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A
Meetings
like
I
usually
would
come
up
with
something
right
in
a
minute,
marco,
let
some
I
let
some
james,
let
some
mateo
let
some
marilyn-
maybe
you
want
to
you
don't
have
to,
but
you
can
usually
we
start
with
our
updates,
and
then
we
go
to
the
issue
board.
One
thing:
that's
a
bit
troublesome
or
not
troublesome.
That
makes
it
a
bit
different
is
that
we
are
switching
the
main
framework.
A
A
A
I
was
hoping
james
could
join
because
it's
we
are
currently
having
like
one
or
two
a
little
issues.
Otherwise,
the
next
implementation
looks
there.
He
is
nice.
A
Matters
not
here
material
is
not
here.
He
has
to
move
so
he's
busy,
so
I
can
give
an
update
for
him
at
least
a
very
global
one.
So
we
have
some
testers
here.
I
tested
the
the
next
implementation.
We
have
it's.
Looking
very
good,
like
I
wrote
in
dev
chat
that
we
have
seem
to
have
a
problem
with
the
main
deployment,
I'm
not
sure
if
it's
the
deployment
or
if
it's
the
database,
I
think
there
might
be
something
with
the
impact
graph
that
doesn't
talk
as
nicely
to
the
front
end.
A
A
No,
so
we
have
a
a
staging
environment
for
next
now
right,
so
I
will
just
write
those
in
the
chat.
A
So
this
is
staging
and
we
have
a
mainnet
deployment.
That's
also
like
a
test
one,
but
it
lets
us
test
if
what
we
do
works
with
our
main
deployed
database
yeah
and
that
one
yeah
has
has
its
share
of
problems
otherwise
like
if
we
get
that
fixed,
I
think
we
could
just
move
to
next
and
start
with
a
clean
issue
board.
That
would
be
very
nice.
A
I
would
say
it's
a
collection
of
issues,
but
they
are
rooted
in
the
same
course
like
if
we
can
fix
the
communication
between
the
yeah.
So
I'm
not
sure
if
something
is
wrong
in
the
environment,
but
I
don't
think
so.
I
think
it
might
be
the
something
incompatible
but
well
it
really
is.
I
don't
know,
I
don't
know
if
you
had
a
look
james
and
there's
also
yeah.
B
A
At
least,
I
would
say
so
like
I
cannot
make
the
decision,
but
what
do
the
other
testers
think.
C
Yeah
things
we're
working
mostly
on
on
next,
like
most
things
were
working
like
the
unexpected
error
was
cleared,
and
then
we
were
able
to
like
edit
and
update
projects,
but
things
like
once,
we
were
testing
on
main
dot.
Next
that
giveth
it
was
like
a
little
more
buggy,
a
little
more
slow,
not
as
quick
to
load-
and
I
didn't
do
any
testing
yesterday,
but
I
was
doing
testing
earlier,
and
I
know
that,
like
the
last
couple
of
days,
mateo's
been
really
busy
moving,
so
yeah,
that's
kind
of
where
we
are.
A
Yeah,
that's
also
what
makes
this
dev
call
a
bit
awkward
because,
like
he
is
like
the
front
and
center
person
right
at
the
moment,
with
the
switch
yeah
so
mitch,
you
also
takes
a
tested
next,
I
think
so.
We
know
that
the
main
net
version
is
buggy,
but
did
you
guys
spot
anything
that
you
would
feel
we
should
not
move
to?
Whatever
is
on
next.
D
E
Just
updated
to
make
because
I
I
tackled
some
issues
this
week,
but
I
think
that
matthew
didn't
merge
all
the
peers
I
made
so
somehow
merged,
but
over
there
nuts.
E
E
Our
wallet
on
x
die,
so
it's
okay
on
main
net,
but
it
was
not
possible
on
next
day,
but
now
it
should
be
okay,
I
mean
once
the
pr
is
merged
and
also
I've
fixed,
a
wallet
redirection,
because
when
you
click
on
my
wallet
when
you're
in
mainnet
it
redirects
to
the
first
gun,
but
when
you
were
on
x-tie,
it's
also
redirected
on
redirect
on
a
first
gun
instead
of
flux
codes.
So
now
it's
fixed,
so
that's
the
peers
that
are
pending
and
what
did
I
do?
E
Also
I,
what
is
merged
is
there
was
there
was
a
wrong
price
for
xdi
due
to
the
api
we
use.
In
fact
it
does
not
find
the
x-tie
token,
so
the
price
were
was
wrong.
So
now
it's
fixed,
I'm
just
for
searching
for
die
and
not
extire,
and
it
works.
E
Also.
I
fix
the
donation
donation
search
on
on
the
page,
my
donations,
so
it
was
not
possible
to
in
input
search
for
a
certain
project.
Now
it
should
be
fixed.
E
What
did
I
do?
Also?
I
I
fixed
it's
like
the
my
wallet
issue,
with
the
redirection
link
to
etherscan.
I
think
also
that
when
you,
you
do
a
donation,
there
is
a
success
model
and
it
was
not
redirected
redirecting
to
them,
though,
to
the
right
network
on
x-tie,
so
it's
pixels,
so.
E
And
so
yeah,
I
think
I'm
up
to
date
on
the
on
the
then.
C
Up
awesome
thanks
marilyn,
I
actually
realized
one
thing:
that's
still
not
working,
and
next
it's
been
pending
for
a
long
time
is
that
you
can't
add,
updates
to
projects
just
wanted
to
say
that
everything
seems
to
be
working
mostly,
except.
I
can't
update
projects
at
all.
Just
this
field
is
empty.
A
Yeah
it
works
for
me
yeah.
It.
D
Try
different
projects
because
matthew-
and
I
were
finding
this
weird
issue
where
projects
that
were
made
within
a
certain
date
were
returning
that
id
null
of
property
error.
I
don't
know
if
that's
the
same.
One.
