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From YouTube: 24 minutes of AMER Senior Support Managers talking about new initiatives that you don't wanna miss!
Description
UNCUT VERSION. WE SAID WE WERE GONNA EDIT SOME STUFF OUT BUT WE DIDN'T JUST FOR YOU!!! See behind the curtain!
Slide deck here for people who want to read along and click links: https://docs.google.com/presentation/d/1FwYrv3XbFP3ky55f92LT3W4hfUpGHkX7GiUORM4LyUQ/edit#slide=id.gc34cacb08d_0_0
GitLab Epic: https://gitlab.com/groups/gitlab-com/support/-/epics/130
A
A
Yes
and
we're
very
excited
today
to
talk
about
an
initiative
and
objectives
that
we're
looking
forward
to
rolling
out
in
amer
and
we're
sharing
this
so
that
all
of
amer
engineers
can
hear
this
as
well
as
global
engineers
and
to
hear
about
what
we're
working
on
how
you
might
be
impacted
and
what
we're
not
working
on
right
now.
So
diving
in
to
this
deck,
we're
going
to
spend
some
time
together.
Lyle
and
myself
talking
you
through
these
ideas
and
you
should
have
a
better
picture
of
what
we
are
working
on.
A
And
one
of
the
roots
of
what
we've
done
here
today
is
that
we
realized
that
a
mayor
has
been
operating
a
little
bit
disjointed
and
that
was
at
lyle
and
myself's
hand.
We
weren't
particularly
pulling
the
team,
together
into
one
regional
initiative
that
we
were
driving
towards
and
we
spent
some
time.
We've
been
working
with
aipac
and
understanding
some
challenges
from
emea,
and
we
think
that
this
is
the
way
forward
to
help
drive
that
initiative
and
to
make
that
happen.
A
B
We'll
talk
about
each
of
these
in
depth
a
little
bit
later,
our
manager
outcomes,
the
biggest
one,
is
really
managers
being
more
connected
and
having
direct
experience
with
support,
engineer,
workflows,
we
really
want
to
see
our
our
managers
have
a
really
solid
understanding
of
the
types
of
problems
that
our
customers
are
facing
and
in
turn
our
support.
Engineers
are
facing,
as
they
prioritize
things.
B
So
this
this
is
really
the
meat
of
the
this
epic.
The
two
other
things
we
really
want
to
see,
though,
are
frt
performance.
Consistency
increasing
so
right
now,
there's
a
fair
bit
of
variance.
Some
weeks
are
below
95.
Some
weeks
are
at
or
above
we'd
like
to
shrink
that,
and
then
we
want
to
make
sure
that
amer
preferred
region
tickets
are
consistently
assigned
to
emir
engineers.
Sometimes
they
get
caught
up
into
other
regions
and
that
just
delays
resolution
as
an
apec
engineer,
is
trying
to
work
through
a
ticket.
B
So
we
realize
that
there
may
be
other
things
going
on,
and
so
there
may
be
some
things
that
get
de-prioritized
as
a
result
of
getting
these
outcomes
so
yeah
in
anything,
communicate
with
your
manager.
We
want
to
make
sure
that
we're
setting
balls
down
not
dropping
them,
but
this
isn't
going
to
be
a
focus
for.
B
Them
so
in
all
of
that,
there
are
things
that
we're
not
trying
to
address
yet
that's
out
of
scope
for
this
evidence,
so
we
know
that
all
regions
and
high
priority
tickets
are
a
challenge.
We
don't
have
a
solution
for
that
and
we're
not
trying
to
solve
that
in
this
epic.
It
is
important,
but
not
yet
nrt
response
time
in
hours,
isn't
something
that
we're
focusing
on
at
this
point
and
our
t's
are
important.
B
Most
tickets
are
assigned
at
this
point
and
there
may
be
a
reasonable
iteration
in
this,
but
we're
not
focusing
on
that
in
this
epic
areas
of
focus.
That
is
something
that's
being
focused
on
now,
there's
a
separate
work
group:
that's
not
within
the
scope
of
this
epic,
the
number
of
tickets
assigned
to
each
engineer,
not
something
that
we're
trying
to
address
yet
and
the
actual,
how
of
crews
performing
their
work.
We
expect
that
there'll
be
some
variations
day-to-day
and
that's.
B
A
Yes,
I
will
lyell
thank
you
and
thanks
for
that.
