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From YouTube: Support AMER: All Hands 2022/06/02
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A
A
A
A
So
I
wanted
to
to
recap
just
in
case
you
weren't,
aware
or
weren't
aware
of
what
has
changed
or
shifted
or
moved
that
kind
of
brought
us
in
this
room
together.
Today,
lyle
has
transitioned
into
a
global
readiness
position.
I've
absorbed
his
reports
welcome,
and
I
also
wanted
to
highlight
here
as
well.
A
James
lopes
he's
still
reporting
to
lyle
now
with
u.s
fed,
but
over
time
that
could
evolve
and
u.s
fed
can
fall
under
my
umbrella
in
amer.
We're
not
sure
yet
we
don't
know
when,
but
I
just
want
to.
Let
you
all
know
that
that
that
decision
was
made
with
intention
to
create
as
much
manager
stability
as
possible
for
james
for
as
long
as
possible,
and
then
understanding
how
u.s
fed
evolves
so
just
wanted
to
touch
base
on
this
on
this
topic
and
as
we
come
together
today,
these
are
the
things
that
that
brought
us
here.
A
This
slide
is
kind
of
a
core
premise
of
this
talk.
It's
the
thing
that
I
want
to
bring
to
the
forefront
and
I'll
touch
on
a
few
times
as
well
that
as
we
come
together
as
new
people
are
absorbed
into
this
organization.
Excuse
me
my
group,
things
will
be
different,
they
have
to
be.
We
have
to
evolve,
we
have
to
grow,
we
have
to
solve
our
challenges,
but
I
can't
solve
them
alone
and
I'm
not
going
to.
We
are
going
to
solve
them
together.
We
being
all
of
us
engineers,
managers,
myself
and
only
together.
A
A
So
I
wanted
to
give
a
shout
out
here
for
things
I
think
we're
doing
well.
I've
seen
a
bunch
of
new
kubernetes
experts
in
amer
and
beyond.
I
think
that's
been
great.
I've
seen
a
ton
of
cross-regional
collaboration,
and
I
wrote
this
before
support
global
groups,
but
pre
and
post
still
seeing
cross
regional
collaboration.
A
A
A
This
slide
here
might
have
some
information
for
you
that
you've
never
heard
before
this
first
bullet
eric
johnson
has
challenged
the
support
engineering
organization
to
understand
what
does
it
look
like
if
you
double
in
size
by
fiscal
year
2025?
Now
I
want
you
to
know
that
at
the
moment
this
is
a
thought
experiment,
it's
not
locked
in.
A
We
don't
have
hiring
plans
built
out
to
there,
but
it's
where
eric
johnson
is
asking
us
and
challenging
our
leadership
to
build
towards,
and
as
we
go
deeper
into
this
deck
I'll
present
to
you,
the
challenges
I
see
in
us
being
successful
in
an
organization
twice
as
large
right.
So
as
we
are
thinking
about
that
place
right,
this
is
the
spot.
That's
in
my
brain.
We
need
to
build
systems
that
are
true
to
our
values,
sustainable
scalable.
A
We
also
need
to
understand
that
support
has
two
components,
time
and
expertise
which
I'm
going
to
talk
about
very
briefly,
and
we
need
to
solve
for
both
we
need
to
solve
for
both
of
those
just
a
quick
second
on
time
and
expertise,
because
this
might
be
a
new
topic
or
you
might
say
what
does
lea
mean
with
this
too
abstract?
What
is
he
trying
to?
Tell
me-
and
time
means
two
things
right.
It
is
both
at
the
right
time
and
enough
time
right.
I
think
that
that
is
the
simplest
way.
A
I
can
say
it
and
expertise
is
the
right
skills
right.
So
we
need
both
time
and
expertise
to
do
well
in
our
in
our
position,
in
our
role
as
support
engineers
and
we'll
talk
more
about
this,
this
will
be
a
component
as
we
go
forward,
so
I
just
wanted
to
take
a
second
there
to
take
this
moment.
