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From YouTube: Support - Post Key Meeting Review 2020-09-25
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A
That
it
is,
this
meeting
is
being
recorded.
This
is
lyle
and
lee
here
again
with
what
will
be
the
second
installment
of
the
get
lab,
support,
key
metrics
review
review,
and
so
we're
really
excited
here.
I
want
to
take
a
minute
to
talk
about
what
we
aim
to
do
with
this
and
what
you
should
expect
so
about
every
six
weeks.
Support
does
a
key
metrics
review,
which
is
a
form
of
managing
up
the
support
engineering
team
talks
about
the
data.
A
We
have
the
results
we
have
from
the
initiatives
we've
been
working
on
and
we
present
that
to
the
executive
team.
A
conversation
ensues
and
we
then
go
from
there
and
bring
that
back
to
the
team.
This
effort
here
is
to
be
more
transparent
and
to
make
sure
that
the
team
understands
what
came
from
that
review
and
what's
happening
inside
of
the
department.
So
the
other
thing
that
I
want
to
talk
about
is
there
are
more
senior
leaders
than
just
myself
and
lyle.
A
Where
are
we
headed?
So
at
the
end
of
this
call,
you
should
feel
like
you
got
a
chance
to
be
further
connected,
a
better
understanding
of
what
the
executives
know.
Better
understanding
of
what
leadership
inside
of
support
is
focusing
on
and
a
better
understanding
of
where
you
can
contribute
to
drive
value
so
from
there.
I
turn
it
over
to
lyle.
Lyo
tell
us
about
the
key
metrics
review.
A
B
So
first
I
want
to
highlight
you
can
watch
the
key
metrics
yourself.
If
you
don't
want
to
take
our
word
for
it,
it
is
on
youtube
and
then
also
the
doc
is
going
to
be
linked
in
this
dock,
which
will
also
be
linked
in
support
with
review.
A
B
So
it's
sort
of
an
inception
situation,
but
what
we
messaged
typically
tom
c,
takes
us
through
the
highlights
from
the
last
period
like
we
do
these
once
a
month
so
the
past
month,
and
not
so
highlights
so
the
highlights
that
we
messaged
the
e
team
this
month
were
consistent
performance,
consistent
performance
above
target
for
a
self-managed
frt.
B
The
things
that
we
showcase,
that
we're
not
so
highlights
were
that
we're
improving
in
our
sas
frt
slath.com,
but
we're
still
not
quite
to
target
so
we're
taking
two
actions
specifically
on
that.
So
we
have
the
metrics
analysis
working
group
where
we're
actually
we're.
B
The
individual
metrics
and
forming
hypotheses
and
yeah
either
refuting
those
or
get
seeing
that
they're
supported,
which
we'll
propose
some
specific
actions
for,
if
you
want
to
know
more
about
that,
there's
a
link
to
the
handbook
page
that
covers
what
we
do
and
all
the
recordings
and
to
the
issues
where
we're
working
and
the
other
thing
that
we're
doing
is
we're.
B
We
have
a
trial
this
week
in
emea,
that's
going
to
be
going
on
for
at
least
the
next
couple
of
weeks,
where
we're
evolving
the
current,
like
frt
and
sla
hot
process
to
the
support
crew.
You
can
take
a
look
at
that
in
support
team
meta
issue
2712,
but
I
think
everyone's
aware,
because
we've
seen
really
good
results
this
week.
B
The
other
not
so
highlight
that
we
spotlighted
was
that,
while
we're
above
90
s
at
we're
still
below
our
95
target,
so
we
don't
have
any
specific
actions
for
that
right
now.
But
that
is
something
that
you
can
expect
to
see
us
taking
a
deeper
look
at
soon
feedback
from
the
e-team.
B
They
really
really
highlighted
that,
like
we're
doing
a
great
job
on
that
free
tickets
effort
reduction.
So
we
what
what
are
we
60,
some
odd
percent,
66
or
so
right
now
yeah.
So
that's
just
to
put
that
in
perspective,
like
that's
60,
66
percent,
less
work
than
we're
doing
before
right.
A
On
free
users
and
in
numbers
I
think
right
now,
that's
somewhere
around
300
tickets
that
we
don't
have
to
touch
right.