D
G
No,
you
shouldn't
be
sorry,
it's
you
know
the
user's
resolved.
You
know
it's
not
it's
not
you.
I
think.
C
Exciting
I
have,
unless
wait,
does
anyone
else
have
any
updates?
Because
I
have
a
couple
of
things
I
wanted
to
mention
to
everybody.
C
Awesome
cool,
so
we've
been
talking
with
the
gift
team
about
how
we
want
to
launch
the
test
net
for
gardens
and
it's
going
to
be
on
rinkeby.
So
it
would
be
great
if
we
had
a
version
of
staging
on
rinkeby-
and
I
already
mentioned
this
to
mateo
and
he
was
like.
Oh
okay,
like
I'll
put
it
on
my
list,
but
yeah
and
basically
the
idea
is
just
that
we
can
test
everything
all
at
once.
C
B
A
B
A
Sorry,
okay,
it
might
be
a
problem
that
we
have
the
impact
graph,
also
on
robson.
Otherwise
I
think
we
would
just
need
to
switch
the
network,
but
then
we
we
probably
also
need
a
a
date,
an
empty
graph
instance
that
runs
on
drinkybee.
C
Cool
and
that
that
would
be
awesome
and
then
the
other
thing
is
the
three
box
project,
verification
thing
which
we'd
also
like
to,
because
we
want
to
be
doing
like
all
the
testing
for
all
the
give
back
stuff
as
soon
as
possible.
So
it's
like
once
we
have
like
three
bucks
and
the
testing
on
rinkeby
and
we
get
gardens
launched.
Then
we
can
do
all
the
testing
all
at
once
very
exciting.
C
C
This
is
why
so,
there's
also
we're
like
looking
for
another
back
end
developer
or
almost
looking,
for
we
have
like
the
job
posting,
but
it
sort
of
needs
to
be
reviewed
by
someone
who
knows
and
yeah
it's
just
basically
to
bring
more
supporting,
because
he's
been
doing
a
lot
with
the
next
migration
and
then
also
moving
and
and
then
you
know
we're
all
here,
like
oh
mateo's,
not
here
yeah,
he
put
himself
in
that
position
where.
A
He
is,
he
is
like
the
absolute
center
point
because
he
made
that
that
great
migration
yeah.
I
would
say
that-
comes
after
a
move
for
the
big
website,
but
I
can
work
on
setting
up
the
input
graph
for
rinkeby,
at
least.
B
I
mean
this
three
bucks
even
exist
anymore.
I
believe
it's
now
idx
and
it's
like
deeply
integrated
with
ceramic
and
all
this
kind
of
business
so
like
in
my
mind,
like
I've,
been
building
an
idea
over
the
last
weeks
that
then,
the
future
of
the
impact
graph
is
in
ceramic
with
idx,
basically,
which
basically
makes
me
feel
like
we
shouldn't
be
hiring
a
back-end
developer,
and
I
also,
if
I'm
honest
about
it,
I
feel
a
bit
frustrated
that
this
decision
was
made
without
even
asking
mateo
or
me
or
otherwise.
B
So
I
feel
like
completely
out
of
sync
with
what
I
think
should
happen
and
like
what
is
what
is
planned
and
what's
happening?
Basically
yeah.
That's
all
I
would
say
for
now,
like
I
think,
like
we
can't
really
rush
into
the
three
box
thing
right
now.
I
think
like
we
need
to
really
take
a
step
back
and
consider
like
the
bigger
picture
and
what
we
need
to
do
before
we
take
any
of
these
other
actions.
Basically,
obviously
the
short
term
actions
are
quite
clear.
B
Right
like
we
need
to
get
next
js
stable
and
live
like
that's
for
sure,
but
I
really
feel
like.
I
really
felt
a
bit
concerned
like
with
with
how,
with
how.
B
Things
are
going
basically,
I
would
say
so
I
I
don't
know
how
to
resolve
that.
Necessarily
like
I'm
trying
to
take
a
step
back
right
now
and,
like
I
don't
know,
maybe
there's
some
responsibility
on
my
shoulders
like.
I
also
feel
that,
like
this
kind
of
stuff
is
part
of
the
reason
why
I'm
stepping
back
a
little,
also
because
I've
been
feeling
like
frustrated
around
things
like
this
anyway,
not
to
be
sad,
it
is
very
exciting.
I
mean
the
future
is
amazing,
but
I
think
like
we
really
need
to
consider.
B
H
Yes,
yeah,
I
shared
exactly
the
same
concerns
as
as
james
for
for
quite
a
while
now
that
I
that
that
was
one
of
one
of
one
of
the
reasons
why
I
initiated
this
like
sprint,
plannings
and
tried
to
actually
try
to
organize
stuff
around
here
was
because
of
the
stuff
that
is
happening
right
now,
and
all
everything
that
james
is
talking
about
every
every
new
feature
or
whatever
we're
just
adding
stuff
and
we're
just
developing
stuff.
There's
no
road
map,
there's
no
clear
view
of
where
we're
heading.
Where
we're
going.
I
mean.
H
Obviously
there
is
like
a
major,
but
we
need
better
organization.
I
think
that's
organizational
issue
and
looking
at
the
board
right
now
and
filtering
my
issues,
I
actually
moved
them
all
to
the
backlog
because
I'm
hesitant
to
actually
start
working
on
any
of
those,
because
I
don't
know
what
will
happen
with
that
like
in
the
future.
Should
I
start
redesigning
this
stuff?
Should
I
align
with
the
give
backs
what's
happening
with
the
give
back?
Someone
is
mentioning
three
bucks.
There's
several
interactions
around
tree
box.
H
H
Have
a
call,
you
know
all
together
and
see
how
we
can
better
organize
or
have
one
person
who
will
be
responsible
for
you
know,
planning
and
all
that
kind
of
stuff.