This
is
a
new
unified,
amer
team
and
a
new
team
is
for
me,
and
this
won't
be
the
first
time
and
the
last
time
a
new
team
forms
right.
A
I
have
faith
in
our
engineers
because
I've
been
responsible
for
hiring
you.
I
have
faith
in
our
managers
because
I've
been
responsible
for
hiring
you,
but
again
together
we
have
to
solve
this
together,
so
the
takeaway
from
this
section.
The
thing
I
want
you
to
think
about
and
know
with
every
hire
our
team
will
evolve.
A
tiny
bit
new
culture
will
be
added
new
skills,
new
expertise.
A
I
wanted
to
take
a
second
to
to
check
in
on
this
agenda,
I'm
going
to
sip
some
water,
and
I
want
to
let
you
know
as
well
that
as
I
was
building
this,
it
was
difficult
for
me
because
you've
probably
seen
me
talk
before
and
it's
been
very
exciting
or
dynamic,
and
this
talk
may
feel
a
little
bit
more
somber.
I
think
that's,
okay.
A
This
slide,
this
name
sounds
like
scary,
as
hell,
I'm
sure
of
it
values
and
addressing
our
dysfunctions,
and
it's
been
something
that
I've
spent
a
lot
of
time.
Thinking
about
I've
been
reading
the
handbook
for
weeks
and
weeks
and
trying
to
understand
high-performing
teams
and
building
trust
and
reading
every
sub-value
and
understanding
there.
A
So
I
want
to
take
a
second
to
just
broach
the
high-level
values
to
remind
us
of
what
the
the
headline
was
right.
Credit
collaboration
results,
efficiency,
diversity,
iteration
and
transparency.
We
also
have
these
new
graphics
from
the
design
team
here
so
expect
to
see
this
variant
of
graphics
going
forward.
A
A
I
think
that's
a
key
thing
for
us
to
to
remember,
because
I
know
that
as
engineers
as
managers
as
folks
who
came
into
this
company,
our
values
are
what
brought
you
here.
I
hear
it
day
in
and
day
out
in
interviews.
Our
values
are
what
bring
people
to
this
team,
but
at
the
same
time
we
have
to
remember
that
they're,
not
something
that
we
could
take
for
granted,
there's
something
we
contribute
to
every
single
day
to
build
and
we
have
to
live
out
our
values.
A
A
A
A
A
We
should
reflect
on
that
and
adjust
accordingly
and
we
should
have
grace
in
those
moments
for
ourselves
and
for
others,
and
if
we
continue
to
do
that,
I'm
confident
that
we
will
build
the
strong
foundation
that
we
need
in
the
face
of
a
team
that
may
be
twice
as
large,
so
diving
into
our
values.
I'm
going
to
highlight
three
of
them:
we're
going
to
talk
about
results,
we're
going
to
talk
about
iteration,
I'm
forgetting
the
one,
I'm
forgetting
the
one.
What's
the
other
one
we're
going
to
talk
about?
A
A
We
need
to
figure
out
and
support
how
we
have
smaller
subgroups
that
coordinate
and
collaborate
where
we
collaborate
with
other
smaller
subgroups,
because
in
a
team,
that's
twice
as
large.
That's
going
to
be
the
way
that
works,
that's
going
to
be
the
way
that
we
need
some
smaller
groups
that
coordinate
that
coordinate
with
other
smaller
groups
and
right
now,
that's
sgg,
but
sgg
is
an
attempt
to
optimize
a
solution
in
that
way.
A
A
Lyla
and
I
have
started
a
proposal
here,
and
he
was
a
sounding
board
for
this
idea
to
try
and
figure
out
ways
to
make
it
easier
to
know
who
the
dri
is
to
be
able
to
make
decisions.
We
need
to
make
more
decisions
faster
right
as
we
scale,
and
so,
as
you
find
yourself
wanting
to
take
a
step
forward,
and
if
you
get
blocked
know
that
one
of
our
sub
values
is
escalate
to
unblock
you
can
escalate
to
appear.
