►
Description
Sid Sijbrandij is a co-founder and CEO of GitLab, a DevOps platform valued at $1.1 billion. From the amoCONF stage, he tells his story of building a global company made entirely of remote workers, as well as outlining the unique advantages of an open-source business model.
amoCONF 2018 gathered 1500 entrepreneurs at the innovation hub of the world - San Francisco, where successful entrepreneurs share the experience and the inspiration to succeed.
Check out amoCRM at: https://bit.ly/3TcXwgT
Learn more about amoCONF: https://bit.ly/35TCOzB
Facebook: https://www.facebook.com/amoCRMUS/
Twitter: https://twitter.com/amocrm
Instagram: https://www.instagram.com/amocrm/
Linkedin: https://www.linkedin.com/company/amocrm/
A
My
dutch
accountant
said
you
should
sell
you'll,
never
have
to
work
again
and
I
told
my
accountant,
I
really
liked
working.
There
was
just
really
hard
for
us
to
figure
out
which
features
people
should
pay
for
in
the
beginning.
We
said:
oh
features.
If
you
are
a
large
company,
we
have
peoples
from
all
kinds
of
cultures
from
all
kinds
of
ethnicities,
just
by
default.
A
A
First,
a
little
bit
about
get
lab
get
lab
is
a
single
application
for
the
entire
DevOps
lifecycle.
So
we
help
people
go
from
planning
to
do
something
to
making
it
happen
in
software
packaging
that
up
sending
it
out
to
the
world
and
monitoring
and
securing
what
you
just
deployed
and
it
started
in
2011
when
my
co-founder
dimitri
needed
something
like
it
lab,
but
his
company
wouldn't
give
him
any
money
to
buy
something
and
he
fought
to
himself
how
hard
can
it
be
I'll
just
make
it
myself.
A
He
was
in
the
ukraine
at
the
time
and
he
started
programming
and
I
saw
it
only
a
year
later,
I
was
in
the
Netherlands
at
the
time
and
by
the
time
I
saw
it.
300
people
had
contributed
back
to
the
project.
The
project
was
open-source
and
our
mission
is,
everyone
can
contribute,
and
that
happened
and
I
thought.
That's
amazing.
So
I
I
emailed
him,
hey,
I'm,
gonna
start
a
company
around
this
hope
you
don't
mind
and
he
was
like
no
go
for
it
and
then
a
year
later,
2013
he
tweeted
out
to
the
world.
A
I
want
to
work
on
gate
lab
full
time
and
the
reason
was
his
wife
explained
when
I
hired
him
I
said
I,
hope,
you're,
okay
with
me,
hiring
Dimitri
and
him
having
to
work
more
on
get
lap,
and
she
said
no
I'm
really
happy
because
he
was
already
working
a
lot
at
get
lab
now
at
least
he
can
quit
his
day
job.
So
he
doesn't
have
to
have
two
jobs
and
we
got
in
business
together,
but
it
really
feels
like
the
start
of
get
lab.
A
The
company
was
in
2015
when
we
joined
Y
Combinator
Y
Combinator
is
an
incubator
here,
Airbnb
stripe
went
to
that
program
and
that
that
opened
our
eyes
to
the
possibilities
that
are
there
bit
about
the
company
and
what
we
what
we
do.
So
when
we
talk
about
the
entire
DevOps
lifecycle,
it's
all
the
way
from
portfolio
management.
What
you
want
to
make
to
issue
tracking
to
creating
that?
A
So
there's
there's
40
different
ones
and
those
all
have
to
be
integrated
and
if
every
company
of
more
than
a
thousand
employees
probably
has
between
20
and
60
people
just
trying
to
keep
this
whole
heap
of
applications
together,
because
it's
a
lot
of
work
and
that's
the
the
problem
get
lab
soles
get
life,
puts
it
all
in
a
single
application,
so
you're
all
on
exactly
the
same
page
you're
in
the
same
application.
You
see
the
same
thing
as
someone
else,
and
that
helps
because
you
no
longer
have
this
passing
the
baton
from
team
to
team.
A
It's
not
like
hey
I'm
done
with
the
developing.
Let
the
security
people
have
to
look
and
then
I'm
done
with
the
security.
Let
the
QA
people
have
a
look
and
I'm
done
with
that.
Let
the
packaging
people
have
packaged
it
up
and
I'm
done
with
that.
Let's
send
it
to
release
I'm
done
with
that.