But
before
that
all
of
us
we
need
to
sit
down,
make
a
list
of
features
and
decide
what
the
road
map
looks
like
in
coming
months.
H
What
what
are
the
major
releases
we
want
to
have
like
this
this
this
year,
like
this
quarter
next
quarter
by
the
end
of
this
year
and
then
start
planning
around
that
and,
and
so
that
will
also
you
know,
we
won't
get
frustrated
that
much
when
we
do
our
work,
because
we
know
exactly
what
we're
doing
and
we
will
have
clear
tasks
for
each
week
and
we
know
where
we're
heading,
and
so
I
feel
your
frustrations
james.
C
Yeah,
I
think
a
big
part
of
it
is
like
I
mean
a
lot
of
like
there's,
not
a
lot
of
I'm
I'm
in
the
dev
calls
and
muscle,
and
they
give
back
calls,
but
there's
not
a
lot
of
otherwise
overlap
like
here.
We
meet
with
all
the
deafs
like
we
have
like
you
guys,
and
then
there
is
like
mostly
just
like
griff
willie
edu
forest
ashley
me,
and
so
it's
like
these
two
components
need
to
like
have
a
merger?
Really,
you
know
because
it's
like
over
there,
we're
like
we're
launching
gardens.
C
C
C
H
I
don't
think
I
don't.
I
don't
think
it's
a
meeting's
time
or
I
it
doesn't
matter
like
we
can
do
stuff
facing
until
we
have
like
a
clear
road
map,
what
we're
actually
building.
We
can
easily
align
async.
It
doesn't
matter
like
if
you
have
calls
in
the
middle
of
the
night
in
our
time
or
whatever
their
meeting
notes
whatever.
H
But
if
we
everybody
doesn't
know
what
we're,
where
we're
heading
and
what
we're
building
and
what
our
future
release
will
look
like,
then
we
can
have
as
many
meetings
as
you
know,
as
we
want
we,
we
still
won't
get
aligned
and
the
person
you
were
mentioning.
Who
needs
to
be
like
the
glue,
I
think,
like
we
call
that
person,
the
scrum
master,
so
that's
the
one
who's
who's
probably
going
to
be
gluing
together
all
these
different
groups,
but
before
that,
as
I
said,
we
need
to
have
a
clear
roadmap.
H
We
need
to
have
that
discussion
and-
and
a
similar
thing
you
know
happened
before
at
giveth
and
kai
is
probably
aware
of
that,
like
we
were
building
this,
you
know
just
like
on
the
go
and
adding
those
features
and
all
that
kind
of
stuff,
but
I
think
we
shouldn't
waste
our
resources
and
our
time
and
and
we're
gonna
solve
that
by
by
just
better
organization.
H
Yeah-
and
I
think,
like
willie
and
griff
should
definitely
be
present
on
those
calls,
and
I
wanted
to
raise
this
to
them
already.
I
just
didn't
get
a
chance
to,
but
I
will
speak
to
grip
this
this
friday
about
it.
We
should
definitely
have
that
and
it
should
be
like.
Maybe
it
should
be
like
two
sessions.
You
know
it
doesn't
matter
tree
as
much
time
as
we
need.
H
You
know
just
to
iron
out
the
the
road
map
and
discuss
our
strategy,
because
that
will
also
reflect
to
how
and
the
further
steps
that
the
communications
team
will
be
doing
development
thing
we'll
be
doing
design
single
person.
Me
will
be
doing
you
know,
so
it's
really
important
to
have
this
roadmap
clear
and
and
understandable
for
everybody.
H
I
B
B
It's
like
it's
just
it's,
and
this
is
what
I
mean
it's
like
it's
a
meta
conversation
that
we
need
to
have
like,
and
maybe
it's
just
me
you
know
like
I
I'm
not
saying
things
are
right
or
wrong
like
I
think
it
does,
does
have
a
history
and
we
we're
a
bunch
of
hippies,
and
I
love
you
all
and
some
things
work
better
than
others
right
and
like
this.
This
is
not
working
for
me
for
producing
product.
B
You
know,
like
I'm
doing,
research
on
I'm
sorry,
I'm
gonna,
I'm
gonna
vent,
I'm
just
gonna
stop
now,
because
the
reality
is
that,
like
I
need
to
have
a
conversation
with
people
that
are
not
on
this
call,
and
this
is
my
problem,
not
yours.
So
I'm
sorry
but
like
I,
since
yesterday
since
forrest,
you
sent
me
that
email
that
message
about
can
I
look
at
the
description
for
a
back-end
developer.
I
got
pissed.
Basically,
I
was
just
like
okay.
This
is
like
now.
B
H
No,
no,
I
just
want
to
add
to
this
like
when
it
comes
to
your
comment
regarding
you
know
how
products
are
built.
I
don't
think
that's
a
personal
thing
thing,
it's
actually
it's
it's.
It's
actually
a
thing
how
products
are
built
and
you're
you're
100
right.
We
should.
There
are
some,
you
know,
ways
and
and
frameworks
and
how
we
should
be
building
a
product
and
it's
not
like
a
personal
preference,
and
we
should
just
you
know,
follow
those
steps
and
that
those
frameworks
and
and
that's
it.
A
I'm
I'm
just
wondering,
and
because
monique
was
so
nice
to
join
us,
who
has
the
qualification
to
do
many
of
the
things
that
were
just
mentioned?
What
do
you
think
could
do
you?
G
Hello
yeah,
I
act
with
the
green
fan
and
I'm
gonna
talk
with
willie
tomorrow
and
I
also
talked
with
lauren
and
amin
about
the
joining
the
team
and
I
will
be
happy,
but
you
know
I'm
right
now,
I'm
just
discovering.
G
What's
the
problem
is-
and
here
I
can
do
everything
that
you
might
need,
but
I'm
wondering
don't
you
have
any
kind
of
a
project,
scheduling
or
you
know,
designing,
mvps
or
quarterly
targets,
and
you
know
because
I
think
it's
essential
and
I
and
I
it's
very
it
looks
very
good
to
now.