I
think
it's
really
important
when
lyle
and
I
were
working
to
put
together
this
deck
after
we
talked
with
managers
to
make
sure
everybody
was
aligned,
and
we
understood
the
challenge
that
we're
trying
to
solve
around
re-prioritizing
around
frt
that
we
wanted
to
focus
on
what
we
weren't
working
on.
That
out
of
scope
is
key,
so
keep
that
in
mind
as
we
go
forward,
but
we
start
out
here
by
thinking
about
meaningful
first
supplies
over
next
replies,
and
I
want
to
take
a
quick
history
lesson.
A
When
I
joined
the
support
team,
we
weren't
particularly
measuring
anything
meaningful,
and
I
started
to
build
us
up
with
some
strategies
on
how
we
could
keep
things
moving
and
flowing.
We
knew
that
slas
were
important
and
for
me,
as
I
was
designing,
that
workflow
nrt
was
important.
If
you
think
of
tickets
flowing,
it
helps
keep
tickets
moving
right.
The
the
system
doesn't
particularly
clog
up
and
when
it
does,
you
have
a
way
to
kind
of
move
forward
as
we've
scaled
and
as
we
have
more
team
members
to
move
things,
this
isn't
serving
us.
A
So
that's
that's
a
big
shift
and
a
big
change
for
our
team,
and
we
want
to
emphasize
that
because
we
want
to
make
sure
that
people
aren't
trying
to
do
all
three
frt
nrt
assignment
strong
ticket
management,
those
kind
of
things
we
want
people
to
focus
on
frt
and
then
making
sure
that
tickets
get
assigned
and
move
forward
that
way,
we'll
de-prioritize
nrt
in
the
short
term.
So
as
we
go
through.
I
want
to
also
highlight
this
idea
around
our
slo
for
nrt.
The
percent
breached
should
stay
the
same
because
each
ticket
would
breach.
A
However,
many
times
once
right
and
that
number
of
tickets
should
stay
roughly.
The
same
is
what
we
expect,
but
the
actual
time
breached
could
go
way
up
could
go
and
that's
what
we
are
aware
of
and
we're
okay
with
that
and
if
both
of
these
numbers
go
way
up,
we're.
Okay
with
that
in
the
short
term,
as
we
begin
to
understand
how
we're
going
to
evolve
our
strategy
to
make
sure
frt
stays
strong
and
we
replace
nrt
with
better
metrics
that
enable
our
team
to
help
solve
tickets
more
effectively.
A
So
as
we
continue
through
this
deck,
we
wanted
to
reiterate
why
frt
over
nrt
and
like
I
said
this,
has
been
a
historical
artifact
that
we
now
need
to
get
out
of
our
system
so
that
we
could
start
to
evolve
where
frt
is
an
sla.
Officially
and
nrt
is
an
sla
in
zendesk,
but
technically
an
slo
right
and
that's
something
that
we
want
to
really
hone
in
on
and
hone
in
on
to
say:
we're
not
in
amer
we're
not
focusing
on
nrt
as
we
roll
this
out
and
that's
the
big
adjustment
for
support
engineers.
A
A
B
A
B
All
right,
so,
the
issue
is:
when
engineers
work
on
tickets
outside
of
their
region,
then
they
get
locked
up
in
those
regions
and
resolution
gets
slowed
because
a
mayor
has
the
largest
number
of
tickets.
We
think
that
having
amer
engineers
focus
on
taking
assignment
of
those
tickets
will
speed
resolution
and
give
the
rest
of
the
world's
regions
like
the
ability
to
focus
on
their
regional
tickets
and
speeding
overall
resolution
time
and
customer
experience
around
the
globe.
B
A
Yes,
I
think
so
I
think
so,
and
I
want
to
echo
team.
This
is
a
global
presentation
focused
on
what
a
mayor
is
doing
and
what
amer
engineers
are
doing.
So,
if
you're
outside
of
a
mayor,
do
whatever
your
region
normally
does
right
if
you're
inside
of
a
mayor,
this
is
the
change
we're
trying
to
make
and
we
think
with
just
a
mayor
making
this
change.
B
So
I
can
see
a
question
forming
like
isn't
the
siloing
like
amer
only
doing
a
mere
stuff?
Siloing
is
not
it's
not
a
very
well
understood
word.
We
use
it
in
a
lot
of
different
ways,
but
our
intent
is
just
anything
that
comes
into
a
mirror
doesn't
overflow
into
other
regions.
We
want
to
pass
along
clean,
actionable
queues
where
tickets
aren't
languishing
in
those
intra
inter-region
zones,
and
so
what?