Now
it's
up
to
the
monitoring
people,
when
you
do
that,
when
you
have
all
these
different
teams
working
in
different
applications,
you
have
all
these
handoff
moments
and
those
add
time
and
those
create
a
very
long
cycle.
A
It
takes
a
while
to
get
stuff
out
the
door.
Some
companies
we
talk
today
release
software
two
times
every
year
in
order
to
go
faster
from
planning
to
do
something
and
getting
it
out
to
market
getting
it
in
the
hands
of
your
customers.
You
need
to
make
sure
that
everyone's
on
the
same
page,
that
you
have
to
wait
for
the
handoff,
but
that
you
can
start
immediately
and
that's
the
change
that
get
lapse
of
things.
It's
not
that
we
do
something
that's
not
available
anywhere
else
is
that
we
bring
everything
together.
A
We
started
with
this
DevOps
developers
and
later
we
added
more
operations,
then
we
added
security
people
and
by
now
we
realize
that
basically,
every
company
is
turning
into
a
software
company
and
they
all
need
a
really
efficient
lifecycle
in
order
to
go
faster
than
their
competitors
in
the
four
years
since
or
three
years
since
2015,
since
Y
Combinator,
we've
grown
from
nine
people
in
April
14
or
in
April
15
to
375
team
members
now
and
I.
Think.
A
A
We
make
money
by
by
catering
to
the
buyers,
if
you're
an
individual
contributor,
if
you're
a
developer
like
Dmitry
Dmitry
was
and
now
is
you
don't
have
to
pay
for
anything
in
get
lab,
but
the
things
that
matter
more
to
managers
to
directors
to
executives.
That's
the
stuff
we
charge
for
it's
called
an
open
core
model,
most
of
it
open
source
and
then
some
features
cordoned
off
and
it
took
us
a
while
to
get
there.
A
In
the
beginning
we
tried
donations,
Dmitry
used
to
call
it
ice
cream
money
because
it
was
about
$7
a
month
and
he
and
his
wife
would
get
ice
cream
for
it.
Every
month,
then
we
we
started
with
soliciting
more
him
one
month
we
got
to
a
thousand
dollars,
but
that
wasn't
enough
for
to
pay
for
me
and
Demetrius
cost.
A
Then
we
charge
for
support
and
we
sold
support
contracts
and
people
signed
up
and
it
was
great
and
then
we
improved
the
application
to
the
point
that
they
didn't
need,
support
anymore
and
guess
what
they
cancelled
after
a
year
of
not
needing
support.
They
cancelled
the
next
year,
so
that
didn't
work.
Then
we
try
pate
development.
We
said
hey.
If
you
want
a
new
feature
in
get
lab
and
if
you're
an
entrepreneur-
and
most
of
you
are,
you
know,
people
always
want
more
features.
If
you
want
them,
you
can
pay
for
them.
A
It
was
really
really
hard.
There
were
two
big
problems.
First
of
all,
when
there
were
multiple
people
wanting
the
same
people
of
same
feature-
and
we
said:
hey-
guess
what
you're
lucky
there's
another
company
that
wants
the
same,
you
only
have
to
pay
half
now.
Instead,
instead
of
saying
wow,
that's
great
I've
already
committed
$10,000
now
only
have
to
pay
5,000.
They
all
went
silent
on
us.
They
were
like
well
that
the
other
company
pay
for
it.
So
you
have
this
kind
of
waiting
game.
The
other
problem
was
companies.
A
It's
really
hard
for
them
to
pay
for
development.
They
came
to
us
and
said
yeah
I
can
pay
you
for
development,
but
we
also
have
programmers
so
will
contribute
yeah,
they're
Java
programmers
and
they
know
nothing
about
gitlab,
but
yeah
we'll
help
it
was
really
hard
to
get
those
things
to
purchasing.
They
had
a
preferred
agreement
with
some
other
company.
It
didn't
work
paying
for
software.
If
you
get
the
opportunity,
it's
great
people
are
very
used
to
paying
for
software,
so
it's
much
easier
purchasing
process
and
it
has
extremely
high
margins.
A
You
don't
need
to
make
a
lot
of
costs.
Our
margins
are
more
than
90
percent
and
that
really
helps
you
grow
a
company
fast.
It
was
just
really
hard
for
us
to
figure
out
which
features
people
should
pay
for.
