--- layout: markdown_page title: "Calendar Year 2018 Q2 OKRs" --- ## On this page {:.no_toc} - TOC {:toc} ### CEO: Grow Incremental ACV according to plan. 120% of plan, pipeline 3x minus in quarter, 100% at 70% of quota. * CMO: Build 3x minus in quarter pipeline for Q3. % of plan achieved. * MSD: Generate sufficient demand to support our IACV targets. % of opportunity value creation target achieved. * SDR: Support efficient inbound demand creation. Achieve 110% of SAO plan. * Content: Publish content on the marketing site to accelrate inbound demand. Publish v2 of /customers. Publish /devops. * Content: Execute DevOps integrated campaign to support SDR and Field Marketing demand generation. Produce 2 webinars with 500 registrants. Distribute Gary Gruver's book to 600 people. * Field Marketing: Develop account based marketing strategies to deploy in support of Regional Director territory plans. Generate 41% of opportunity creation target worth of referral sourced opportunities. * Field Marketing: Execute on field event plan, pre, during, and post event. Generate 12% of opportunity creation target worth of opportunity sourced through field events. * Marketing Ops: Improve campaign tracking. Track UTM parameter values in salesforce.com for closed loop reporting in salesforce.com. * Marketing Ops: Improve trial experience and trial engagement. Launch new email nurture series educating trial requesters on EEU. Increase trial to opportunity conversion rate by 20%. * Online Growth: Extend SEO/PPC/Digital Advertising programs. Generate 31% of opportunity creation target worth of opportunity originating from the marketing site. Increase the amount of traffic to about.gitlab.com by 10% compared to last quarter. * Online Growth: Evaluate and build out ROIDNA CRO project. Increase GitLab EEU trial sign-ups by 15%. Increase GitLab EE downloads by 15%. * SCA: Support self serve SMB business. Achieve 130% of SMB IACV plan. * SDR: Generate outbound opportunity value. Source 16% of opportunity creation target worth of opportunity through outbound prospecting. * PMM: Complete messaging roll-out and activation to include: Sales, Partner and Marketing enablement, tier plans specific messaging and positioning, demo aligned to new positioning and messaging, presenting new messaging at key conferences. * PMM: Optimize trial sign-up, trial enablement and trial period experience, including the addition of GitLab.com trial and enhance trial nurture program. * PMM: Submit strong submission for Gartner Application Release Orchestration (ARO) MQ and contribute to SCM Market Guide update and continue briefing sweep with all key Gartner and Forrester analysts. * Outreach: Raise awareness. Double active evangelists. Launch education program. Double number of likes/upvotes/replies. * Outreach: Keep being an open source project. Increase active committers by 50% * Outreach: Get open source projects to use GitLab. Convert 3 large projects to self-managed GitLab. * CMO: Enough opportunities for strategic account leaders. Make the Q2 SCLAU forecast. * MSD: Achieve SCLAU volume target. Inbound SCLAU generation and outbound SCLAU generation. * SDR: Achieve SDR SCLAU volume targets. % of revised Q2 SDR targets. * Field Marketing: Achieve Field Marketing SCLAU volume targets. % of revised Q2 Field Marketing targets. * SDR: Achieve SDR SCLAU volume targets. % of revised Q2 SDR targets. * CRO: 120% of plan achieved. * CRO: Success Plans for all eligible customers. * Customer Success: Enabling a transition to Transformational Selling * Solutions Architects: Each Solutions Architect record video's of top 5 specialized use cases (including pitching services), reviewed by Customer Success leadership team. * Technical Account Managers: Do a quarterly business review for all eligible customers * Professional Services Engineering: 75% of Big and Jumbo opportunities include Professional Services line item * Customer Success: 80% of opportunities advanced to stage 4 (Proposal) from stage 3 (Technical Evaluation) stage based on guided POC’s. * Solutions Architects: 100% of Solutions Architect team members participate in at least 1 guided POC. * Technical Account Managers: 100% of TAM team members participate in at least 1 guided POC. * Professional Services Engineering: Create top 3 integration demonstration / test systems (LDAP, Jenkins, JIRA). * CRO: Effective sales organization. 