So
if
you
don't
need
any
of
these
and
you
did
your
best
and
the
outcome
is
that
website
is
pretty
good.
G
What's
the
problem
and
so
might
you
might
not
need
any
product
owner
or
product
manager?
If
you
happy
with
this
routine,
but
if
you're
not
the
best
thing,
I
think
it's.
The
responsibility
goes
over
the
all
team
members,
not
the
just
one
person
and
everybody
and
everybody
no
needs
any
authority.
I
think
everyone
should
do
its
own
responsibility,
for
example
a
developer.
If
I
put
a
developer
hat
on
my
head,
it's
my
role,
I
have
to
do
my
responsibility.
G
Make
sure
everybody
accepts
or
quarterly
targets
or
goals,
and
then
next,
for
example,
targets
of
laura
sprint
and
what
we're
gonna
making
in
the
next
few
next
year
and
what
you
know:
the
whole
map
and
yeah
we
and
it's
not
just
the
thing
that
I
think,
okay,
let's
do
it.
No,
no
all
of
the
team
members
should
say
it's
the
best
thing
that
we
have
to
proceed
and
accept
it.
So
I'm
here,
if
I
can
make
any
help
during
this,
I
can
play
a
role
as
a
scrum
master.
G
I
can
play
royals,
agile
kind
of
mentor
or
product
manager
or
doc.
G
A
project
kind
of
you
know,
assistant
to
everyone
to
you
and
maybe
a
tester.
I
can
join
your
team
as
a
tester,
but
you
know
we
have
to
do
all
of
these
things
that
you
said
it's
all
responsibility.
So
it's
it's
the
team's
responsibility
to
have
a
roadmap
and
to
be
a
strike
that
roadmap
to
tran
to
get
all
things
transparent
for
all
these
stakeholders
and
even
make
it
clear
with
the
very
short
steps
for
everybody
to
take.
G
Even
the
issues
you
know,
all
of
the
issues
should
be
very
transparent,
as
small
trans
testable
for
every
developers
and
every
team
members.
So
I
can
I'm
here
to
help
wherever
the
team
decide,
I
can't
believe
it
wrong.
Thank
you.
H
H
Because,
like
everybody
on
this
team,
as
long
as
they
know
what
they
need
to
do
and
don't
have
any
blockers,
we're
very
productive,
so
we
just
need
a
clear
road
map
knowing
what
to
do
and
no
blockers.
That's
all.
J
B
Marco
is
doing
a
good
job
also,
but
I
think
it
would
be
great
to
like
I
mean
I
believe
you
have
a
lot
of
experience,
and
so
it's
always
great
to
like
mix
different
people
bring
new
people
in
with
different
experiences
that
they
can
bring
in
what
they
know
and
their
ideas
right
and
things
like
this.
But
as
marco
said,
like
I
mean
it's,
it's
part
of
the
it's
one
part
of
the
problem
I
would
say,
like
the
other
part
of
the
problem,
is
the
bigger
strategy
and
how
it's
decided
like
in
this
democracy.
B
We
have
here
and
like
that.
B
It's
I
feel
like
it's
a
power
that's
been
taken
away
from
us
or
that
I
never
had,
or
something
like
this,
that
disables
my
ability
that
disabled
my
ability
to
actually
get
done.
You
know
what
I
mean
that
we
couldn't
decide
like
what
is
in
and
what
is
not
like.
There
was
no
fixed
like
milestone
of
like
by
this
time.
We're
gonna
have
this
done.
It
was
a
constant
scope
creep
that
was
decided
by
people
that
is
on
us
and
like
like
that's
like
it's
the
interface
of
this
team
with
the
bigger
giveth
itself.
B
G
I
know
even
at
the
routines-
or
you
know,
ceremonies
like
you
know,
a
sprint
review
or
sprint
planning
the
customer,
all
of
the
customer
or
the
representative
of
the
customer
and
the
stakeholder
should
be
present.
You
know
and
that's
why
we
select
agile
or
less
gram.
G
You
know
methods
for
developing,
so
in
the
short
period
of
time
all
the
stakeholders
were
should
be
in
the
team,
and
I
think
why
is
not
grief
here.
Why
we
decide
he's
not
here,
or
he
just
looks.
G
So
that
I
think
it's
not
about
these
strategies,
you
know
at
the
old
times
these
strategies
go
to
the
room
and
decide
what
the
developer
things
do,
but
in
the
in
this
method,
all
the
customers,
all
the
stakeholders,
should
be
present
and
after
each
sprint
we
should
decide
what
to
do
even
for
the
very
short
steps,
not
the
very
longest
steps.
So
it's
a
kind
of
you
know
we're
going
to
add
agile
method
of
the
doing
products.
G
Not
you
know
the
old
project
management
thing,
and
so
I
think
we
can
do
it
very
simple
by
just
you
know.
Even
for
you
know,
instead
of
having
several
meetings
each
person
with
the
stakeholder,
you
should
bring
the
stakeholder
the
customer
together
with
this
team
and
decide
and
have
you
know,
a
longer
decision-making
meetings.
G
All
of
us,
and
one
should
you
know,
gather
all
the
opinions
and
make
it
clear
for
the
team.
That's
like
hey
team
the
next
month.
We
should
go
this
way
and
we
shouldn't
have
any
blocker.
We
are.
We
are
the
way
or
not.
So
if,
if
any
blocker
exists,
so
hey
the
other
team,
what
what
you
should
be
doing
should
we
plan
or
should
we
go
away
and
not
develop
any
a
feature?
So
I
think
it's
a
problem
and
it's
messages.
K
G
Yeah,
even
at
the
review,
you
know
if
that
the
review
a
representative
of
a
customer
or
a
stakeholder
for
the
present
at
the
planning,
if
they
should
be
present,
if
we
have
retrospective
meetings,
we
should
tell
what
we
think
in
every
retrospective
meeting
hey
a
stakeholder.