I
think
overall,
across
tickets,
that
puts
us
at
about
a
one
percent
reduction.
If
I'm
doing
my
math
right,
maybe
maybe
a
little
bit
more.
But
let
me
underestimate,
instead
of
over.
B
Still
significant,
the
e-team
was
interested
in
asking
a
little
bit
more
about
sort
of
what
the
overall
strategy
on
free
ticket
reduction
was.
How
are
we
going
to
go
forward
and
how
we're
measuring
it?
They're
interested
in
fy
22
planning,
how
we're
going
to
adjust
the
gearing
ratio
and
what
our
staffing
head
counts.
Gonna
look
like
and
then
they're
interested
in
sort
of
the
status
of
l
r,
so
they
had
two
requests.
B
B
None
of
us
had
the
answer,
so
we
had
to
defer
to
sean
I
caught
up
with
sean
yesterday
and
we're
we're
already
there
so
request.
Number
one
done.
The
blockers
for
removing
sales
from
the
license
app
are
actually
outside
of
the
support
team
and
we're
ready
and
prepared
that
if
that
gets
removed,
we
can
service
those
requests
as
they
come
in.
A
Awesome,
thank
you
for
that.
Lyle.
I'm
I'm
excited,
and
this
is
great
to
see-
and
the
point
of
this
call
is
to
make
sure
that
you
know
what
we're
presenting
upward
and
you're
getting
a
chance
to
see
it
and
and
the
involvement
that
you've
had
there
is
getting
passed
on
up
and
the
execs
are
saying
great
job
and
they
sometimes
have
questions.
So
those
questions
were
there.
This
next
section
is
about
okrs
and
I
definitely
wanted
to
take
a
second
to
talk
about
it.
A
And
how
do
we
better
do
that
for
federal,
so
he's
been
working
on
getting
some
kpis
getting
some
charts
and
data,
creating
a
better
model
and
driving
participation
in
that
queue?
If
you
work
in
the
us,
so
if
you're
interested
in
that
or
want
to
talk
more
james
is
the
person
the
next
one
up
is
one
of
my
reports,
rebecca
spainhauer.
A
She
and
I
have
been
talking
a
lot
and
this
quarter.
Her
okr
was
around
quality
of
life
right
and
we
spent
some
time
trying
to
figure
out
how
we
improve
quality
of
life
for
the
team,
and
in
that
we
saw
hawks
as
a
challenge,
and
in
that
we
also
saw
that
aipac
and
emea
are
doing
some
trials
on
evolving
hawk
roles,
so
it
became
kind
of
a
very
crowded
space
and
we
said
what
can
we
do
next
and
so
rebecca
is
doing
analysis
now
to
try
and
evolve
email
based
support
and
reducing
that.
A
And
how
can
we
roll
out
a
plan
to
reduce
email
support,
and
so
people
use
the
portal
exclusively
so
if
you're
interested
in
that
or
have
concerns
or
challenges
talk
to
rebecca,
but
we're
very
excited
starting
analysis,
small
roll
out
and
scale.
So
that's
where
that
is
headed.
So
I
expect
that
to
be
over
the
next
one
or
two
quarters
before
we
see
results
there.
A
Next
up
is
mike
dunniger
he's
also
experimenting
with
ticket
life
cycle
and
how
we
reduce
breaching
through
better
ticket
management,
and
so
in
this
he's
experimenting
with
his
reports
and
they're
doing
a
trial
to
understand
he
has
ideas.
He
has
some
processes.
Some
challenges
does
that
help
so
we're
at
the
stage.
Now
where
the
team
has
been
exposed
to
those
ideas.
The
team
is
working
tickets
and
his
test
group
we're
building
some
dashboards
and
we're
going
to
say.
Are
we
seeing
any
dramatic
difference,
positive
or
negative?
A
If
we're
not,
do
we
have
anything
that
the
team
says
improving
quality
of
life
or
improving
the
way
that
we
operate,
that
we
can
take
from
there?