70% of salespeople are at 100% of quota. * Dir Channel: Increase Channel ASP by 50% * Dir Channel: Triple number of resellers above "Authorized Level" * Dir Channel: Implement VAR program (SHI, Insight, SoftwareOne, etc) * Sales Ops: Complete MEDDPIC sales methodology training. Account Executives and Account Managers should be proficient in capturing all MEDDPIC data points. * Sales Ops: Collaborate with Regional Directors to improve our conversion process in the earlier stages, more specifically between 1-Discovery and 2-Scoping as this is historically our lowest conversion. * Sales Ops: Complete 1:1 relationship between Accounts, Billing Accounts, and Subscription, where applicable. This will ensure a much cleaner CRM. * CFO: Compliant operations. 3 projects completed. * Legal: GDPR policy fully implemented. * Legal: Contract management system for non-sales related contracts. * Billing Specialist: Add cash collection, application and compensation to job responsibilities. * VPE * Director of Support * Support Engineering: 100% SLA achievement for premium self-managed customers => 81% * Support Engineering: Document and implement severity-based ticket processing workflow for self-managed customers => 90% * Support Services: 100% SLA achievement for GitLab.com customers => 94% * Support Services: Develop and document Support Services workflows, processes, and automation needed to deliver world-class customer support => 90% ### CEO: Popular next generation product. Ship first iteration of the complete DevOps lifecycle, GitLab.com uptime, zero click cluster demo. * VP Product * Product: Ship first iteration of GitLab for the [complete DevOps lifecycle](/blog/2017/10/11/from-dev-to-devops/). * Product: Create a dashboard of usage of features. Replace Redash with Looker. * Product: Identify causes of free and paid churn on GitLab.com. * CFO: Make progress on having public clouds run us. 2 running everything. * Dir. Partnerships: Sign agreement to migrate target OS project * Dir. Partnerships: Strategic cloud partner chooses GitLab SCM for an offering * Dir. Partnerships: Successfully track and present data on the usage touch points for attribution tracking of our cloud agreement * CTO: Make sure cloud native installation, PaaS and cluster work well. Zero clicks. * CTO: Make sure we [use our own features](https://gitlab.com/gitlab-org/gitlab-ce/issues/43807). Monitoring, CE review app, Auto DevOps for version and license. * CTO: Jupyter integrated into GitLab. Hub deploy to cluster and Lab works with GitLab. * VPE: Make GitLab.com ready for mission critical customer workloads (99.95% availability) => Rebuilding the team went well. Availability was marred by several incidents, particularly with the database. The GCP project was delayed several times, but now appears to be on a trajectory to complete. * Eng Fellow: Improve monitoring by shipping 5 alerts that catch critical GitLab problems * UX: Deliver three UX Ready experience improvements per release towards reducing the installation time of DevOps. => 100% * UX: [Deliver three UX Ready experience improvements per release towards onboarding and authentication on gitlab.com.](https://gitlab.com/gitlab-org/ux-research/issues/54). => 66% * Quality: Deliver the first iteration of [engineering dashboard charts and metrics](https://gitlab.com/gitlab-org/gitlab-insights/issues/1). => 100% done, [dashboard is up and running](http://quality-dashboard.gitlap.com/). * Quality: Complete the organization of files, directories and LoC into /ee/ directory. = 70% done, [remaining work scoped with issues created](https://gitlab.com/groups/gitlab-org/-/epics/27#current-status). Javascript and LoC are the most challenging areas. * Security: Automated enforcement of GCP Security Guidelines => 90%, [full completion dependent on post GCP migration](https://gitlab.com/gitlab-com/security/issues/30) * Security: Design, document, and implement security release process and craft epic with S1 & S2 issues and present to product for prioritization => 100%, [security release process](https://gitlab.com/gitlab-org/release/docs/blob/master/general/security/process.md) * Frontend: Deliver 100% of committed issues per release (10.8: 30/38 deliverables, 4/12 stretch; 11.0: 32/39 deliverables, 1/12 stretch; 11.1: 37/47 deliverables, 10/20 stretch) * Frontend: Integrate the first 3 reusable Vue components based on design.gitlab.com * Dev Backend: Define KPIs and build monitoring for release cycle performance => 90%. Prototype working but not shipped. * Dev Backend: Create first iteration of engineering management training materials and merge into handbook => 