In
the
beginning,
we
said:
oh
features,
if
you're
a
large
company
yeah
what
is
a
large
company
and
what
there
wasn't
a
feature
that
large
companies
wanted,
but
small
companies
didn't
want
this
marketing
to
this
to
the
buyer
really
helped
the
person
controlling
most
of
the
budget.
Those
features
what
they
care
about.
A
A
Think
another
thing
I'm
really
really
proud
of
is
our
contributors.
We
got
over
2,000
contributors
by
now
who
commit
contributed
code
to
the
product.
So
when
you
buy
get
live
you
don't
you
don't
buy
what
we
made
you.
May
you
buy
the
best
practices
of
over
a
hundred
thousand
organizations
that
are
using
it
and
if
they're
missing
a
best
practice,
they'll
add
it
to
the
product.
A
Maybe
we
go
to
Y
Combinator
and
we'll
have
it
we'll
have
a
company
with
50
people
and
going
to
Silicon
Valley
really
helped
us
because
you're
a
product
of
your
surroundings
and
at
Y
Combinator
we
came
in
and
there
were
130
companies
that
got
accepted
into
the
program.
It
was
a
room
full
of
people
and
I
said
three
of
you.
Three
companies
here
will
be
a
billion
dollar
plus
company.
If
we
knew
which
ones
there
will
be
free
companies
here,
but
we
don't
and
we're
gonna
help
each
and
every
one
of
you
and
they
do.
A
A
Think
it's
a
really
powerful
thing,
and
if,
if
you
run
a
proprietary
software
company,
maybe
don't
make
your
code
open-source,
but
make
your
issue
tracker
open-source
all
of
the
issues
all
of
the
feature
proposals
forget
lab
and
all
of
the
problems.
People
have
are
open,
it's
ten,
thousands
of
them
and
in
there
are
sales
people
leave
comments
like
hey
and
they
have
to.
You
have
to
naanum
eyes
it
so
a
or
a
potential
customer
with
300
seats
is
interested
in
this
feature.
A
A
That
link
is
only
accessible
by
us,
but
all
the
other
comments
are
there
and
and
very
frequently
are
our
customers
join
that
issue
because
they
can
see
how
we're
thinking
about
it
while
we're
making
and
they
say
no
no
you're
building
the
wrong
thing.
We
had
a
developer
at
gate,
lab
and
says
who's.
This
person,
I,
didn't
see
this
person
on
the
team
page
and
a
person
was
giving
them
very
detailed
instructions
on
how
to
make
what
they
were
making
like
that
person
doesn't
work
for
the
company
like
that
is
someone
from
the
wider
community.
A
A
So
we
have
a
leadership
team.
I
must
say
the
leadership
team
is
a
bit
Bay
Area
heavy.
We
tend
to
find
that
people
with
the
most
experience
tend
to
come
from
this
region,
but
they
all
work
from
a
different
location.
We
don't
have
an
office,
there's
no
part
where
we
congregate,
so
we're
all
remote
and
our
mission
is.
Everyone
can
contribute
and
I
think
that
that
implies
that
you
should
be
able
to
contribute
from
almost
anywhere
in
the
world.
A
But
it's
it's
amazing
to
see
that
for
90%
95%
of
the
people
in
the
world
that
want
to
join
our
company
because
they
read
about
us
because
because
they
like
what
we,
what
they
see,
they're
able
to
sign
up
and
join
us
and
I
think
that
creates
such
a
different
atmosphere
in
your
company
when
the
people
that
are
there
are
there
because
they
found
it
and
they
really
wanted
to
be.
There.
I
want
to
talk
a
bit
about
this.
This
old
remote
this
distributed
way
of
working
because
I
think
it
gives
us
an
unfair
advantage.
A
It
gives
us
a
lot
of
speed.
We
scale
really
fast,
and
even
this
year
will
end
at
400.
People
next
year
will
likely
be
it
800,
people
and
so
being
able
to
recruit.
Great
people
is
very
elementary
and
if
you
have
to
fish
from
the
same
pool
as
all
the
other
companies
in
the
same
city,
that
is
very
hard
so
being
able
to
recruit
from
everywhere
allows
us
to
meet
those
goals,
and
we
don't
have
to
pay
for
people
to
move.
We
don't
have
to
go
to
an
immigration
procedure.
A
It
saves
a
lot
of
time
between
signing
the
contract
and
having
them
start
it's
great
for
diversity.