This
is
my
problem.
Why
don't
you
accept
me
to
do
this
to
do
that?
G
Hey
team
member,
hey
customer,
hey
tess
there,
you
blacked
me
what
what
to
do
for
to
you
know
overhaul
these
problems
and
you
know,
but
it's
just
a
method,
I'm
not
insistent
on
it
and
it's
it's
just
the
thing
that-
and
I
know
you
know
I
work
with
the
more
than
20
teams
in
last
10
years
for
product
development
and
sometimes
just
do
the
all
the
project
management.
G
Some
some
teams
pick
up
the
kanban
method
or
the
kind
of
this
e-safe.
You
know
lots
of
metal
school
part
of
development,
but
I
think
here
we
can
go
agile
and
select
the
scrum,
but
the
team
should
select
that.
Is
it
okay,
this
or
not,
and,
as
a
you
know,
a
kind
of
a
product
man.
I
can't
make
or
targets
clear
for
everybody
I
can
take
this.
G
You
know
responsibility
and
also
I
can
design
you
know
the
mid-term
targets
and
after
that,
for
every
sprint
you
know
I
I
will
be
come
here
to
the
team
and
say:
okay,
these
are
the
things
that
we
can
and
do
the.
Let's
see
what
will
happen
and
I
can
do
this
and
for
his
grandmaster
job.
I
can
you
know,
take
a
look
at
the
board
every
day
and
make
it
clear
for
everybody.
G
If
anybody
has
a
blocker
can
instantly
contact
and
try
to
move
that
blocker
and
you
know,
and
even
at
the
sprint
lining
the
team
shouldn't
accept
any
issue
or
any
story.
You
know
uses
stories
that
are
dependent
to
the
thing
that
might
be
a
blocker.
G
The
user
story
should
be
very
clear,
independent,
small,
testable
line.
You
know
that
these
are
they.
It
said
that
the
user
story
should
be
invest
I
for
independence,
you
know
and
for
a
small
or
valuable.
You
know
these
are
things
that
I
know
I
can.
You
know
set
dod's,
sets
test
scenarios
for
this,
and
it's
it's
all
up
to
you
to
think.
Is
it
good
for
the
for
the
team
or
not?
G
You
know,
that's
a
problem
yeah
that
and
you
know
the
planning
and
you
know,
go
to
this
kind
of
methods
to
project
management.
You
know
getting
all
the
things
together
to
have
the
very
long
meetings
to
plan
without
any
developer
doesn't
mean,
I
think
you
know
we
have
to
do
resource
management
first
and
see.
Is
it
any
resource
that
we
have
to
have
planning
for
it
or
not?
G
But
at
this
point
I
think
that
we
have
more
less
than
you
know:
two
persons
right
now,
you're
gonna
have
less
than
or
two
of
full-time
persons
for
developing
a
it's
meant
to
do
at
the
both
front
and
back
ends
or
just
the
banking
materials.
More
fontaine,
merlin
is
a
wizard
and
he
can
speak
for
himself
and
what
about
the
banking
developer?
Do
you
just
do
it
all
of
things
you
do.
B
G
You
have
to
investigate,
but
I
think,
let's
see
what
what
would
happen
and
we
might
not
need
any
planning
or
you
know
routine
ceremonies
or
scrum
sermons.
But
marco
knows
all
the
things
better
than
me.
Go
ahead.
Marco
you're,
perfect
man.
H
Yeah
I
mean
there
are
certainly
ways
how
we
can
approach
this
you
mentioned.
We
have
a
problem
that
we
don't
have
a
developer
and
how
we're
going
to
plan
that.
Well,
when
we
have
a
planning
session,
we're
probably
going
to
take
that
into
account
and
then
we
will,
you
know,
see,
see
which
features.
H
Are
we
going
to
be
building
and
not
end
up
in
a
situation
where
we're
preparing
to
build
something
without
having
the
resources
and
then
again
having
some
blockers
so
so
yeah
and
when
it
comes
to
like
structured
workshops,
I
can
definitely
help
with
that
as
well,
but
we
just
need
to
get
on
board
everybody
and
set
up
those
workshops,
and
then,
after
that
mo,
if
you
want
to
help
us
with
the
you
know,
technical
stuff
and-
and
you
know
doing
the
writing
and
managing
the
boards
and
all
this
kind
of
that
would
be
great
but
yeah
anyway.
H
We
need
to
change
something.
That's
definitely
we
need
to
change
something.
We
need
to
change,
how
we
approach
building
a
product,
because
I'm
sure,
like
james
you
spend
sometimes
in
consultancies.
I
spent
my
whole
life
in
consultancies.
I
know
how
products
are
built.
There
are
different
approaches
and
ways,
teams
build
products,
but
like
overall,
it's
it's
it's
basically
the
same
right.
It's
just
like,
maybe
different
from
team
to
team
how
they
are
organized
internally,
but
how
you
build
products,
it's
it's
a
one-way
or
you
know
engine
in
general.
H
So
I
think
it's
no
brainer.
We
should
do
the
same.
H
And
yeah,
as
as
the
next
steps,
I'm
gonna
suggest
this
to
griff
next
time
I
speak
with
him.
I'm
gonna
ping,
willy
about
it
or
whoever
speaks
with
willy
first
mention
that
and
we
can
set
up
something
early
june
or
next
week
or
whenever
I
don't
know
so,
yeah.
C
C
C
Building
with
next
and
then
like
the
last
week,
it
was
like
really
kind
of
like
quiet,
except
for
mateo
in
the
in
the
board,
and
so
it
was
just.
I
don't
know
confusing
to
me
and,
like
I
I
just,
I
was
like
also
send
a
message
to
everyone.
We
didn't
do
any
sprint
planning
last
week,
and
so
I
was
gonna
write
these
like
what's
dappening
updates,
but
we
didn't
really
have
anything
to
update.