100% * Platform: Deliver 100% of committed issues per release (overall: 41/55 (75%) deliverables, 7/39 stretch; 10.8: 15/21 deliverables, 1/14 stretch; 11.0: 12/17 deliverables, 3/13 stretch; 11.1: 14/17 deliverables, 3/12 stretch) * Platform: Ship first GraphQL endpoint to be used by an existing frontend component => 80%, endpoint is shipped, but [some more advanced features](https://gitlab.com/gitlab-org/gitlab-ce/issues/47393) still need to be added * Discussion: Deliver 100% of committed issues per release (overall: 32/39 deliverables, 19/30 stretch; 10.8: 9/10 deliverables, 6/6 stretch; 11.0: 12/14 deliverables, 7/11 stretch; 11.1: 11/15 deliverables, 6/13 stretch) * Discussion: Make GitLab a Rails 5 app by default => handful of issues remaining; working on [plan for default to customers in 11.3](https://gitlab.com/gitlab-org/gitlab-ce/issues/48991) * Distribution: Deliver 100% of committed issues per release (10.8: 16/16 deliverables, 1/5 stretch; 11.0: 9/9 deliverables, 1/1 stretch; 11.1: 13/13 deliverables, 2/4 stretch) * Distribution: [Increase integration test coverage of HA setup](https://gitlab.com/gitlab-org/distribution/team-tasks/issues/124) => 100% done. End to end HA setup is run on every nightly build and on every release. * Geo: Deliver 100% of committed issues per release (10.8: 10/20 deliverables, 3/8 stretch; 11.0: 8/10 deliverables, 2/2 stretch; 11.1: 9/14 deliverables, 0/1 stretch) * Geo: Test and perform multi-node secondary failover on GitLab.com to GCP * Ops Backend: Design and implement a hiring pool process for Ops backend (possibly in collaboration with Dev Backend) => 100% done (first iteration). Great collaboration with Dev Backend to implement the new hiring pool process. * Ops Backend: Goal #2 * CI/CD: Deliver 100% of committed issues per release (10.8: 27/38 deliverables, 3/10 stretch; 11.0: 39/46 deliverables, 14/25 stretch; 11.1: 9/16 deliverables, 2/6 stretch) => 75% for deliverables, 46% for stretch * CI/CD: Cover demo of Auto DevOps with GitLab QA => 100% * Monitoring: Deliver 100% of committed issues per release (10.8: 7/16 deliverables, 0/5 stretch; 11.0: 9/15 deliverables, 0/5 stretch; 11.1: 10/15 deliverables, 0/5 stretch) => (57%) * Monitoring: [Publish official Grafana dashboards](https://gitlab.com/gitlab-org/gitlab-ce/issues/35062) (50% complete, first iteration merged) * Security Products: [Gemnasium infrastructure moved to GitLab](https://gitlab.com/groups/gitlab-org/-/epics/66) => 100%, Gemnasium has been shutdown on May 15th, and everything required for Dependency Scanning migrated to GKE. * Infrastructure * Production: Move to GCP in April - 0% done - now targeting end of July. * Database: [Improve application performance](https://gitlab.com/gitlab-com/database/issues/44): 45% done * Database: [Improve monitoring, configuration, and knowledge of our infrastructure](https://gitlab.com/gitlab-com/database/issues/43): 57% done * Database: [Improve team structure and workflow](https://gitlab.com/gitlab-com/infrastructure/issues/3917): 100% done * Gitaly: Ship v1.0 and turn off NFS => 80%. We got a lot closer to shipping 1.0 but still haven't delivered. * Gitaly: Get to v1.1 remove rugged code => 0%. Didn't ship 1.0 which is a prerequisite. ### CEO: Great team. Active recruiting for all vacancies, number of diverse per vacancy, real-time dashboard. * CCO: Active recruiting. 100% of vacancies have outbound sourcing. * CCO: Increase double diverse candidates (underrepresented and low rent index). At least one qualified diverse candidate interviewed for each vacancy. * CCO: Increase leadership aptitude and effectiveness for the executive team. At least one training per month, one leadership book per quarter, and improvement in 360 feedback. * CFO: Real-time dashboard for everything in the Metrics sheet. 100% of metrics. * Legal: Scalable solution for hiring added in at least 5 countries. * Controller: Close cycle reduced to 9 days. * Controller: Audit fieldwork completed with no material weaknesses reported. * VPE: Refactor engineering handbook to reflect org structure and have leaders take ownership of their sections => 100% done * VPE: Source 150 candidates and hire a director of infra, director of support, and a prod manager: Sourced 150 (100%), Hired 3 (100%) => 100% complete on sourcing and hiring * Dev Backend: Source 50 candidates and hire a geo manager: Sourced 50 (100%), Hired 1 (100%) * Discussion: Source 150 candidates and hire 3 developers: Sourced 160 (100%), Hired 2 (66%) * Platform: Source 