We
have
peoples
from
all
kinds
of
cultures
from
all
kinds
of
ethnicities
just
by
default,
not
because
we
we
don't
have
to
try
hard
for
it.
It
comes
because
we
recruit
from
anywhere,
and
the
last
thing
is.
It
allows
us
to
kind
of
zoom
in
on
the
people
we
want
to
recruit
and
wherever
we
find
them,
we
can.
We
can
recruit
them.
A
Think
when
you,
when
you're
able
to
recruit
everywhere
I,
told
you
about
the
advantage
it
gives,
because
automatically
you're
gonna
go,
get
a
more
diverse
set.
If
you
hire
four
more
cities
and
countries,
we
also
tend
to
be
all
about
results.
So
when
you
interview
with
us
as
a
developer,
we
don't
have
this
whiteboarding
session
for
you.
A
We
don't
send
you
this
questionnaire
by
a
recruiter
who
doesn't
understand
what
you
do
we
have
well,
we
have
those
steps
too,
but
our
recruiters
are
pretty
good,
but
but
the
most
essential
test
is
you
actually
contribute
to
the
product?
So
if
what
you're
going
to
do
is
what
everyone
else
in
the
company
does
and
what
those
two
thousand
people
outside
the
company
did,
they
actual
make
a
contribution
to
the
product.
A
This
is
a
slide
about
diversity,
but
we
also
put
it
in
our
leadership
practices.
A
gate
like
we
want
to
combine
the
best
aspects
of
hierarchical
leadership
and
of
consensus,
leadership
and
I
think
a
lot
of
companies
struggle
with
this.
They
they
think
it's
a
by
a
binary
skill.
They
have
to
be
either
hierarchical,
which
is
great
because
you
can
make
decisions
really
fast
or
they
have
to
become
census,
driven,
which
is
great,
because
you
get
a
lot
more
input.
A
We
combine
them
because
there's
two
stages
to
making
a
decision.
First,
you
gather
data
and
then
you
make
a
decision.
So
in
the
data
gathering
fist
stage,
everyone
can
contribute.
If
you
look
at
our
issue,
trackers,
even
our
security
team,
most
of
their
issues
are
open.
You
can
talk,
you
can
contribute
your
ideas,
so
everyone
can
contribute,
but
then,
when
you
have
to
make
a
decision,
it's
hierarchical
even
better.
It's
the
directly
responsible
individual.
The
person
who
has
to
do
the
work
makes
the
decision.
You
don't
have
to
convince
everyone
who
left
an
idea.
A
It's
nice,
if
you
acknowledge
the
idea,
say:
oh
thanks
for
contributing
or
giving
a
thumbs
up,
you
don't
have
to
listen
to
it.
You
don't
have
to
defend
it
because
you
find
in
consensus
companies
that
people
are
reluctant
to
open
up,
because
when
other
people
know
that
there's
a
decision
to
be
had
they
weigh
in
and
now
they
have
to
convince
all
those
people.
Some
consensus
companies
you'll
find
lots
of
projects
flying
under
the
radar.
An
under-the-radar
means
not
getting
all
the
input
that
hierarchical
companies,
the
failure
mode
is
obvious
as
well.
A
A
Remote
work
is
also
great
for
us.
I
think
we
have
more
team
members
now
than
we
would
be
able
to
have
without
remote
work.
If
we
would
be
all
located
in
San
Francisco,
the
cost
would
approximately
be
twice
as
much
as
they
are
now
and
that's
the
saving
on
offices.
When
you
come
work
at
gate
lab,
you
don't
have
to
necessarily
work
from
home.
A
If
you
want
to
work
for
an
office,
we'll
pay
for
it
and
a
lot
of
people
that
join
our
bit
hesitant,
so
they
have
an
office
and
then,
after
a
few
months,
their
family
gets
the
hang
of
it
and
they
move
back.
But
there's
no
pressure.
If
you
want
to
have
an
office
for
all
your
time
at
get
what
you
can
get
it,
but
most
people
are
able
to
do
without
and
when
they
have
an
office
it's
in
a
in
their
own
neighborhood.
It
tends
to
be
more
affordable.
A
There's
more
there's
lower
wages.
We
pay
market
rate,
we
pay
a
good
market
rate
in
San
Francisco,
but
also
a
market
rate
anywhere
else
in
the
world
and
that
reduces
our
costs
because
San
Francisco
wages
are
the
highest
in
the
world.
