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From YouTube: GitLab’s Growth — Deep Transparency Makes a Difference
Description
On this podcast from GitLab Commit Brooklyn, we’re discussing all the latest announcements, heroes, and exciting conversations taking place. We’re joined by GitLab CEO & Co-Founder Sid Sijbrandij, to take us through the myriad of news coming out of this inaugural event.
A
B
Hate
Alex
Williams,
the
new
stack
here
for
another
episode
of
the
new
stack
makers
and
today
we're
at
get
lab,
commit
and
get
lab
commit
is
get
labs
first
user
conference
taking
place
in
Williamsburg
Brooklyn
at
the
Williamsburg
Hotel
and
fitting
my
first
guest
is
sister
Bronte
CEO
and
co-founder
a
kid
Lev
I
said
thanks
for
having
me
out,
you
are
welcome
and
there's
been
some
announcements
today
and
I'd
like
to
just
talk
about
those
briefly.
We
don't
have
all
the
news
yet,
but
we
know
that
you
have
received
this
considerable
amount
of
funding.
C
We're
gonna
continue
what
we
were
doing
and
this
money
will
enable
us
to
keep
hiring
people
and
keep
hiring
people
to
make
get
lot
more
mature
in
every
single
aspect.
Get
life
is
incredibly
broad.
Yeah
started
with
version
control
and
CI,
but
now
we
go
all
the
way
from
planning
what
you
want
to
do
to
monitoring
the
results
of
that
I
want
to
make
sure
every
part
of
get
lab
becomes
as
good
as
the
best
parts.
So.
B
That
company
is
built
on
these
values
that
you've
developed
really
these
values
that
focus
on
really
collaboration.
How
did
you
come
about?
How
did
how
did
you
develop
this
philosophy?
Is
this
something
you
brought
from
another
company
prior
to
get
lab,
or
was
it
just
the
technology
itself
that
seemed
to
really
require
that
level
of
collaboration
and
openness
and
transparency
that
get
lab
really
focuses
on
yeah.
C
Like
every
value
has
different
origins,
not
everything
came
from
me.
Luckily,
it
was
a
collaborative
effort
and
at
a
certain
point
we
had
13
different
values
and
nobody
could
remember
them
anymore,
so
we
had
to
call
them
down,
so
we
started
kind
of
seeing
whether
we
could
group
them.
So
a
lot
of
the
values
came
from
stuff
I
saw
during
my
life.
I
worked
at
companies
like
IBM
and
Procter
&
Gamble
I
worked
at
small
startups.
I
worked
at
big
companies.
C
C
B
C
It's
great
to
see
kind
of
feedback,
unlike
when
we
have
a
new
policy.
We
get
feedback
not
just
from
the
people
working
at
gitlab,
but
also
from
the
wider
community
and
whether
that's
like
diversity
and
inclusion
policy,
or
whether
that's
a
company
strategy
of
Bravo
vedett,
like
people
take
note
and
people
kind
of
say:
hey.
You
have
this
strategy,
but
maybe
you
should
change
it
a
bit
or
maybe
you
should
do
XYZ
and
it's
it's
great
to
see
that
yeah.
B
So
when
you
think
about
you
know
such
things
as
kindness,
which
are
terms
at
maybe
five
or
ten
years
ago,
you
didn't
really
hear
much
in
the
context
of
a
corporation
right.
What
does
it
mean
tnow?
What
does
that
mean
kind
of
an
you
know
when
you're
thinking
about
kindness
and
like
I'm
thinking
too
about
it,
doesn't
always
work
out
with
everyone
in
the
company?
It's
just
you
know,
that's
just
a
natural
thing
right,
you're,
never
gonna
have
a
hundred
percent
success
with
everyone.
B
C
C
C
If
you
get
feedback,
you
should
be
very
clear,
but
that
doesn't
mean
you
want
to
step
on
someone's
heart
right
and
so
I.
Think
of
them
as
I.
Think
of
like
performance
and
and
kindness
is
things
that
can
coexist
and
not
in
the
last
heart.
I
read
it
as
a
reminder
to
myself
I,
sometimes
like
I'm,
quick
to
jump
to
judgment
and
I'm
quick
to
criticize
others,
and
it's
always
good
to
step
back
I'm
like
okay.
C
B
It's
being
aware
of
yourself
in
many
ways,
so
when
you
you
have
a
code
of
conduct,
it's
inspired
by
the
conservative
covenant.
Can
you
tell
us
a
bit
more?
What
inspired
you
to
create
the
code
of
conduct
and
how
that
has
helped
get
lab
to
build
a
more
diverse
community
and
how
retained
how
it
helps
retain
developers
and
what
has
been
some
of
the
outcomes
of
it?
Yeah.
C
So
I
think
the
code
of
conduct
happened.
I
I
was
involved
in
the
process,
but
I
wasn't
the
lead
in
that
process
and
I.