150 candidates and hire 3 developers: Sourced 160 (100%), Hired 1 (33%) * Distribution: Source 50 candidates and hire 1 engineer: Sourced 52 (110%), Hired 0 (0%) * Ops Backend: Source 50 candidates and hire 1 monitoring manager: Sourced 56 (112%), Hired 0 (0%) * Monitoring: Source 100 candidates and hire 2 monitoring engineers: Sourced 100 (100%), Hired 0 (0%) * CI/CD: Source 100 candidates and hire 2 engineers: Sourced 101 (101%), Hired 1 (50%) => 100% complete for sourcing, 50% complete for hiring * Security Products: Source 50 candidates and hire 1 [Backend Developer](https://jobs.lever.co/gitlab/436d643c-1ff1-4115-8e4c-b1285ab72939): Sourced 50 (100%), Hired 0 (0%) * Quality: Source 100 candidates and hire 2 test automation Engineers: Sourced 128 (128%), Hired 2 (100%) => 100% done for both sourcing and hiring. * Frontend: Source 150 candidates and hire 3 developers: Sourced 10 - In progress (6%), Hired 3 (100%) * Infrastructure: Source 50 candidates and hire a database manager: Sourced 50 (100%), Hired 0 (0%) * Production: Source 200 candidates and hire 4 production engineers: Sourced 71 (35.5%), Hired 3 (75%) * Database: Source 100 candidates and hire 1 database engineers and 1 manager: Sourced 20 (20%), Hired 0 (0%) * Gitaly: Source 100 candidates and hire 2 Gitaly developers: Sourced 100 (100%), Hired 0 (0%) * UX: Source 50 candidates and hire a UX designer: Sourced 74 (148%), Hired 1 (100%) * Security: Source 150 candidates and hire an Anti-abuse Analyst, a SecOps Engineer, and a Compliance Analyst: Sourced 202 (135%), Hired 2 (66%) * Support Engineering: Source 210 candidates and hire 1 support engineering manager and 6 support engineers: Sourced X (X%), Hired X (X%) * Support Services: Source 90 candidates and hire 3: Sourced 20 (22%), Hired 3 (100%) * CMO: Hire to plan and prevent burnout. DevRel team plan, corporate marketing team plan, marketing and sales development team plan. * MSD: Hire to plan. SDR team plan, Field Marketing team plan, Online Growth team plan ## Retrospective ### VPE * GOOD * We rebuilt the Production team with a concerted recruiting effort * The Engineering Handbook refactor went smoothly * All sourcing goals were met * All hires were made * BAD * Several high-profile DB incidents marred availability of GitLab.com and decreased customer confidence * The GCP project was delayed several times in the quarter * TRY * We need to continue the better predictability that the GCP project finished the quarter with and close it out in July * We need to continue adding to our production and database teams and implement the new org structure * Directors and managers need to take ownership of their handbook sections in Q3 and build them out * I need to assist directors with their manager hiring in Q3, as well as their trickiest IC vacancies ### Frontend * GOOD * Made hiring target and onboarded successfully all new hires * New Teams inside the Frontend department * We shipped the Bootstrap 4 upgrade and the Merge Request Refactoring was finally finished * Our done deliverables count is constantly going up * BAD * Hard time with sourcing for roles outside of Frontend * Bootstrap Upgrade had too many regressions * Too many bumpy development flows (too long until actionable, blocking dependencies, etc.) and late realisation of problems * TRY * Continue Hiring and Team structure transformation * Getting better to estimate and especially find stepping stones early * Improve workflows, tooling and especially individual planning to get to 100% deliverables ### Dev Backend * GOOD * Two KRs at 100%: Sourcing/hiring + handbook * Hire was made quickly from pre-existing applicants, so sourcing was applied to future hires * Handbook updates spread through quarter, healthy pace for introducing + discussing change * BAD * Sourced candidates haven't been contacted - need better pipeline for sourced talent * Handbook KR wasn't specific enough, had to redefine that halfway through the quarter * Dashboards didn't ship - too much time waiting on external teams * TRY * Keep KRs from being dependent on other teams as much as possible * Ensure KRs are specific and measurable * Both of the above are known best practices for KRs. Don't make exceptions to known best practices for KRs. :) ### Discussion * GOOD * Made two new hires early in the quarter, putting us ahead of schedule for a while * Shipped deliverables at a consistent rate * Hiring pool puts us in better shape to hire well across all teams * BAD * Missed hiring target; we also aren't particularly