
to
this,
because
it's
something
you
have
to
be
intentional
about,
especially
if
you've
been
a
co-located
company.
People
have
been
conditioned
that
face
time,
matters
office,
time
matters
and
they
actually
have
a
history
to
prove
that
that
is
indeed
the
case.
A
Sea
change
and
companies
will
have
to
make
deliberate
choices
to
your
point,
to
disincentivize
that
I
like
to
say
that
a
workspace
and
an
office
has
to
be
on
equal
footing
as
an
airplane
seat
or
a
hotel
conference
room
or
a
wework
or
a
spare
bedroom
or
a
closet.
It's
just
another
seat.
It's
just
another
place
to
go
work
remotely.
B
Sure
you
know
before
covid
we'd
heard
a
lot
of
people
talk
about
the
fourth
industrial
revolution,
right
thinking
about
ai
and
robotics,
and
nanotechnology
and
smart
tech,
just
really
transforming
how
we
worked
and
transforming
industries,
and
I
don't
discount
that
I
think
that
those
things
have
really
radically
changed
and
will
continue
to
radically
change
industries
and
how
we
work.
But
this
whole
experiment
and
what
I
just
mentioned
before
about
it
being
so
broad
all
industries-
all
geographies
have
have
experience
experienced
this
together
so
coming
out
of
it.
B
Not
only
is
there
going
to
be
much
more
of
a
demand
for
the
flexibility
and
the
option
to
work
remotely
across
industry
across
places,
I
think
it
has
had
some
other
effects
so
around
where
people
are
working.
You've
seen
people
leaving
cities
in
some
situations
for
more
space
for
to
be
feel
safer,
and
I
think
you
know
we'll
see
some
of
those.
Some
of
the
changes
continue
to
shift
and
I
do
think
that'll
have
an
impact
on
this
kind
of
headquarters,
mentality
and
companies.
B
That
kind
of
insist
when
you
join
our
company,
you
have
to
be
in
this
particular
location.
So
I
think
it's
a
it's
related,
but
not
not
exactly
the
same
as
kind
of
this
uprise
and
remote
work
and
the
other
piece.
I
think
that
is
a
real
opportunity
for
everyone
is
that
people
rely
less
on
travel
to
make
connections.
B
I
know
at
twitter
we
had
a
lot
of
our
teams
that
were
road
warriors.
You
know
they
if
they
had
a
global
team.
They
were
on
the
road
all
the
time,
because
those
real
connections
were
when
they
were
in
that
particular
office
in
that
location,
and
they
just
did
the
rounds
yeah
they're.
Finding
now
that
there
are
different
ways
of
working,
they
can
make
those
connections
if
they're
a
little
more
flexible
about
time
zones.
B
They
can
make
those
connections
and
work
effectively
if
they
lean
into
asynchronous
work
and
learn
how
to
work
differently,
and
so
we
don't
want
to
lose
the.
What
that
that
unlocks
for
us
around
global
teams
and
being
able
to
really
work
effectively
and
that's
not
to
say
you
won't
still
travel,
but
maybe
you
don't
have
to
do
it
every
quarter.
Maybe
it's
more
strategic
travel
and,
and
maybe
it's
a
way
to
find
a
little
more
balance.
B
I
just
think
obviously
increasing
demand
and
expectations
about
remote
work
and
the
experience
you
have
working
remotely
is
is
gonna.
It
has
already
radically
changed
and
will
continue
to
do
so,
as
well
as
just
where
people
are
working
and
how
they
work
and
and
and
engage
in
global
teams.
I
just
think
it's.
I
think
it's
in
many
ways
the
silver
lining,
because
I
think
it's
going
to
be
transformative.
A
Completely
agree,
I
think
the
second
and
third
order
effects
of
this
transition
will
far
outweigh
any
of
the
negatives
in
the
tough
period
that
we're
in
right
now,
and
I
also
want
to
double
click
on
an
element
you
shared
there
about
travel.
I
joined
the
skipped
global
forum
a
few
weeks
ago,
which
is
a
travel
conference.