Think
what
we
want
is
a
community
where
everyone
is
welcome,
so
people
contributing
to
get
lab
are
all
welcome
and
that
we
always
criticize
each
other's
ideas
and
not
the
person
since
the
an
open-source
project-
you're
not
you're,
not
an
employee,
another
team,
member
of
a
company.
C
It
should
be
only
about
the
code
you're
not
coming
there
for
feedback
about
you
as
a
person
and
I
think
so
far
as
far
as
I
can
see,
it's
been
a
very
welcoming
community.
I,
don't
think
it's
because
of
the
code
of
conduct.
I
think
it's
for
lots
of
reasons
and
it's
been
great
to
see
the
community
getting
more
active.
B
How
do
you
think
that's
really
played
a
role
in
the
company
getting
to
the
place
where
it
is
now
where
it
has
a
hundred
thousand
customers,
and
you
know-
and
you
do
cover
you
know
so
much
where
you
are
a
developer
platform
they're
really,
for
you
know
your
developer
platform.
That
really
has
a
kind
of
that
single
kind
of
focus,
but
it
encompasses
so
much.
How
is
how
is
this
played
a
part
in
that?
You
know
in
that
success,
I
think.
C
It's
really
important:
we
want
to
make
a
single
application
for
the
entire
DevOps
lifecycle,
so
we're
replacing
tens
and
tens
of
tools
that
customers
and
people
need
certain
features.
So
they
don't
want
to
give
up
on
certain
features.
So
get
live,
needs
to
do
everything,
and
you
can't
do
that
with
just
a
company.
You
need
your
users
to
kind
of
identify,
hey
I
need
this,
it's
not
in
gitlab,
and
some
of
them
will
say:
okay,
I'm
gonna
contribute
it
so
that
constant
flow
of
improvements
is
essential.
C
B
You
also
have
a
Heroes
program,
agate
lab,
and
he
tell
us
a
bit
a
bit
more
about
that.
Why?
What
is
the
Harris
program
you
mentioned
in
in
the
in
the
keynote
this
morning
and
then
actually
one
of
your
keynotes
as
a
woman
who's,
one
of
your
heroes?
Maybe
you
could
talk
a
little
bit
about
you
know
the
concept
of
the
heroes
and
how
does
a
customer
become
a
hero.
C
Yeah,
so
the
heroes
program
is
to
identify
like
who's
important
in
the
community
and
that's
for
two
in
two
ways:
it's
for
us
to
focus
our
attention
as
a
company
on
those
people
to
be
to
help
them,
but
also
for
people
new
to
the
community
to
identify
like
who's
important
and
what
heroes
gather
is
like
to
get
access
to.
Events
like
today
will
pay
for
flights
if
they
want
to
do
something
we'll
send
them
special
swags
that
are
recognizable
but,
most
importantly,
we'll
make
our
teams
available
to
them.
C
We
can't
do
that
for
everyone,
so
it's
important
to
identify
who's
really
contributing
to
the
community.
So,
if
you're
adding
a
lot
of
code,
if
you're
making
it
a
lot
of
improvements
in
documentation
or
like
today,
if
you're
giving
the
presentations
about
gitlab
you're
welcome
to
the
hero
program,
we
might
identify
you
for
actively
or
your
you're
welcome,
to
apply.
And
then,
by
giving
people
that
title,
it
opens
up
doors
inside
the
company
where
people
are
told
to
kind
of
make
time
available
for
them.
So.
B
C
Want
to
enable
people
like
these
people
are
passionate
about
get
lab
and,
as
a
company
gets
bigger
for
a
person
in
the
company,
the
distance
to
the
outside
of
the
company
is
getting
a
lot
for
further.
So
if
you're
in
a
10-person
company,
you
interact
with
people
outside
the
company
a
lot,
if
you're
in
a
thousand
people
company,
which
will
be
in
a
couple
of
months,
it
seems
very
far
away.
You
make
only
a
very
small
percentage
of
your
time
and
your
energy
is
focused
on
that.
We
want
to
broaden
that
up.
C
B
To
get
to
that
last
point
you
mentioned,
and
perhaps
that
could
be
how
we
conclude
the
interview
you
have
hundreds
of
employees,
you're
going
to
be
close,
you're
gonna
be
a
thousand
in
a
few
months.
How
do
you
manage
that
like
they're?
They
all
work,
form
I
know
they
all
work
from
their
homes
or
wherever
they
may
be.
Does
that
make
it
harder
to
run
a
company?
It
doesn't
make
it
easier
to
run
a
company
I'm
sure
there's
it's
kind
of
both.
Maybe
you
could
talk
a
little
bit
about.
B
C
I
think
it
makes
it
easier
to
run
a
company
like
this
I
think,
because
we're
all
remote
we've
been
forced
to
adopt
a
lot
of
best
practices.
Early
on
we've
been
really
good
at
like
writing
down.
What
is
your
job?