close to making that extra hire soon * Missed a particular deliverable (batch commenting) several times * Rails 5 spilled over to Q3, but it is much closer now * TRY * Using weight / throughput to keep feature delivery on track * [Rotate team expertise more](https://gitlab.com/gl-retrospectives/discussion/issues/3) * [Work closer with the frontend team in scheduling](https://gitlab.com/gl-retrospectives/discussion/issues/2) ### Distribution * GOOD * Being very disciplined in scheduling deliverables allowed us to keep our promises. * Managed to deliver Helm charts in beta as promised by working in weekly milestones which allowed us to change direction quicker based on current status and direction. * Introduction of Team Issue Triaging allowed us to keep on top of incoming issues with the omnibus-gitlab issue tracker, and reduce the number of stale issues. * Replaced a team member fairly quickly after a departure. * BAD * Team size has reduced which impacted our ability to deliver on Technical Debt and performance improvements. * Hiring was impacted by a mismatch in our proposed compensation and real market expectations. * Noticeable team fragmentation between two major team projects. * No capacity to tackle non-critical projects. * TRY * Reduce team fragmentation by rotating team between projects. * Create a stronger candidate pipeline and hit the hiring targets. ### Geo * GOOD * We conducted more than 8 GCP failover rehearsals and improved them each time. * We shipped a repository ref checksum features that gave us confidence in the GCP data for 4+ million repositories. * We helped improve Geo at scale by fixing numerous bugs with uploads, Wiki, and repository sync. * We upgraded GitLab to git 2.16, which turned out to be non-trivial. * We shipped HTTP push to the Geo secondary, including Git LFS support. * We made significant progress towards supporting SSH push to the Geo secondary. * We made progress towards activating hashed storage in production by finding and fixing more bugs in the implementation. * BAD * We missed a number of deliverables due to merge requests in review. * We overestimated team capacity due to GCP migration tasks and vacations. * We still have database performance issues at scale. * We still haven't activated hashed storage in production. * TRY * Nominate another Geo maintainer * Reduce the variability of the deliverables scheduled from month to month * Activate hashed storage in dev and Ops instances today ### Platform * GOOD * Consistent deliverable hit rate * Finally shipped GraphQL endpoint, which had been an OKR at least once before! * Hit sourcing goal * Having Deliverable and Stretch issues works well; few Stretch issues get hit, but developers indicate that they feel less pressure as the feature freeze nears than before * BAD * Multiple deliverables were affected by urgent work related to the GDPR * Multiple deliverables slipped because issue scope wasn't well defined until late into the month, and was often larger than anticipated * Only hired 1 person * Deliverable hit rate still under 80% * TRY * Being more conservative with maximum weight per person * Work with PMs to ensure that issue scope is defined ahead of the kickoff * Keep iterating on hiring process ### Gitaly * GOOD * Got on strategy for identifying remaining work to 1.0 (tripswitch) * Began working with agency for sourcing hires (Sourcery) * BAD * 1.0 didn't have a fully identified scope until beginning of Q3 * 1.1 still hasn't become a priority until 1.0 is delivered * Lots of churn around who is on the team made consistent throughput difficult * Extended use of feature flags made it easy to create complications (easier to turn off a feature flag than fix a bug) * Hard to attract the right kind of candidate (too many applicants who know Rails but only dabble in Golang) * TRY * Working more closely with recruiting agency to get the right kind of hires * Keeping team size more stable + above a minimal threshold for forward progress * Being less conservative with feature flags and a little more willing to trade risk for time-to-delivery ### Database * GOOD * Set up of team structure for future team members. * BAD * Self inflicted downtime from maintenance in June * Not enough people (2) to pay attention to production stability and work with Engineering teams on performance * Small pipeline of candidates for DB roles * TRY * Implement and follow plans for change control around any DB work * Initial team structure for Site Availability / Site Reliability