C
We
were
just
kind
of
okay,
we're
still
working
on
this
build,
and
then
I
tried
to
like
get
people
to
look
at
the
board,
but
then,
like
nobody,
really
responded,
and
so
it
was
also
confusing.
So
I
think
like,
if
there's
more
communication
of
like
like,
if
you
don't
have
a
lot
to
commit
like
you,
don't
have
a
lot
of
time
to
commit.
Then
can
we
just
like
say
that
and
say
like
what
we
can
actually
accomplish
and
I
don't
know
yeah
I
try.
B
Yeah
you're
right
and
thank
you
so
much
lauren
for
all
of
your
efforting
and
your
great
spirits,
and
I
think,
like
it's
always
darkest
before
the
dawn,
and
I
apologize
for
my
absence
like,
as
I
say
like,
I
am
trying
to
withdraw
myself
at
the
moment
anyway.
Now,
like
my
short-term
or
medium-term
future,
is
not
is
not
really
what
giveth,
I
would
say
like
most
of
my
efforts
with
the
way
things
are
shaping
up
right
now,
unless
some
miracle
happened
or
whatever.
B
Like
that's
my
intentions,
I
would
say
like
in
the
in
the
short
to
medium
term,
but
I
feel
like
we
need
to
it's
like
you
have
a
relationship
with
friends
and
partners
and
family
and
all
this
kind
of
stuff
right
like
there's
some
unspoken
business
that
needs
to
be
cleared
up
or
some
kind
of
like
you
know,
cleaning
up
the
bucket
needs
to
be
done,
and
then
things
can
really
move
forward
together
right.
B
But
I
think,
like
it's
really
clear,
that
we
need
some
more
structure
and
commitment
right,
like
it's
kind
of
like
you
know,
we
we
plan
on
a
more
strategic
level
blocks
of
time,
whereby
we
try
to
execute
fixed
things
that
do
not
change
that
people
cannot
just
do
whatever
the
hell
they
want
whenever
they
want
like
we
commit
and
agree
with
each
other
that
this
is
what
we're
doing
in
this
block
of
time.
Do
we
have
the
resources
to
do
that?
We
plan
it
and
we
do
it
right.
A
B
Probably
a
combination
of
reasons,
so
I
would
say
we're
not
at
our
best
right
now,
but
it
doesn't
mean
that
we
can't
pick
ourselves
up
again
and
like
dust
ourselves
off
and
move
forward
better
right.
D
K
C
Yeah-
and
I
think
matteo
was
saying
he
even
had
like
a
friend,
and
I
mean
oh,
you
lost
your
headphones
yeah.
I
I
think
I
oh,
we
can't
hear
you.
I
can't
hear
you
yeah,
I
I
kind
of
was
like
oh
wow.
Look
we're
hiring
a
back-end
developer,
but
then
was
like
sort
of
happy
about
it,
because
I
can
see
how
that's
something
that
we're
missing
a
little
bit
more
development
support
and
yeah.
So
I'm
not
sure
like
where
the
communication
gap
was,
but.
B
I
I
was
like:
okay,
like
we
need
more
developers.
That's
true
right,
like
what
triggered
me
is.
First
of
all,
is
that
I
I
was
asked
if
I
would
do
an
exit
interview,
and
that
was
weeks
ago,
and
no
one
did
it
so,
like
first
of
all,
I'm
asked
to
help
hire
someone
before
they've
even
asked
me
why
I'm
leaving
right
in
the
first
place
right
and
part
of
the
reason
why
I'm
leaving
is
because
like-
and
this
is
it
like-
it's
like-
I
want
to
write
smart
contracts.
B
Mateo
wants
to
write
smart
contracts
right
and
then,
like
the
message
is
saying
like
okay,
can
you
please
help
to
and
like
for
us?
This
is
nothing
personal
against
you.
Please
don't
take
it
in
that
way
at
all
right
like
it's,
not
it's
got
nothing
to
do
with
you
right,
like
the
message
said
basically
like.
Can
you
help
to
help
with
this
description
of
a
back-end
developer?
First
of
all,
I
don't
think
we
need
a
back-end
developer.
B
Second
of
all,
like
don't
worry,
don't
worry
about
the
solidity
developer
role,
because
there's
people
inside
the
organization
that
are
interested
in
doing
that.
I
would
have
been
interested
in
doing
that
if
someone
had
asked
me
if
I
want
to
do
that,
then
I
might
not
have
left
in
the
first
place.
I
So
I
very
specifically
didn't
put
any
information
about
this
developer
position,
having
anything
to
do
with
smart
contracts
or
solidity,
because
we
have
that
covered
internally,
but
I
think
the
reason
why
there
was
a
slivy
developer
role
previously
positioned
for
is
because
we
need
someone
fully
dedicated
to
that
who
has
already
launched
these
kind
of
projects
and
can
really
take
that
on
in
a
lead
position.
That's
not
already.
J
H
Can
I
just
say
something:
yes,
we
got
10
more
minutes.
I
I
would
suggest
that
I
mean,
since
this
is
this
turned
like
into
more
like
a
governance
discussion.
D
G
Can't
type
it
marco.
D
Yeah
this
sounds
like
a
lot
of
laundry
that
needs
to
be
aired
with
some
people
that
aren't
in
this
call
and
figure
out
some
of
these
issues.
D
But
I'm
agreeing
with
what
a
lot
of
people
are
saying
here
that
we
should
maybe
figure
out
like
what
our
actual
big
strategy
is,
and
it
sounds
like
monic.
Maybe
you
have
some
ideas
or
you
will
have
some
ideas
for
us
and
we
can
get
that
started.
G
You
know
I
I
usually
can
set
up
a
meetings
about
it.
Everybody
join
us
and
before
that
we
might
have
a
very
clear.