A
You
can
escalate
to
your
manager,
you
can
escalate
to
me
if
you
need
to
you,
can
escalate
to
tom
cooney
we
can
escalate
wherever
we
need
to
to
get
unblocked
start
start
local
and
expand
out
right,
because
I
want
to
enable
our
team
to
have
more
bias
for
action.
We
need
this.
This
is
key,
and
I
know
right
now.
It's
very
frustrating
for
a
lot
of
people
myself
included
so
know
that
this
is
on
my
brain.
This
is
something
that
that
is
key.
A
That
will
help
us
succeed
and
we
have
to
uncover
and
unlock
the
challenges,
to
figure
out
why
we
can't
make
decisions
this
one
as
well.
I
wanted
to
highlight
as
well,
because
I
know
that
there
are
a
handful
of
engineers
right
now
that
don't
like
support
global
groups
and
have
disagreed,
committed
and
disagreed,
and
I
want
to
thank
you
for
that,
and
I
want
to
thank
you
because
I've
lived
this
out.
I've
been
at
gitlab
for
five
years.
Disagree.
Commit
disagree
was
one
of
my
least
favorite
values.
I
think
it's
you
feel
icky.
A
I've
struggled
sometimes
with
making
decisions
that
can
cause
disagreement
or
conflict
which
causes
struggles
with
iteration,
and
I
can't
let
that
happen
anymore.
I
cannot
because
it
is
going
to
cause
stagnation
in
our
team
and
it's
going
to
destroy
our
ability
to
execute
and
it's
going
to
wear
us
down,
and
so
we
need
to
be
ready
as
we
go
forward
that
there
could
be
more
conflict
that
there
could
be
more
challenge.
Hopefully
this
healthy
conflict.
A
We
move
on
to
efficiency,
which
I
knew
was
one
of
the
things.
I
still
don't
know
what
the
third
one
iteration
there.
It
is
efficiency
and
iteration
there
they
are
cool.
It's
been
an
enthusiasm
here.
Are
some
iterations.
Excuse
me,
efficiency,
sub
values
that
I
want
to
highlight
and
I'll
talk
to
a
few
of
them.
A
Boring
solutions,
boring
solutions
is
key.
It's
a
premise:
I've
seen
sid
live
out.
Many
many
times,
do
the
most
boring
thing
and
start
there
and
boring
is
a
great
starting
spot,
because
it
helps
make
faster
decisions,
and
I
want
to
be
clear.
I've
heard
proposals
about
evolving
support,
global
groups
and
adding
complexity
and
I'm
open
to
them.
I'm
not
anti-complexity
or
don't
think
that
complexity
is
warranted,
but
I
think
we
need
to
start
boring
and
add
complexity
as
it's
needed.
So
I
want
to
understand.
I
want
you
to
understand
that.
A
A
A
This
one
has
been
a
challenge
as
we're
living
out
our
values
inside
of
sgg,
because
at
times
people
feel
like
there's
a
conflict
of
we're
not
being
as
efficient
or
figuring
it
out,
and
I
think
that
this
phrase
helps
you
have
to
figure
out
what
group
you're
optimizing
for
and
then
optimize
for
that
and
at
different
levels
for
managers
in
this
room.
We
may
be
optimizing
for
all
sggs
for
engineers.
You
may
be
optimizing
for
your
sgg,
we'll
figure
this
out
we'll
escalate
to
unblock
but
understand
that
this
is
a
challenge
finding.
A
A
For
the
last
five
years
here,
I've
tried
to
do
everything
I
can
to
elevate
support
organizations
inside
of
engineering
orgs
and
to
present
that
information
across
the
world,
because
we
shouldn't
get
the
short
end
of
the
stick.