including DB * Pulled in sourcing agency * Updated posts to Ruby Weekly and hackernews ### Production * GOOD * Hiring - help from all involved from recruiting to exec to team was great * Started to get a handle on infrastructure work for GCP and burnt down work to do * BAD * Team has been spread thin - only 2 people on call in EU, 4 in Americas regions is hard on productivity * GCP dates slipping * TRY * Continued strict focus on getting GCP done with focus on Production stability, GCP, everything else * Getting new people in Q3 up to speed and on call in fast, but reasonable time * Focus on hiring in EU regions * Team structure changes mentioned in database ### Ops Backend * GOOD * Great collaboration with Dev Backend to implement a new hiring process to pool candidates for backend dev roles. * Managers across backend teams working and supporting each other through the changes in hiring process. * BAD * Got through the entire hiring process with a great manager candidate and was not able to close them at the offer stage due to a mismatch in compensation expectation. * TRY * Make sure compensation expectation are clear with all candidates during the screening call. * Continue to iterate and enhance our pool hiring process. * Build a strong pipeline of candidates so that we are choosing the best from multiple good candidates and have a fallback if we loose our first choice ### CI/CD * GOOD * Completed coverage of Auto DevOps with Gitlab QA * A lot of candidates were sourced * BAD * 75% deliverable completion rate falls quite short of the 100% goal * Issues mentioned at kickoff were some of those that didn't get merged * Configuration Team splitting off reduced capacity * Only new developer hire occurred at very end of quarter * Team experienced a lot of transition with new manager and change in PM * TRY * Using weight or throughput to assess delivery impact and team capacity * Have new manager focus on hiring for the team especially at the start of the quarter ### Monitoring * GOOD * Great backend work by temporary team member. * Delivered features despite being short staffed. * BAD * Short staffed due losing a team member for 1/3 of the quarter. * TRY * Continue to source and hire more onto the team. * Size workload better to account for being short staffed. ### Security Products * GOOD * Onboarding is done, the team is working at full speed now. * We can ship features with backend in GitLab. * Gemnasium migration is done, the team can focus on GitLab issues. * We have a release process for Security Products docker images. * BAD * The team should be growing to handle all the domain of Security Products. Even if we sourced 50 people, we didn't manage to hire anyone in this quarter. * Some planning issues, due to our lack of knowledge of some processes. * The product vision was not aligned with our OKRs, so we had to update them during the quarter to remove some expectations about Gemnasium integration into Omnibus. * Not enough time/resources to maintain legacy code and wrappers. * TRY * Improve planning with a Gantt chart. * Commit to 100% deliverables shipped to production. * Better integration with GitLab QA. * Release Manager rotation to handle bugs, tools update, support, etc. ### Security * GOOD * We continue to mitigate new security vulnerabilities at a timeframe that is at or better than industry standard. * Our response time to GitLab.com abuse cases has significantly improved through detection automation efforts. * Our hiring rate is has been fairly healthy, and sourcing efforts have been successful. * BAD * Logging capabilities are still lacking, such that incident response impact analysis is onerous. * Lack of consistent severity and priority labeling on backlogged security issues poses challenge in prioritization. * Security roles are difficult to hire for, due to high demand for skilled candidates. Our security compensation benchmark needs to be more competitive to attract top talent. * TRY * Continue to refine and improve upon critical and non-critical security release processes. This will involve continuing to train new RMs to become familiar with the process. * Increase security hiring pipelines and close out more hires than past quarters, in order to scale Security Team with company growth and initiatives. ### Support * GOOD * Focus on SLA achievement with training, process and tool enhancements helped global team reach 88% overall. * Functionality to track and report on Customer Satisfaction restored. * Very good achievement to