So
look
forward
to
that
if
you're
interested
in
evolving
our
ticket
management
processes
or
talking
with
mike
about
what
he's
doing
talk
to
mike
dunnager
ilya
is
working
on
support
metrics,
I
want
to
give
a
shout
out.
A
The
next
one
up
will
be
from
me
reducing
the
cost
for
free
users,
lyle
and
I
or
lyle,
just
talked
about
that.
A
minute
ago,
we've
seen
great
results,
which
I
want
to
be
very
clear.
I
was
just
the
figurehead
coordinating
these
things.
Most
of
these
ideas
came
either
from
the
team
or
for
rebecca,
spainhauer
or
ronnie
were
also
involved
and
ronnie.
You
won't
see
his
okr
here
because
he's
been
part
of
my
okr
and
been
working
on
that.
So
I
want
to
just
take
that
minute
to
shout
out
to
the
team.
A
A
Just
very
quickly
lyle
has
been
his
okr
is
around
service
desk,
and
how
can
we
better
evolve
that
for
support
and
better
get
a
chance
to
use
it,
and
with
that
he's
been
focused
more
on
other
things,
there's
been
some
activity,
but
we
don't
have
any
results
at
the
moment,
he's
been
coordinating
with
the
it
department
and
understanding
how
they're
using
service
desk
and
what
they
need
so
that
we
can
collaborate
and
get
an
ask
to
product
management
and
also
what
if
any
product
improvements
has
support
driven.
A
This
okr
is
symbolic
of
a
larger
desire
to
make
sure
that
we
are
feeding
improvements
that
we
need
and
customers
would
use
into
the
product
at
large.
I
want
to
take
a
minute
here.
I
talked
with
cynthia
last
night.
She
was
working
towards
a
support
fix
and
she
had
a
list
of
things.
So
cynthia
has
somebody
here
to
talk
to
about
this,
a
list
of
things
that
product
drove,
but
also
we
found
some
spots
where
we
got
stalled
or
stuck,
and
that's
why
we're
trying
to
support
fix
those
into
existence
but
yeah.
A
I
think
cynthia
has
a
good
few
examples.
So
that's
something
that
I
want
to
highlight
to
the
team
and
also
shout
out
to
cynthia
there
and
if
you're,
somebody
that
has
examples
share
them
with
lyle,
because
that's
what
he's
after
and
the
next
one
is
sean
mccann.
We've
talked
about
l,
r
and
we've
seen
great
results,
but
again
sean
is
just
the
figurehead.
Here
I
want
to
give
early
shout
outs
as
well
to
tom
atkins
and
donique.
A
They
were
very
essential
and
pivotal
to
calling
the
concerns
with
this
and
driving
as
well
as
amanda
ryuda,
who
was
in
support
and
now
in
product
helping
us
deliver
some
results
here.
Collaboration
plus
plus
sean's
been
leading
this,
but
we're
seeing
results
from
the
efforts
in
the
team,
as
well
as
tom
in
america,
as
well
as
some
other
members
in
apac,
I'm
forgetting
your
names,
but
I
know
you're
involved.
Don't
don't
think
of
counting
you
out?
A
This
has
been
a
huge
team
effort,
so
there's
a
slide
in
our
group
conversation
that
we
just
gave
it'll
be
linked
in
the
document.
That's
linked
here
that
you
could
see
sean's
data
that
he's
presented
and
the
last
one
been
talking
for
a
little
bit.
Hopefully
it
wasn't
too
annoying
for
you,
jason
on
the
support.
Op
side
is
trying
to
reduce,
needs,
org
and
he's
done.
A
lot
of
automations
here,
jason's
been
a
great
help.
He's
been
a
support
member
for
a
while
at
gitlab
transitioning
into
support.
A
Ops
he's
been
really
effective
at
delivering
value,
to
improve
our
team's
experience
and
to
evolve
our
customers
experience
and
I'm
gonna
take
a
minute
here
to
shout
out
as
well.
I
think
it's
a
right
time
and
right
place.
A
few
weeks
ago
the
leadership
team
thought
hey.
We
can
talk
about
unbabel
in
our
ticket
reply
footers
and
the
management
team
said
yeah.
That
seems
reasonable,
jason
executed
on
this,
and
the
team
spoke
up
and
the
management
team
said
wait
a
minute.