The
work
we
do
is
valuable,
we're
just
like
other
engineers,
but
we
do
have
some
different
challenges
and
so,
as
a
manager
of
one,
we
need
to
get
better
at
coordinating
with
other
managers
of
one
and
again,
sgg
is
trying
to
shrink
that
coordination
surface
area.
But
we'll
talk
more
about
that.
A
A
Caitlyn
brought
this
up
and
I
thought
it
was
a
great
phrase
it
made
me
laugh.
We
are
managers
of
one,
but
sometimes
we
need
a
manager
right
now.
You
should
feel
like
as
an
engineer
and
as
a
manager
as
well.
Your
manager
is
here
to
support
you
and
understand
the
challenges
you
are
having
right
now.
Please
bring
those
challenges
to
your
manager
and
work
with
them
to
build
solutions.
A
A
A
A
A
We
need
that
workflow
and
then
we
don't
do
it
and
I'm
like
well,
apparently
we
over
built
it
or
apparently
it's
not
the
right
solution
or
apparently
we
need
to
figure
out
how
to
disagree
and
commit
not
sure
which
one
right
which
which
piece
but
trying
to
figure
out
just
enough
structure
just
enough
because
remember
in
the
face
of
scale
structures
are
going
to
have
to
evolve.
Things
are
going
to
have
to
change
right.
A
So,
however,
we
can
build
as
much
stability,
but
with
an
understanding
that
things
will
change
I'll
I'll,
get
to
our
last
section
on
values
here
and
then
I
think,
there's
a
break.
If
not
I'm
going
to
take
one,
because
I've
been
talking
for
a
bit
iteration.
This
one
has
has
been
present
in
our
team
for
a
very
long
time.
A
Changing
proposals
is
an
iteration,
and
what
I
mean
by
this
is
we
get
stuck
getting
things
across
the
line.
It
can
be
very
hard
to
get
things
into
the
handbook.
It
can
be
very
hard
to
advice
for
action
to
figure
out
who's,
the
dri
it
could
be
challenging
and
that's
something
again.
We
have
to
work
through,
and
I
wanted
to
stop
here
for
a
second
to
to
draw
the
attention
to
the
handbook,
because,
if
we're
living
out
our
values
and
iterating,
we
should
expect
that
the
handbook
evolves.
A
I
understand
that
that's
frustrating,
but
I'm
also
like
we
have
to
be
ready
for
that,
because
if
our
handbook
is
going
to
live
it's
what
what
we
need
to
do
and
and
it's
funny,
because
our
handbook
will
immediately
be
out
of
date
right
the
minute
you
write
it
down,
because
we
have
to
get
back
to
work
and
something
changed.
And
then
we
have
to
write
it
down
again
and
then,
but
we
have
work
to
do
that,
isn't
just
making
the
best
handbook
it's
about
making
the
handbook
as
up
to
date
as
possible.
A
A
Fear
of
conflict,
absence
of
trust,
avoidance
of
accountability,
inattention,
results
and
lack
of
commitment,
and
I'm
sure
that,
right
now
in
your
brain,
you're
thinking
about
the
times
that
you've
experienced
here
and
that
you
felt
that
we
failed
to
live
out
our
values
or
execute
something.
Because
of
one
of
these
dysfunctions.
A
I
wanted
to
pontificate
on
those
right,
and
I
wanted
to
give
a
shout
out
to
keelan
and
mo
because
keelan's
a
newer
engineer
on
this
team
and
mo
helped
him
get
more
comfortable,
being
transparent
in
the
wider
room,
and
I
understand
how
scary
that
can
be,
and
I
understand
that
that
comes
from
in
larger
rooms.
Psychological
safety
gets
harder.
A
Got
scared
to
come
into
this
room
today.
To
talk
to
you,
because
there's
a
handful
of
you
that
I
don't
know
well-
and
you
don't
know
me-
and
you
might
say
that
guy's
a
madman
he's
rambling
on,
doesn't
make
any
sense
and
I'm
like,
I
hope
not,
but
I
got
scared
and,
as
we
scale
that's
gonna
get
harder
again.