hiring plan. * BAD * Still too many SLA breaches while we grow the team. * Closing Support Engineering manager positions needs to happen faster. * TRY * Source-a-thon for key positions, with less focus on Support Agents and directed regional focus on Support Engineers. * Determine ways to streamline technical onboarding. ### Support Engineering * GOOD * More Support Engineers are exposed to High Availability Configurations * Ticket Growth for Self-managed customers is growing slower than revenue. * BAD * We need to grow AMER West & APAC to achieve SLA targets * Learning GEO is difficult & upgrading GEO needs clearer documentation. * TRY * Targeted APAC Recruiting * Designing a GEO Bootcamp curriculum * Finalize Premium ticket Priority to offer better customer experience. ### Services Support * GOOD * With better staffing we've been able to consistently increase our SLA performance and work through a sizeable backlog. * Services Agents have done an great job collaborating on process and documentation. * BAD * This quarters hires are starting later in the quarter than we would have liked. * We haven't been able to close any EMEA hires. * TRY * Get a first iteration on our [Statement of Support](https://gitlab.com/gitlab-com/support/support-team-meta/issues/1161) finalized. * Focus on EMEA hiring in source-a-thons and recruiting. * Transition GitLab.com free users out of ZenDesk. ### Quality * GOOD * Unblocking ourselves after Looker ETL delays for building quality metrics dashboard. We completed the prototype and it is running at: http://quality-dashboard.gitlap.com * Everyone in the team has clear ownership and priorities. * We made good progress with hiring and sourcing. * BAD * We discovered a lot of un-triaged CE & EE bugs as part of the dashboard prototype implementation. * ETL for Gitlab.com Looker was delayed. We were blocked for multiple weeks. * Lack of test coverage in gitlab-qa and in the release process. * The team is stretched thin, especially with issue and merge request triage. Quality team rotation hasn't been enough help, a lot of this still falls on Mark F. * TRY * We need to plan very early to get help from other teams on cross-functional initiatives (esp with CE/EE code reorg). Issues should be prepped and communicate at least one milestone ahead and communicate again before the start of the milestone. * Implement issue triage assignments for the rest of engineering and not just for the quality team. * For important deliverables and initiatives, we should lean on tools that are more in our sphere of control. * Bring up more gitlab-qa test automation coverage. ### UX * GOOD * Research and design work done for Auto DevOps in Q1 set us up for success in delivering UX Ready solutions. * Increased engagement and collaboration between PM and UXers. * Sourcing and hiring went smoothly with many good candidates. * BAD * Hiring and increasing workloads slowed down progress on the design system. * Scheduling became time-consuming as we iterated on the process and PM/UXer/FE handoff. * TRY * Continue to iterate on scheduling and planning process. * Focus work in design system on areas that support GitLab vision and increase usability. * ### Pipe-to-Spend * GOOD * 148% of opportunity value creation target achieved. * 185% of SMB / Self Serve IACV plan achieved. * Improved visibility of inbound demand with the introduction of Bizible, and campaign performance with the new campaign dashboard. * Content team hit 100% of their KRs and content (especially video content) has improved. * BAD * 82% of revised Q2 Field Marketing SCLAU forecast. * Hiring plan not met by 1 person each in field marketing and online growth. * Over committing and under delivering on field events. Communication, collaboration, and organization are not consistently good. * Hard to work with other teams that do not work asynchronously. Too many meetings being held with no outcome. * TRY * Standardize and document process for evaluating whether or not we should sponsor an event with clear expectations in terms of SCLAU and ROI. * Respectfully push back when last minute requests are made that won’t move the needle. * Share customer feedback and pain points with product management on the customer portal to ensure it supports a more self-serve experience involving upgrades, true-ups and renewals. * Put more time into cross functional coordination and kickoffs to ensure PMM, GM, Sales et al are working tightly together. Hold each other accountable to GitLab’s async workflow and MVCs.