What
are
the
success?
Metrics?
What
are
the
things
you
have
to
do
to
own
boards?
What
are
the
metrics
you
care
about?
C
It's
also
a
lot.
It
skills
a
lot
better
if
you're,
all
co-located
and
you're
on
the
same
floor
that
works
really
well,
if
you're
on
multiple
floors
in
the
same
building.
That
starts
to
deteriorate
a
bit
if
you're,
multiple
buildings
in
the
same
city
that
gets
worse
and
then,
if
you're
in
multiple
cities
it's
harder
and
if
you're,
multiple
countries,
it
starts
to
break
down.
C
That's
how
most
companies
work,
that's
how
most
companies
working
that's,
why
companies
are
really
hard
to
scale
and
there's
lots
of
reasons,
but
it's
one
of
the
reasons
and
I
think
because
we
never
had
we
never
skilled.
By
doing
that,
we
always
skilled
by
writing
things
down
and
recording
things.
Those
tactics
are
the
tactics.
C
Are
your
go-to
tactic
size,
your
skill,
so
I
think
we've
been
forced
to
do
that
from
the
beginning
and
I
think
as
we
grow
bigger
it's
starting
to
pay
off,
not
that
we
won't
have
our
scaling
challenges
and
already
seeing
some
things
happening,
but
I
think
we're
scaling
a
lot
better
than
most
companies.
How.
B
C
Essential
so
I
get
live.
We
have
a
thing,
that's
a
rule
that
says
handbook.
First,
if
you're
going
to
communicate
a
change,
see
people
a
change,
the
process
first
put
it
in
their
handbook
and
then
communicate
that
change
to
people
and
by
now
our
handbook
has
grown
to
over
3,000
pages.
I
think
it's
impossible
to
read
all
of
it,
but
you're
going
to
read
the
sections
that
are
relevant
to
the
job
that
you
have
to
do.
C
It's
also
we've
encouraged
people
to
kind
of
record
things
and
share
things
so
we're
trying
to
continuously
to
move
conversations
out
of
slack
and
into
issues
where
everyone
can
see
them.
We
encourage
people
to
kind
of
stream
to
YouTube,
so
I
get
11,
filter,
you'll
find
more
and
more
videos
from
the
company,
and
everyone
participates
in
that.
It's
not
just
the
leadership,
but
most
videos
on
there
are
from
individual
contributors.
C
B
C
First
of
all
it
it
makes
you
really
humble
in
a
video
being
known.
Knowing
it
is
life
streamed
you're,
going
to
be
a
better
version
of
yourself,
hopefully
you're
not
going
to
mince
words,
we're
really
critical
of
ourselves,
and
we
we're
also
on
the
record
about
that
and
the
nice
thing
about
live
streaming.
Is
it
can
be
watched
multiple
times?
C
So
we
have
many
meetings
that
are
just
three
people
and
then
you
look
at
the
view
count
and
it's
40
people,
it's
80
beep,
it's
120
people,
Madden
and
I
had
a
conversation
about
dogfooding
our
own
product
and
we
embedded
it
in
the
hamburger
and
it
really
helped
a
company
change
its
perspective.
Instead
of
me
having
to
repeat
it
a
hundred
times.
The
video
spoke
for
itself.
C
I
had
a
conversation
with
our
chief
revenue
officer
and
it
kind
of
went
viral
on
YouTube
to
the
point
that
his
neighbor,
a
firefighter
was
like
yeah,
yeah
I
heard
you
pitched
that
product.
It
was
great
he's
like
how
did
you
know
that?
Well,
guess
what
it
got
was
under
his
Gmail
Google
gave
an
auto
recommendation,
or
something
like
that
for
that
YouTube
video.
C
C
A
B
C
B
Know
there's
some
interesting
analysis.
You
can
do
on
all
that
video
to
overtime
I
expect
you
know
to
help,
learn
what
you
know
almost
train
that
video
to
understand.
You
know
what
you're
getting
out
of
it
to
some
respect.
Unless
I
must
have
engineers
scratching
their
heads
quite
a
bit
wondering
what
they
can
do
at
this
I.
C
I
think
we
should
get
a
lot
better
and
doing
take
outs
of
the
video
getting
pointing
people
to
the
interesting
parts
and
having
transcripts
of
the
video
below
them,
even
if
they're
generated
automatically
so
I.
Think
it's
there's
a
lot
of
value
to
be
uncovered
we're
over
time
as
we
go.
We're
going
to
get
better
at
doing
that
da.
B
Well,
thanks
said
appreciate
your
time,
it's
good
to
talk
to
you
as
always.
Congratulations
on
the
success
of
gitlab
and
I
know
you
guys
are
very
self-critical,
so
I
don't
want
to
like
you
know,
tell
you
that
this
is
it,
but
it
seems
like
you're
going
in
the
right
direction.
Thanks,
Alex
appreciate
it
thanks
a
lot.