What
happened?
A
A
We
heard
and
as
a
management
group
we
evolved
and
we
made
sure
that
we're
delivering
value
to
our
customers
and
making
sure
the
quality
of
our
life
quality
of
life
for
the
team
was
not
negatively
impacted.
So
thank
you
all
for
engaging
there
and
continuing
to
evolve
our
support
operations.
So,
thank
you
all.
Hopefully
this
helps.
You
understand
the
state.
A
There
are
a
lot
of
things
moving
in
support
right
now,
and
it
is
hard
for
even
lyle,
myself,
sean
and
the
new
director
and
emea
to
keep
up,
but
we're
making
sure
that
we
do
what
we
can
to
keep
you
involved.
You
have
questions,
you
can
always
ask
us
and
we'll
do
our
best
to
help
to
wrap
up.
This
call
we're
going
to
talk
about
kind
of
where
we're
headed
towards
next
our
path
forward.
So
I'll
turn
it
over
to
lyle
for
the
first
one.
B
Yeah
first
one
is
we're
going
to
continue
to
get
more
people
involved
in
comm
tickets.
So,
if
you
take
a
look
at
like,
if
you
like,
break
the
metrics
out
week
by
week,
a
big
contributor
to
our
our
lower
frt
time
is
com
our
sas
stuff.
B
B
It
has
a
staffing
plan,
we're
just
over
that
in
amer,
so
we're
speeding
some
people
up,
but
we
also
understand
that
as
focus
moves
from
self-managed
towards.com
that
that
less
attention
could
cause
our
next
reply,
time
sla
to
drop
on
self-managed
we're
comfortable
with
a
small
drop.
We
want
to
shrink
that
variance
between
com
and
self-managed,
and
we
want
our
overall
kpi
achievement
to
be
at
or
above
target.
So
if
we,
if
we
are
turning
down
from
98
to
96,
not
concerned,
that's
that's
exactly
where
we
want
to
be.
A
Yeah
I'll
I'll,
add
really
quickly
there
as
well
and
then
I'll
talk
about
the
next
one,
and
and
that
key
point
that
I
want
to
share
from
lyle
is
that's
the
thing
I
want
to
make
sure
it's
extremely
clear,
we're
not
trying
to
say
you
need
to
work
twice
as
hard
in
two
different
places
and
take
on
more
work.
No,
we
need
to
balance
and
we're
saying
we
have
some
headroom
and
based
on
volume.
A
That's
where
lyle
is
talking
about
right,
that
two
percent
drop
could
equal
a
ten
percent
improvement
because
of
the
ticket
volume
right
and
that's
the
difference
and
that's
the
interesting
thing,
and
so
we're
like
yeah.
If
we
do
a
good
job
of
balancing
and
that's
what
happens,
that's
success
right.
We're
not
going
to
say,
keep
that
and
do
better
here,
because
that
means
working
harder.
No,
we
need
to
work
smarter.
So
if
you
see
us
trying
to
evolve
that
and
work
towards
that,
keep
that
in
mind
and
continue
to
balance
to
maintain
our
health.
A
So
thanks
for
sharing
lyle
and
and
that's
something
that
I
want
to
really
make
sure
that
the
team
knows,
I
want
to
be
extremely
explicit
in
that.
The
next
one
I
want
to
talk
about
is
around
trials
and
trials
in
a
mia
are
showing
promise
around
the
hawk
support
crew
right
you've
heard
us
talk
about
this
you've.
Seen
some
chatter
and
slack
you've
seen
some
things,
probably
from
tom
atkins
if
you're
in
emea
you've
been
doing
it.
We've
mentioned
this
in
earlier
in
the
stock.
A
We've
mentioned
this
in
the
support
we
can
review,
so
we
are
very
excited
and
we're
going
to
see
how
we
evolve
that
and
scale
it
across
the
globe.
Those
who've
been
here
for
a
while
know
that
global
scaling
is
actually
a
challenge
we've
had,
but
as
a
management
group,
we
are
not
shying
away
from
that
and
we
need
to
learn
how
to
do
better.