If
amer,
can't
handle
all
vmware
tickets?
B
A
I
agree
lyle,
and,
and
so
now,
as
we
laid
this
out,
we
wanted
to
start
with
the
impacts
to
amer
engineers.
First,
so
as
an
ameri
engineer,
that
was
the
section
that
impacts
most
of
your
workflow
day-to-day
and
now
we
transition
to
thinking
about
manager
impact,
and
this
is
really
valuable
because
engineers
we
want
the
key
component
of
this
to
be
managers
getting
more
connected
and
more
direct
experience
with
support,
engineer,
workflows.
A
So
all
of
the
stuff
we
just
talked
about
now,
managers
are
going
to
be
involved
and
help
see
right
and
and
that's
very
exciting.
So
as
lyle
and
I
we're
talking
about
this,
I
came.
I
came
up
with
this
idea
that
we
need
to
define
this
more
clearly.
So
I
made
this,
mr
that
I
call
the
helping
hierarchy,
which
is,
which
is
something
we
do,
but
it's
not
said
as
succinctly
as
this
anywhere
else,
and
so
I
wanted
to
make
sure
that
we
captured
it
and
I'll
reiterate
it
now
support
engineers.
A
Now,
managers
need
to
be
focused
on
solving
support,
engineer
problems,
right,
difficult
customers
or
challenging
tickets
or
growth
opportunities
or
queue
problems
or
understanding
how
to
balance
workload
right
all
of
those
things.
We
want
managers
to
be
more
involved
in
going
forward
and
then
senior
managers
will
focus
on
scaling
and
making
sure
that
we're
hitting
kpis
and
understanding
initiatives
that
need
to
happen
in
larger
scopes.
A
A
So
as
we
go
forward,
there's
also
this
talk,
and
I
wrote
this
one
up
as
well,
where
frt
performance
consistency
increases.
Our
hope
is
that,
as
we
go
forward,
we
can
reduce
the
variance
here
and
be
more
just
flat,
95
or
plus
95
right
with
a
little
buffer.
If
we
get
there,
if
this
helps
us
get
there,
we
hope
that
that
will
reduce
some
stress
that
we
find
an
efficient
way
to
do
that
and
reduce
some
stress,
which
would
be
amazing.
If
we
can't,
then
we
have
to
evolve.
A
B
This
last
one
it
feels
like
it
could
be
an
engineer
problem
to
solve,
but
we
put
managers
in
the
top,
and
so
while
there
is
an
action
for
engineers
to
assign
tickets
to
themselves,
managers
are
going
to
be
the
ones
that
are
going
to
help
move
this
along.
So
we
know
that
assignment
isn't
the
end
right.
B
B
We
think
that
next
replies
are
important
in
that,
but
they're,
not
the
they're,
not
the
most
important.
They
don't.
We
have
a
lot
of
time
to
do.
To
get
there's
lots
of
way.
There's
lots
of
things
you
can
say
within
the
scope
of
a
ticket
to
get
to
a
positive
resolution
and
a
happy
customer
is
not
going
to
be
upset
if
their
expectations
are
set
correctly.
So
yeah
crews
work
together
to
find
the
best
assignees
for
those
frt
tickets
and
managers
are
going
to
be
working
with
you
to
help
figure
that
out.
A
Awesome
and
before
we
jump
there,
I
do
want
to
take
one
second
as
well
to
emphasize
this
idea
where
right
now
we're
sitting
at
about
82
percent
of
tickets
assigned
and
we've
been
floating
around
that
number
for
a
while,
which
is
great,
that's
a
strong
majority
of
our
tickets,
but
we
don't
know
what
those
last
20
are.
Are
they
the
really
hard
tickets?
Are
they
mostly
all
region
tickets
right?
These
kind
of
things
that
we
want
managers
involvement
here
to
understand
what
are
the
blockers
to
helping
people
take
on
these
tickets?
A
How
do
we
make
it
easier
for
support
engineers
to
take
on
some
of
these
challenging
tickets
right
and
that's
that's
where
nrt
used
to
fill
in
right?
You
didn't,
you
didn't,
have
a
choice.
You
went
through
and
found
the
next
preacher,
but
now,
as
we
are
evolving
our
approach,
we
want
to
make
sure
that
we
understand
why
aren't
engineers
assigned
to
this
ticket?
What's
the
reason?