I
also
think
there's
better
productivity,
there's
no
open
office.
There's
nobody
tapping
you
on
the
shoulder.
You
can
manage
your
interruptions,
you
can
just
turn
them
off
and
you
know
you'll
have
that
allotment
of
time
and
you're
not
going
to
be
interrupted
and
it
really
helps.
If
you
have
to
do
a
complicated
task.
A
I
think
there's
a
better
attention.
We've
had
a
lot
of
people
that
were
able
to
move
with
their
partner,
their
partner
got
a
new
job
or
they
got
a
scholarship
or
they
got
a
medical
position
somewhere
and
they
could
move
with
them
and
they
it
didn't
matter
where
get
lab
was
they
could
stay
working?
They
could
take
care
of
their
parents
whatever
it
is,
they
don't
have
to
leave
the
company.
A
I
think
it's
the
future
when
I
talk
to
the
most
recent
y
combinator
bats,
there's
more
and
more
companies
becoming
all
remote
and
I
think
remote
skills
really
well.
If
you
just
wait,
nine
people
like
we
were
when
we
went
to
Y
Combinator,
but
all
means
do
what
we
did
and
go
all
be
together,
I'm,
not
sure
I,
recommend
being
all
together
in
the
same
house
and
working
and
living
there
all
together.
That
was
pretty
intense,
but
it
makes
sense
to
be
in
the
same
space.
A
At
some
point
it
doesn't
scale
you
don't
get
the
same
benefits
anymore.
What
we
try
to
do
is
organize
a
lot
of
the
things
that
happen
organically,
if
you're
in
a
small
group,
so
that
they
would
skill
and
I
think
it's
going
to
be
something
that
more
companies
who
embrace,
if
you
don't
do
it,
for
the
scaling
or
for
the
for
the
financial
benefits
or
for
the
benefits
for
your
company,
do
it
for
the
environment.
A
commute
is
just
a
giant
waste
of
resources,
and
it's
not
just
just
a
car.
A
It's
also
people
taking
care
of
other
people,
people
that
get
labs
say
I
have
more
time
with
my
kids
I
used
to
not
have
breakfast
with
them.
I
used
to
not
have
dinner
with
them,
because
I
would
be
stuck
in
traffic
now
they
can
be
there
and
if
a
kid
needs
to
stay
home
during
the
day
they
can
be
there.
They
don't
have
to
take
a
day
off
of
work.
They
can
combine
the
two
things.
You're
welcome
to
take
a
day
off
of
work.
A
We
have
no
ask
do
Tell,
vacation
policy,
but
there's
more
flexibility,
and
if
you
don't
have
any
kids
lots
of
people
at
our
company
use
it
to
travel.
We
have
a
travel
step
and
they
go
travel,
see
team
members
around
the
world
or
they
just
go
to
nice
locations
and
work
from
there.
I
think
when
I
look,
I
live
in
San,
Francisco,
I
left,
I
live
opposite
a
big
tower
in
soma,
and
that
business
district
is
like
totally
totally
deserted
at
night
and
it
doesn't
feel
like
a
real
city.
A
A
real
city
should
have
a
mix
of
different
things:
I
don't
get
the
business
district
or
central
business,
district
and
I,
don't
think
it
makes
sense.
I,
don't
think
it's
the
future
I
do
think
there
will
always
be
work
and
meetings,
but
I,
don't
think
trucking
everyone
in
the
morning.
Turkeying
everyone
out
in
the
evening
is
the
way
that
our
society
should
look
like.
I
also
think
not
having
a
commute
makes
you
a
much
healthier
person.
A
Thank
you.
There's
there's
a
there's
a
lot
of
there's
data
that
shows
that
the
length
of
your
commute
is
very
correlated
with
the
divorce
rate.
The
longer
your
commute,
the
less
likely
you
are
to
stay
with
your
partner
and
it
makes
sense
you
get
eight
hours
of
sleep.
Eight
hours
of
work.
There's
eight
hours
less
if
you're
going
to
use
two
hours
for
commute.
You
know
that
is
the
time
you
would
otherwise
have
for
your
partner,
but
it's
not
very
intuitive.
To
do
remote.
A
You
have
to
facilitate
a
lot
of
things
that
would
happen
organically
at
a
company
that
was
smaller
and
co-located,
so
we
do
some
things
that
are
not
intuitive
and
I'm
going
to
tell
you
about
them.