This
is
an
opportunity
that
we
see
where
we're
going,
to
drive
that
and
do
better
and
so
hold
us
to
that.
We
want
to
evolve
process
and
we
want
to
do
better.
A
If
you
have
feedback,
we
want
to
hear
it
so
share
that
in
your
one-on-ones
share
that,
in
your
skip
level,
share
that
in
slack
we
want
to
hear
it
because
we
want
to
improve
it.
So
thank
you
for
the
people
who've
been
making
what
we
believe
to
be
a
success
there
and
we're
hoping
that
we
can
scale
that
once
we
see
some
data
and
evolve,
it.
B
A
I
think
you're
spot
on
right
and-
and
I
want
to
be
extremely
clear
right,
because
one
of
the
big
challenges
we
have
is
for
one
person,
it's
a
challenge
and
then
for
a
bunch
of
people.
It's
an
improvement.
We
need
to
work
together
and
understand
and-
and
try
and
understand,
is
this
generally
improving
quality
of
life
and
how
do
we
if
we
have
to
adjust
and
evolve?
We
do
right.
So
I
want
to
keep
that
in
mind.
A
But
yes,
if,
if,
if
everybody
involved,
the
support
crew
says
it's
horrible,
even
though
it's
potentially
getting
better
results,
that's
not
going
to
be
really
easy
to
scale,
and
that's
not
going
to
be
a
good
experience
to
scale
right.
I
would
expect
morale
would
to
drop,
but
from
what
I'm
seeing
and
from
what
I'm
hearing
now
it
sounds
good,
but
we
want
to
make
sure
that
you
speak
out
and
speak
up
if
you're
comfortable
doing
that
on
issues
and
publicly
please
do
if
you
are
not.
A
B
B
So
that's
just
impressive
result
from
the
team
we're
going
to
continue
to
be
looking
at
the
hard
work
that
you're
doing
there
we're
going
to
keep
on
tuning
this,
to
make
sure
that
these
results
are
repeatable,
because
we're
not
one
win
doesn't
mean,
that's
something
and
we
should
celebrate
it.
But
really
we
want
to
build
the
machine.
That's
going
to
continue
to
get
results
over
the
long
term.
So
yeah
we're
not
quite
there.
B
Yet
I'm
not
putting
up
the
banner
mission
accomplished
and
I
don't
think
sean's
putting
up
the
banner
mission
accomplished,
but
we
do
want
to
celebrate
both
the
results
that
we've
seen
and
also
realize
that
we're
not
there
yet
we're
still
iterating
we're
still
making
sure
that
we
get
repeatable
results.
So
I
think
that.
A
That
is
it
yeah,
I
think
so
too.
Lyle,
thanks
for
joining
me
in
this
I've
been
making
sure
I
want
to.
I
want
to
make
sure
that
the
team
knows
that
senior
leadership
is
here,
we're
listening.
We
want
to
hear
from
you.
We
want
to
engage
to
understand
how
we
improve
our
processes.
A
One
of
the
things
that
I'll
wrap
up
and
end
with
is
a
lot
of
the
stuff
that
we're
seeing
here.
We
talked
about
managers
and
okrs,
and
things
like
that
and
you're
involved,
and
with
that
I
want
to
see
more
things
driven
by
the
team.
I
want
to
see
the
team
and
in
the
support
we
can
review,
we
just
talked
about
a
ton
of
stuff
that
the
team
is
driving.
So
I'm
thankful
for
that
and
as
we
go
forward,
I
want
to
continue
that
and
continue
a
space
where
the
team
can
find
things
right.
A
A
That's
it
all
right!
Thank
you
all.
I
really
appreciate
it
lyle,
and
I
appreciate
it
next
time,
you'll
see
a
different
pair
of
people
delivering
this
so
expect
to
hear
it
from
us
in
about
six
weeks
time
and
know
that
these
may
be
the
next
one
could
be
a
little
bit
more
challenging
right
or
that
there
could
be
not
as
positive
things
going
on
and
that's.
Okay,
we're
gonna
do
our
best
to
communicate
as
transparently
collaboratively
and
effectively
as
we
can,
and
hopefully
this
message
finds
you
well
thanks.
All
bye.