You
know
draft
for
strategy
that
every
everyone,
what
was
that
everyone
to
see
the
future
and
things
that
we
have
to
have
these,
for
example,
items
or
these
targets,
and
after
that
we
start
meeting
with
the
stakeholders,
everyone
who
talked
about
it
and
we
can
make
you
know
quarterly
targets.
You
know.
G
I
just
know
that
this
way
and
not
the
other
way,
we
should
set
quarterly
goals.
First
and
after
that
we
have
to
draw
some
kind
of
milestones
and
for
each
milestones
we
have,
you
know,
predict
some
release
plan
and
for
each
release
plan
we
have
might
have
some
epics
and
for
each
epic
we
have
to
have
some
user
stories.
But
back
to
that,
we
have,
to
you
know,
talk
all
about
all
all
these
together.
G
I
don't
think
that
one
or
two
percent
should
do
it
with
this
stakeholder,
and
we,
you
know,
a
leader
of
a
team
should
make
it
make
the
goal
clear
for
everybody,
and
I
can
do
this.
G
I
can
make
a
you
know:
go
talk
with
each
of
you
and
make
a
draft,
or
you
know
a
lot
of
future
and
certain
meetings
to
talk
about
it,
and
I
can
do
also
resource
planning
investigates
how
much
hours
everybody
can
contribute
in
the
team
in
which
role
and
plan,
for
you
know
the
each
sprint,
and
these
are
the
things
that
I
know
and
can
help.
C
I
asked
this
person
in
the
chat,
because
this
call
was
really
a
lot
about
some
pent
up
frustrations
and
some
just
like
issues
that
are
happening
also
with
like
miscommunication
is
the
gravity
type
form
that's
being
used
by
the
tec.
C
It's
really
great,
so
wonka's
leading
the
gravitons
or
like
the
gravity
section,
which
has
a
lot
to
do
with
like
conflict
resolution
like
alternative
dispute
resolution
using
non-violent
communication
and
like
mediation,
and
I
I
think
it's
really
awesome
what
they're
doing
and
wonka
joined
our
last
gov
call
and
not
everybody
was
there,
but
he
joined
the
last
gov
call
and
he
was
like
hey.
We
could
also
use
this
type
form
and
if
we
could
see
a
use
with
like
gravity
as
well
and
giveth,
and
we
could
maybe
also
get
some
support
from
him.
C
It
might
be
great
so
anyway,
and
and
the
cool
thing
about
the
typeform
as
well
and
like
just
in
general,
like
gravity
is
like
when
small
things
happen.
I
think,
like
the
the
major
issue
is
like
when
we
have
these
small
things
happen,
and
then
we
like
compress
them.
We
compress
them.
We
compress
them.
We
don't
address
them
and
then
they
get
to
be
like
bigger,
bigger
things
and
then
they
like
end
up
like
making
a
big
explosion.
C
So
it's
like
even
when
disputes
are
small
like
they
can
be,
like
you
know,
done
with
some
kind
of
like
mediation
means
like
gravity
or
sometimes
it's
just
like
simple,
sometimes
just
like
saying
what
it
is.
That's
frustrating
to
you
in
like
an
honest
way,
we're
also
taking
responsibility
for
your
emotion,
I
think,
has
an
amazing
like
long-term
effect,
so
I
think
it'd
be
great
if
we
brought
gravity
more
into
giveth
and
this
could
be
used
right
now.
So
I
posted
the
typeform
in
the
chat
and
that's
my
little
spiel,
for
it.
A
Thanks,
I
think
we
said
we
we
would
revisit
this
around
the
gov
meeting.
I
also
wanted
to
suggest
we
should
probably
we
can
probably
also
like
extend
sunday
meetings
like
there's
the
meme
meeting
after
community
call.
I'm
just
saying
this
because
of
willy
is
usually
reachable
on
sundays
or
it's
the
best
for
him.
I
Also,
like
someone
had
suggested
that
one
hour
before
this
time
on
wednesdays,
normally
we
have
our
sprint
kickoffs
bi-weekly,
but
we've
been
super
efficient
with
our
pre-planning
session
and
our
debrief
session
and
the
two
days
before
that
oftentimes
we're
able
to
cancel
the
actual
kickoff.
So
I
can
totally
take
that
off
the
calendar.
If,
if
everyone
here
is
able
to
meet
one
hour
earlier,
then
willy
would
be
able
to
join
these
calls.
G
Cool,
and
would
you
please
grant
me
access
to
that-
your
zen
hop
board.
A
G
Thank
you
and
I'm
wondering
that
that
if
we
we're
at
the
middle
of
this
sprint
or
we're
just
at
the
end
of
the
sprint.
G
K
A
It's
the
problem
is
that
our
sprints,
you
know,
are
kind
of
like
a
glass
of
needles
that
would
drop
to
the
floor.
So
no
problem
and.
A
Sorry,
what
will
happen
is
we
are
really
working
on
getting
our
framework
change
life
and
the
issue
board
as
it
stands
now
concerns
many
issues
that
were
part
of
the
old
framework
and
then
that
might
be
fixed
well
with
the
move
to
the
new
framework.
So
we
will
also
have
to
move
the
issue
board,
but
I
will
invite
you
to
both
and
we
are
still
using
the
giveth
minus
two
repo
or
dash
two
repo
for
yeah
for
the
giveaway
dab.
A
G
I
guess
and
did
that
all
of
you
accept
that
to
be
set
a
short
target
for
the
next
of
you
know
for
the
end
of
this
week,
then
there
is
the
the
stabling
the
this
new
framework.
Next,
bearing
will
can
make
it
stable
and
it
can
be
okay.
Is
it
ex
what
is
expected
at
the
end
of
the
next
week
I
mean.
B
B
G
Okay,
do
you
have
any
issues
in
any
clear
issues
right
now
that
related
to
this
goal,.
G
Bug
reports,
or
any
kind
of
you
know,
raised
issues
that
was
just
related
to
the
stabling.