What
does
that
have
to
do
with
remote
work?
But
the
question
is:
what
will
business
travel
look
like
and
will
we
ever
travel
again?
A
I've
had
a
lot
of
people
leaders
reach
out
to
me
and
ask:
how
do
you
onboard
people
when
no
one
in
our
company
will
ever
see
anyone
in
person
again
and
I'm
thinking?
Oh,
no,
that's
not
the
solve.
We
will
see
each
other
again,
but
it
gives
you
an
opportunity
to
strategically
deploy
travel
as
a
way
to
build
culture
and
to
create
interesting
collaborative
environments
that
you
may
not
have
embraced
before,
or
maybe
people
were
too
burned
out
on
the
road
warrior
lifestyle
to
actually
embrace
that.
A
So
I
see
it
as
an
opportunity
having
smaller
sub
teams
being
able
to
pull
themselves
and
pick
a
point
on
the
map
that
they
do
a
little
bit
of
team
bonding
a
little
bit
of
strategy
building.
That's
something
that
probably
wouldn't
have
been
in
the
budget
in
past
years,
but
if
you're
unwinding
a
bit
of
office
space
and
everyone
is
predominantly
working
remotely,
perhaps
it's
more
feasible.
So
I
want
to
switch
gears
a
bit,
I'm
going
to
say
a
phrase,
and
then
I
just
want
you
to
respond
to
it.
A
B
Yes,
crisis.
Injuries
from
at
work
is
not
actually
work,
and
I
think
that's
a
really
important
point
and
something
that
terrifies
me
actually
just
for
the
people
who
are
only
experiencing
remote
work
during
this
period
of
time.
You
know,
especially
with
some
of
the
as
as
we
before,
covered
right
before
covid.
You
know,
we've
been
a
two
two
years
at
our
global
blueprint
strategy.
We
still
had
managers
that,
like
I
said,
were
resistant.
B
I
knew
this
wasn't
what
I
wanted
right,
because
it's
you
know
it's
that
so
we've
done
a
lot
of
work
to
explain,
listen
in
a
in
a
real
kind
of
environment,
post
covid,
you
will
have
outlets
that
you
don't
have
right
now
to
go,
see
friends
and
some
other
things
that
that
would
have
given
you
some
relief
from
sitting
at
your
desk
or
being
being
at
home,
and
you
know
the
the
school
situation
for
parents
is
something
that
is
obviously
unique
and
not
kind
of
a
normal
remote
work
situation.
B
So
I
I
do
hope
that
people
give
it
a
chance.
We
have
seen
the
initial
resistance
to
it
and
the
initial
like
this
is
really
hard
start
to
open
up,
as
people
start
to
get
better
at
it,
and
that
was
also
a
little
bit
of
of
the
thing
that
people
had
who
hadn't
leaned
into
the
resources
and
things
that
we
were
trying
to
push
before.
Who
just
have
had
to
do.
It
have
started
to
open
up
over
time,
which
I
think
why
we've
seen
those
preferences
start
to
move.
B
A
I
do
agree
with
that
when
you
put
someone
in
a
situation
that
they
think
they
can
just
trudge
through,
you
may
sort
of
ignore
actually
embracing
what
it
takes
to
get
through
it
and
not
just
get
through
it,
but
to
thrive.
A
I
like
to
tell
people
that
I've
worked
from
home
for
the
past
seven
months,
but
I
actually
haven't
worked
remotely
at
all
for
the
past
seven
months.
I
can't
just
easily
get
on
a
plane
and
go
travel
somewhere,
although
the
local
coffee
shops
have
different
capacity
restrictions.
Now,
it's
less
easy
to
just
go
grab
dinner
with
a
friend
after
work.
Everything
just
feels
a
bit
different
and
you're.
A
Those
that
this
is
their
baseline
for
remote
work.
This
is
their
first
experience
with
long-term
remote
work.
Please
don't
conflate
that
with
actual
remote
work,
there's
a
reason
that
the
remoters
who
have
been
championing
this
for
years
have
done
so.
The
bottom
line
is
when
you're
in
forced
quarantine.