We
need
to
disagree,
commit
and
iterate,
and
this
last
one
here.
A
Six,
our
ticket
volume
is
something
that
as
individuals,
we
will
never
be
able
to
solve
on
our
own
right
we're
looking
at
something
like
4
000
tickets,
a
month
fy22.
If
that
doubles
to
8
000
tickets
a
month,
we
need
to
build
systems
and
structures
that
make
that
attainable
so
that
we
as
individuals
and
managers
of
one,
can
be
successful
in
that
system.
A
It
makes
me
numb
to
think
about
8
000
tickets
being
generated
in
a
month
and
if
you
notice
the
sub
bullets
there,
and
this
last
one
avoidance
of
accountability,
inattention
results,
that's
not
a
finger
point.
That's
just
an
abstract
trying
to
connect
it
to
trying
to
understand.
I'm
not
trying
to
blame
you
we're
in
this.
Together
we
have
to
solve
this
together.
It's
not
a
you
and
I'm
doing
it
right.
It's
like
nope.
We
all
got
to
get
better
at
this
together.
A
A
But
data
does
not
make
the
decision
we
have
to
right,
and
that
was
an
error
I
made
early
on
in
this
org.
That
data
would
solve
every
problem
and
that
would
make
every
conflict
go
away
and
it
would
be
easy,
but
we
can
always
find
competing
data
and
then
now
what
somebody
has
to
make
a
decision
also
when
it
comes
down
to
our
team.
A
I
think
that
when
we
make
larger
change,
there's
conflict-
and
I
think
conflict
is
difficult
because
it
often
feels
overwhelming
or
at
the
wrong
time
or
unnecessary,
and
I
think
that
I've
avoided
conflict
in
this
team.
And
it's
not
that
I
want
to
fight
you
and
it's
not
that
I
want
to
fight
every
day
and
I
don't
want
our
team
to
be
cutthroat
right.
A
Kindness
is
at
the
core,
but
there's
going
to
be
conflict,
we're
going
to
have
to
work
through
it
and
we
need
to
have
grace
for
each
other
and
figure
out
how
we
shrink
the
conflict
space
so
that
we
can
have
more
solutions
and
decisions
and
then
move
forward
and
scale.
So
that's
something
that's
on
my
brain
as
we
think
about
sgg.
A
A
Sgg
is
about
freedom
right
now.
I
know
a
handful
of
engineers
have
felt
constrained,
we're
trying
to
figure
out
how
the
boundaries
of
sdg
works.
Thank
you
for
trying
to
figure
that
out
and
working
through
that.
Let's
get
that
documented
and
understand
how
we
evolve
it
because
I
think
it's
going
in
the
right
directions
in
the
ways
that
we
need
to
make
these
boundaries
simpler
and
easier
diana,
and
I
had
a
great
discussion.
A
So
that
goes
back
to
iteration
and
getting
better
at
iteration
as
a
group
because
we
need
to
and
when
we
don't
iterate
it's
because
of
the
dysfunctions
and
the
challenges
we
have
with
our
values
and
the
challenges
we
have
with
bias
for
action
right.
So
as
we
reflect,
we
need
to
raise
those
challenges
and
solve
those
so
that
we
can
iterate
so
in
support
global
groups.
I
have
seen
some
challenges,
though:
I've
seen
some
groups
that
are
struggling
to
mesh
together
and
there's
a
small
fear
of
conflict
there.
A
I've
also
seen
sometimes
an
absence
of
trust,
but
I've
seen
it
growing,
but
I
wanted
to
call
attention
to
it
because
I've
seen
it
an
absence
of
trust
in
our
peers
that
they'll
be
there
to
help
us
in
the
group
of
managers
of
how
they're
engaging
with
sgg
and
that
sdg
is
the
right
solution,
and
I
wanted
to
just
take
a
second
there
to
say:
I
see
it.
We
need
to
work
through
that
and
build
trust
over
time
and
evolve
our
solutions
so
that
they
work
and
continue
to
scale.