The
next
flat
next
year's
platform.
A
G
We
can
plan
for
them,
yeah
and
and
and
re
really
also
send
the
things
that
I
think
it
can
be
an
issue
have
you
planned
for
it.
A
E
E
I'm
sorry
I
I
need
to
leave
because
I
have
a
call
now.
G
Yeah
everybody
can
you
know
we
can
end
the
mirror
right
now.
If
you
want
to
want
to
be
timebox,
and
can
we
ex
you
know,
have
five
minutes.
F
G
J
A
Yeah,
let's
see.
A
Does
that
work
yeah,
I
guess
you
talked
about
those
here:
seven,
nine,
nine,
seven,
nine!
Eight!
She
just
want
to
get
the
user
testing.
C
G
So
let's
take
a
look
and
discuss
about,
I
think
it
takes
time.
Can
we
have
another
meeting
for
you
know
after
we
met
you
and
team
to
plan,
for
it.
A
So
yeah,
so
I'm
not
quite
sure
how
to
proceed
in
this
intermediate
time.
There
is
basically
nothing
that
really
needs
to
be
done.
It
seems
like
so
if
there
is
stuff
that
comes
during
testing
of
next,
we
said
it
should
go
into
the
repository
for
it,
so
we
have
a
clear
distinction
between
one
and
the
other,
and
there
is
only
one
issue
here,
one
that
I
made
that's
one
of
the.
G
G
A
A
We
can
do
that.
It's
just
like
my
the
real
struggle.
We
feel,
I
think,
is
that
one
issue
board
is
overloaded
and
the
other
issue
board
doesn't
have
any
issues.
There
is
a
way
to
move
issues
in
github.
So
that's
a
good
thing
once
we
have
we
feel
like
we
can
be
running
on
the
new
framework.
We
can
just
move
the
issues
that
are
still
valid
there.
A
Like
you
heard,
we
have
a
problem
with
the
macro
planning
of
of
the
project
right
now.
A
Marco,
the
sound
of
sagreb,
no,
no,
no,
it's
a
chopper,
it's
a
chopper,
the
sound
of
sagar
five
minutes
ago,
cool
yeah.
So
we
do
have
see
we
started
with
sprint
planning.
We
can
visit
the
current
sprint
and
we
are.
We
were
quite
diligent
for
a
while.
You
know
adding
them
to
sprints
moving
them
along,
but
what
really
broke
everything
was
that
we
said
hey,
like
mateo.
Did
this
kind
of
secretly?
A
He
said
I
have
a
surprise
for
you,
and
here
is
the
next
version,
because
we
we
were
talking
from
day
one
about
like.
Should
we
really
do
it
on
gatsby?
I
don't
know
if
you
know
the
ins
and
outs
of
both
frameworks,
but
like
gatsby,
is
just
not
really
recommending
for
web
applications
in
this
dimension,
and
so
we
came
up
on
countless
problems.
They
got
all
fixed
by
workarounds
and
one
sunny
day.
Material
said
this
is
not
going
on
any
longer.
A
We
have
to
move
to
next
and
just
did
it
within
a
week.
He
imported
the
whole
application
and
the
new
base
is
so
promising
that
yeah,
we
kind
of
immediately
stopped
development
on
the
older
version,
because
also
we
hit
some
stop
gaps
which,
which
is
what
matteo,
what
made
matteo?
Finally
do
this
and
our
development.
The
last
two
weeks
has
been
a
bit
uncoordinated
in
that
mateo.
A
Just
you
know
fixed
whatever
came
up
in
reporting,
not
everything
has
been
captured
as
issues
like
we
did
before,
but
many
things
were
coming
in
with
chat
and
or
he
saw
them
or
merlin
saw
them
and
fixed
them
and
yeah.
I
guess
we
are.
We
are
all
hoping
of.
A
So
there
are
many
many
things
but,
like
we
observed
in
this
call
we're
not
planning
the
macro
really
well
so.
A
They
were
just
put
in
as
issues
sometimes
as
epics,
but
because
of
the
amount
of
issues
and
because
we
are
not
as
good
with
issue
planning
as
we
would
like
to
be.
It's
become
kind
of
cluttered.
G
One
yeah,
okay
and-
and
you
know
there
are
lots
of
issues
and
lots
of
you
know
all
of
them
has
the
owner,
but
I
think
we
should
do
some
prioritization
and
make
a
clear
target
for
or
next
week
yeah.
We
can
go
in
this
way
and
we
have
you
know
during
this
week
here
we'll
contact
each
of
you
to
decide
what
we
should
do.
Thank.
A
You,
oh,
that
sounds
great.
One
thing
that
I
want
to
tell
you
is:
I
have
to
dig
them
up
because
they
tend
to
move,
but
we
do
have
a
system
for
how
we
handle
contributions,
and
we
do
one
thing:
that's
working
really
well
is
that
people
know
that,
like
issues
without
an
assignee
can
be
taken
should
be
taken
and
if
you
are
an
assignee
you're
responsible
for
moving
it
forward
and
so
that
that
is
working,
but
we
are
not
so
many
developers.
So
it's
that's
fine.
G
Okay,
we
decide
what
to
do
in
the
next
meeting.
I
think
moving
issues
between
the
pipeline
now
that
our
sprint
is
okay,
but
you
know
you
shouldn't
add
issues
back
to
the
sprint
or
you
know
in
the
middle
of
the
screen.
You
shouldn't
put
some
issues
to
this
sprint
and
after
it
has
been
done
that
making
a
uat
to
don
should
also
do
by
a
representative
of
a
customer,
for
example,
the
comps
teams,
the
product
manager,
the
mitch,
for
example,
some
someone
who's
not.
G
Do
did
the
code
and
we
can
attack
it
about
the
routines
in
the
you
know,
the
next
meeting.
Sorry,
all
right,
no,
no.