A
Commuter's
great,
don't
get
me
wrong,
but
there's
a
lot
of
other
stuff
on
the
other
side
of
it,
and
I
he
prays
on
twitter
for
living
this
out
in
public
and
helping
to
to
build
a
road
map
for
other
companies
that
are
scrambling
and
looking
for
ways
to
not
just
survive
this,
but
to
to
thrive
to
it.
Yeah.
B
I'm
just
going
to
add
something
to
that:
yeah
go
for
it,
one
of
the
things
that
we're
also
to
to
kind
of
push
that
mindset
that
you've
been
talking
about
in
this.
In
terms
of
like
embracing
remote
work
and-
and
you
know,
thinking
about
what
it
really
could
open
up
we're
actually
looking
at
how
we
change
the
language
of
how
we
talk
about
this.
B
You
know
remote
implies
that
you're
far
away
from
something
else-
and
you
know
we're
trying
to
debunk
this
kind
of
headquarters,
mentality
and
that
everyone
has
to
kind
of
be
tethered
to
something
other
than
their
home
in
order
to
be
successful
or
whatever
it
is,
and
you
know
so
we're
we're
exploring
that
now
how
we
can
talk
about
this
in
a
way
that
does
create
that
level
playing
field
that
it's
not
you're
in
the
right
space
or
you're,
remote
away
from
it.
B
A
B
A
B
A
If
you
were
in
your
home
very
important
point,
I
do
think
that
there's
the
industry
as
a
whole
could
stand
to
rally
around
that
and
make
sure
the
words
that
we're
saying
I
mean
we've
put
a
lot
of
effort
into
using
inclusive
terms
and
pronouns
and
how
we
reference
people.
B
A
Very
personal
for
people
and
it
matters
now
more
than
ever.
Exactly
so
look
a
lot
of
people
have
talked
about
remote
in
the
framework
of
productivity.
Some
of
the
early
questions
were:
will
productivity
go
up
or
down
if
we
just
thrust
everyone
out
into
their
homes?
And
shockingly
a
lot
of
reports
said
productivity
was
up
and
now
recent
reports
have
said
productivity
may
be
waning
a
bit
because
after
six
months
of
ongoing
pandemic,
we're
you're
still
probably
hunched
over
a
kitchen
counter
shocker.
A
Maybe
it's
not
the
best
place
to
work,
but
I
digress,
but
what's
what's
the
potential
here
for
the
impact
across
diversity,
inclusion
and
dispersed
geographic
opportunity
going
forward
this?
This
goes
well
beyond
productivity.
I
mean
you-
and
I
have
talked
about
this.
The
heart
of
remote
is
flexibility.
Inclusivity
dispersed
opportunity.
Where
do
you
see
that
going
at
twitter
and
the
industry
at
large.
B
Yeah,
you
know
so,
if
you,
if
you
go
back,
it
was
actually
not
that
we
don't
want
to
be
productive
at
twitter,
but
our
biggest
driver
for
our
global
blueprint
strategy
was
around
talent
and
being
able
to
tap
into
broader
talent,
pools
and
a
lot
of
that
focused
on
diversity,
because
you
know
we
were.
B
We
were
very
targeted
at
very
limited
talent,
pools
from
a
geographic
standpoint,
and
we
knew
there
was
a
lot
more
talent
out
there
that
we
weren't
accessing
and
so
part
of
part
of
our
strategy
is
yes
being
able
to
fill
roles
faster,
because
we
have
more
talent
pools
to
choose
from,
but
being
able
to
build
a
more
diverse
and
global
workforce
by
opening
up
where
people
could
work,
and
so
that
was
the
core
very
much
quarter.
Our
strategy
still
is
and
we're
finding
that
it
creates
a
much
more
inclusive
environment.
B
B
Part
of
our
decentralization
strategy
was
truly
decentralizing
leadership
because,
as
you
know,
you
can
say
all
you
want
to
about.