B
B
So
we've
seen
that
feedback,
and
we
know
that
crew
name
has
been
a
bit
inconsistent,
there's
some
days
where
folks
are
really
active
and
there's
been
folks,
there's
been
days
when
it's
been
a
little
bit
less
active
overall,
we
think
it's
been
moderately
helpful,
but
we
also
know
that
there
has
been
some
stress
on
certain
days,
so
we
really
hope
that
sort
of
like
going
back
to
a
previous
slide.
We
hope
manager
involvement
is
going
to
help
we're
not
looking
for
managers
to
come
into
task
manage
we.
B
We
don't
want
the
story
to
be
like
okay,
you
do
this,
you
do
this,
you
do
this.
Instead,
we
want
them
to
be
following
that
helping
hierarchy.
So
answering
questions
like
what
are
our
priorities.
What
things
are
we
consciously
de-prioritizing?
How
can
we
get
additional
help
on
the
ticket?
What
context
needs
to
be
handed
over
to
the
next
people
to
work
these
tickets
in
the
case
of
an
all
regions
ticket?
B
So
there's,
I
think,
there's
pieces
on
both
sides
of
this,
where
managers
can
help
catalyze
collaboration
by
being
present
and
by
being
responsive
but
engineers.
We
also
need
your
help
to
make
crew
collaborative
by
being
present
and
by
being
visible.
So
with
that,
I
think
we
can
move
on
to
the
next.
A
Yeah
that
sounds
great,
lyle
and-
and
we're
excited
here,
we're
going
to
have
some
managers
joining
cruz
right
to
help
understand
right.
It
starts
by
managers
right,
we
use
the
phrase
above
managers
creating
empathy
and
that's
managers
having
empathy
and
understanding
of
the
support
engineering
experience
in
crew
in
the
workflows,
because
that's
going
to
help
us
drive
better
understanding
and
workflows
and
develop
the
things
we
need
to.
So
that's
that's
where
we're
really
excited
here.
A
So
as
we
go
in
forward
we're
recording
this
today
on
the
16th
and
we're
presenting
this
to
amer
engineers,
we're
very
excited
for
amer
engineers.
Some
of
you
may
have
already
seen
drafts
or
talked
your
manager
might
be
mentioning
it.
If
not,
this
is
our
opportunity
to
get
everybody
involved
and
start
understanding.
These
are
the
objectives
we're
going
for.
These
are
the
things
that
we
think
are
important.
These
are
the
ways
that
we're
trying
to
balance
right,
deprioritize
nrt,
make
assignment,
take
its
place
and
focus
on
frt
right.
A
It's
not
a
adding
it's
a
re-prioritizing
and
also
understanding
new
and
other
challenges,
and
as
managers
get
more
involved,
we're
excited
to
see
manager.
Engagement
drive
some
more
positive
impacts,
so
as
we
go
into
the
next
coming
weeks
as
of
march
22nd,
we
want
to
have
managers
aligned
for
crew
days,
they'll,
be
joining
the
crew
calendar
and
have
a
crew
day
that
they'll
join
in
on
the
crew
and
work
with
those
engineers
to
understand
the
challenges.
A
A
Are
we
getting
closer
or
further
from
where
we
want
to
go?
So
we're
very,
very
excited
about
this?
This
was
an
effort
that
was
was
led.
I
want
to
give
a
huge
shout
out
to
sean
mccann
in
aipac
and
the
apec
team,
because
this
effort
came
out
of
a
lot
of
the
challenges
we
were
seeing
in
handing
off
to
aipac
and
lyle
said
hey.
A
We
need
to
start
addressing
this
and
it
starts
in
a
mayor,
and
this
is
what
I'm
thinking
and
brought
the
whole
of
amer
together
to
start
thinking
about
this,
and
so
here
we
have
what
we
want
to
present
to
the
team
team.
We're
really
excited.
We
have
some
issue
links
and
things
that
you
can
click
through.
These
things
are
going
to
evolve
and
managers
are
going
to
be
more
engaged
with
crew
and
understanding
the
workflows
a
little
bit
more
directly.
A
So
look
forward
to
that,
if
you
have
any
other
questions,
feel
free
to
throw
them
in
the
issues
where
they
see
fit
and
we'll
go
from
there.
So
with
that,
I'm
going
to
end.
Thank
you
all
and
I'll
turn
over
the
floor
to
lyell.
If
he's
got
anything
else
that
he'd
like
to
add,
but
otherwise
I
think
that's
what
we
wanted
to
cover
here
today
and
thank
you
for
tuning
in.