It's
also
a
bit
of
an
HR
Chalmers.
We
got
46
countries,
46
different
legal
systems
and
the
legal
systems
are
not
very
familiar
with
this,
yet
we're
making
it
work.
But
it's
a
lot
of
extra
time
and
effort.
A
If
your
remote,
then
the
informal
communication
doesn't
happen
automatically,
so
you
got
to
facilitate
that.
You've
got
to
organize
the
informal
communication
and
we
do
a
couple
of
things.
We
have
a
daily
team
call
and
it's
five
minutes
of
announcements
and
then
20
minutes
of
people
talking
about
their
life
outside
of
work,
and
it
can
be
anything
what
they
had
for
dinner.
Yesterday,
a
project
they've
been
working
on
a
loss
they
had
in
the
family,
a
friend
who
got
sick
almost
anything
goes,
and
it's
really
remarkable
how
much
of
a
connection
that
creates.
A
A
We
also
have
a
group
conversation
every
single
day,
it's
a
maximum
of
10
minutes
of
presentation
from
a
certain
group
at
the
company,
so
it's
about
sales
or
about
a
certain
product
team,
it's
all
about
what
they
did
and
last
month
or
two,
but
it's
called
conversation
because
that's
the
aim.
The
presentation
is
that
just
there
to
get
questions
to
start
a
conversation
about
things
we
we
not
had
them
for
a
while
and
people
said,
I,
don't
know
what's
up
anymore,
I,
don't
have
a
feel
for
what's
going
on
in
the
company.
A
A
It's
a
leader
there.
It's
a
zoom
call.
You
log
in
you
ask
a
question:
it's
very
low
barrier
just
make
yourself
available.
Another
thing
we
do
is
one
on
once
100
once
so.
100
once
is
for
new
people
that
join
the
company.
They
can
ask
questions
to
the
to
the
leaders
of
various
fields
and
if
a
thing
is
asked
about,
and
it's
not
in
our
handbook
somewhere,
yet
we
also
documented
right
there
on
the
spot.
A
very
great
thing
that
was
suggested
by
one
of
our
Israeli
employees
is
virtual
coffee
breaks.
A
All
our
meetings
are
highly
structured
like
if
you
invite
people
for
function,
a
meeting
about
a
certain
subject
and
there's
not
like
a
Google
Doc
right
there
to
take
notes.
That's
a
problem.
However,
we
also
do
the
opposite.
You
can
just
sign
up
to
have
a
half
an
hour
chat
with
someone
else
and
that's
totally
fine.
A
A
Another
thing
is:
writing
things
down
when
you
started
a
new
company,
you
have
100
questions
that
get
LA.
90
of
them
will
be
answered
in
the
handbook.
So
what
people
report
that
started
us
is
everyone's.
So
nice
everyone
really
takes
my
question
seriously.
Yes,
that's
because
you
didn't
ask
the
other
91
you
just
have
10
left,
so
people
I
have
more
time
for
you
there's
over
a
thousand
pages
that
describe
every
one
of
our
processes
and
if
you
like
it,
it's
creative
comments.
So
you
can
just
copy
it
and
use
it
yourself.
A
People
like
the
handbook
like
they
don't
have
to
ask
you,
can
point
people
to
a
certain
page
that
explains
it.
It
also
makes
it
easier
to
change
things.
So
if
you
want
to
change
something,
you
don't
send
an
email,
you
don't
send
a
presentation,
you
change
it
in
the
handbook
and
send
the
changes
to
you
share
those
with
the
rest
of
the
company,
and
it
also
helps
your
diversity.
You
don't
have
to
ask
about
our
diversity
policies.
You
don't
have
to
expose
anything.
You
don't
want
to
expose
you.
A
You
can
just
get
that
so
I'd
love
to
get
questions.
I
can
take
them
here,
but
I'm
on
Twitter.
My
Twitter
handles
there
I'd
love
to
talk
with
you.
Another
policy
that,
if
you
want
to
talk
with
me,
let's
do
a
lot.
Let's
do
a
broadcast
meeting
livestream
to
YouTube
so
that
other
people
can
benefit
and
I
don't
have
to
answer
the
same
question
multiple
times.
Although
I
don't
mind
too
much
but
I
my
door
is
open
and
if
you
want
to
have
that
feel
feet,
just
hit
me
up
on
Twitter
thanks.