Oh,
you
don't
have
to
come
to
headquarters
for
x,
y
or
z,
but
if
that's
where
all
the
leaders
are
and
that's
where
all
the
meetings
and
decisions
are
taking
place,
that's
where
people
will
gravitate-
and
we
did
some
studies
when
we
first
launched
this
about
travel
to
san
francisco,
and
it
was
amazing
you
could
see
it
like.
We
talked
about
twitter
being
a
flock.
B
People
were
flocking
to
san
francisco
and
the
reasoning
was
about
like
I've
got
to
do
my
tour
around
make
sure
people
see
me,
and
we
didn't
want
that.
So
you
know
I'm
now
in
in
washington
dc,
I'm
living
the
decentralization
dream
myself
we're
trying
to
make
sure
that
leaders
are
going
in
different
places,
and
it
also
has
an
added
benefit
of
expanding
career
opportunities
for
people,
because
people
aren't
just
limited
to
higher
up
level
roles
if
they
want
to
move
to
certain
locations.
A
A
A
Are
going
to
tend
to
be
made
in
a
vacuum,
you're
going
to
be
less
thoughtful
and
mindful
about
time
zones,
because
all
of
your
leadership
happens
to
be
in
one
time
zone
so
kind
of
tongue-in-cheek
here,
but
look
if
you've
got
a
few
executives
on
your
team
that
have
been
dreaming
of
living,
zanzibar
or
lake
como
or
anywhere
in
the
world.
Let
them
embrace
that.
A
Stand
to
spread
our
executive
teams
further,
if
that
is
what,
if
that
is
the
model
that
we
want,
our
other
the
rest
of
our
team
and
the
rest
of
our
company
to
look
like
so
I've
got
one
more
question.
I
want
to
tee
up
for
you,
but
first
I
want
to
see
the
floor
to
you
anything
you
want
to
add
or
tell
people
to
check
out
or
how
to
follow
twitter's
journey.
B
Yeah,
you
know
I'm
I
blog
about
it
occasionally,
and
you
know
more
and
more
we're
doing
that,
and
you
know
we're
we're
also
looking
at
creating
kind
of
an
open
source,
playbook
of
kind
of
things
that
we've
learned
and
and
the
way
you
know
the
way,
we're
going
around
our
location
strategy
and
some
of
the
how
we
level
the
playing
field
going
forward,
because
we
do
think
it's
something
that
we
can
all
learn
together
on.
I've
certainly
learned
a
lot
from
you
and
from
all
the
work
that
that
that
you've
done.
A
Much
appreciated
I
found
that
the
remote
community
is
a
loving
one
and
one
that
loves
to
share
information.
So
let's
keep
sharing
we're
making
this
a
brighter
future
together.
So
last
question
for
the
day,
and
thank
you
very
much
for
doing
this.
What's
the
first
place
that
you
plan
on
traveling
to
or
working
from,
what's
for
on
the
other
side
of
this
and
we're
back
to
a
traveling
future.
B
Yeah,
so
my
answer
is
going
to
sound,
like
everything
I
just
said
is
out
the
door,
but
it's
not.
B
Let
me
explain
so
it
probably
would
be
san
francisco
and
I'll
explain
why
we
decided
to
move
back
to
dc
or
to
move
to
dc
as
part
of
this
or
her
own
personal
reasons,
but
I
felt
I
could
do
that
because
of
the
flexibility
that
twitter
offers
and
what
we
just
talked
about
about
dispersing
leadership,
but
that
that
train
had
started
moving
towards
the
end
of
last
year,
and
so
we
had
already
started
making
the
move
here.
B
We
were
right
in
the
middle
of
it
when
kovid
really
landed
on
us
and
we
made
the
decision
to
send
everybody
home
and
close
our
offices,
and
so
I
never
got
closure
for
being
in
san
francisco.
I
was
there
almost
three
years.
I
literally
was
midway,
but
you
know
I
the
last
time
I
walked
out
of
that
office.
I
didn't
know
it
was
gonna,
be
the
last
time
I
walked
out
that
office
for
about
a
year
and
when
I
moved
out
all
the
restaurants
were
closed.
Everything
was
shut
down,
so
I
I
need
closure.