A
A
You
are
at
a
smaller
table,
but
if
you
need
help
from
somebody
at
another
table,
you
can
call
them
over.
You
can
go
visit
them.
They
should
be
able
to
come
over
and
help,
and
I
understand
that
there's
some
tension
and
trying
to
optimize
for
the
right
group.
We
need
to
work
through
that.
We
will
but
understand
that.
The
point
of
this
is
nothing
more,
nothing
less.
A
So
with
that,
as
we
think
about
support
global
groups,
and
if
your
group
does
not
have
what
it
needs
time
or
expertise,
you
can
ask
others-
and
I
understand
that,
there's
a
tension,
a
conflict
in
that
because
they
might
be
optimizing
for
their
group
and
that's
okay
in
the
short
term,
we'll
figure
that
out
we'll
work
through
that
escalate
to
unblock.
If
you
need
help
talk
to
your
manager
as
well,
and
managers
talk
to
me
if
you
need
help
right.
A
A
If
there's
a
lack
of
dri
or
clarity
escalate
to
unblock,
we
need
to
get
better
at
that.
Iteration
is
going
to
be
key.
I
need
to
do
a
better
job
of
encouraging
and
enabling
iteration
and
again
in
the
past,
the
handbook
has
atrophied,
but
we've
also
changed
it
too
fast
right.
I've
heard
from
engineers
the
handbook's
out
of
date.
A
I've
also
heard
from
engineers
the
handbook
has
changed
overnight
and
when
I
reflect
on
that,
it's
two
sides
of
the
same
coin:
a
lack
of
ability
to
iterate,
it's
a
lack
of
ability
to
iterate
so
think
about
how
we
iterate
and
when
you
have
challenges
with
it.
Let's
talk
about
it
because
I
do
and
let's
figure
them
out,
let's
build
iterative
solutions,
and
again
I
want
to
shout
out
because
we
need
to
solve
for
time
and
expertise.
A
Support.
Global
groups
is
focused
first
on
time.
There
are
experts,
but
we
need
to
build
more
expertise,
and
that's
flexipods
right
now
is
is
the
most
recent
proposal.
There
are
trainings
involved
there
and
all
kind
of
ways
that
we
need
to
engage
to
develop
both
time
and
expertise
based
solutions
and
put
them
together,
so
expect
change,
expect
sgg
should
evolve
and
we
need
to
evolve
it
to
account
for
these
things.
A
A
Do
you
trust
that
I
have
a
good
sense
of
our
challenges
and
what
we're
seeing
do
you
trust
that
we're
going
in
a
in
the
right
direction
to
solve
those
challenges?
And
I
want
to
be
clear:
I'm
not
asking
for
your
unwavering
trust
forever.
I'm
asking.
If
you
don't,
then
we
need
to
talk
about
it,
which
feels
like
conflict,
but
let's
work
through
that,
so
that
we
can
build
together,
because
I
need
that
and
we
need
that
as
a
team.
A
A
I
thought
of
it
as
a
sense
of
grounding
and
not
that
we're
in
trouble,
but
a
sense
of
a
floor
that
we
will
then
go
from
and
build
together
in
the
next
year
and
I'm
most
excited
about
next
year's
all
hands
to
see
where
we've
gotten
to
so
with
that
team.
I
want
to
thank
you
for
your
time.
I
want
to
remind
you
that
we
will
have
a
space
for
questions
on
tuesday
there's
a
doc.
A
I
want
to
ask
you
to
take
time
to
reflect
on
what
you've
heard.
There's
a
recording
and
I'll
get
it
up
on
unfiltered
immediately
after
this,
and
I
want
you
to
ask
me
questions
to
make
sure
that
we
understand
together
and
that
we
can
build,
build
trust
and
execute,
because
I
have
faith
in
every
engineer
and
manager
in
this
team,
and
I
have
faith
that
we
can
solve
the
challenges
that
we
have.