 Good morning, everyone. I want to use today's functional group update to go over our OKRs. You can find the OKRs in the link in the calendar in-fight. And we are using a new structure, this quarter. The first quarter, we did OKRs via lattice. The second quarter, we kind of not did OKRs, which is pretty bad. And now we're doing the OKRs using GitLab. I imagine that. The idea is to use OKRs as a way to coordinate the company. And we found it was really hard to coordinate the company if it was hard to get an overview of the OKRs. So for this quarter, we're going to try having OKRs down to the director or team level and not have individual OKRs anymore. Your performance is broader than just OKRs. But in your performance reviews, there will be a question like, how much did you contribute to your team's OKRs? So we're trying to have goals as a team instead of for individuals. And that means that there are way less OKRs. And we can put them on one page, or actually one page per objective. So it's about three pages now. But that makes it a lot easier to reason about them. And also, we can use GitLab virtual requests to send them and to suggest improvements. This page has gone about, I don't know, 20, 30 improvements already. It's almost the end of the month. So we're almost kind of slowing down the improvements. But I've been really excited about how much easy it was to collaborate. I want to go detail the OKRs a bit. And I hope that most of the time we spent with questions. I've now figured out how to open the chat window. So hopefully, I'll be able to pay attention to that in real time. We got three company objectives. And the first one is to grow incremental ACV according to plan. It's the most important thing. Make sure that we're on the revenue trajectory that we need. The second OKR is to build a popular next generation product. And there's two elements in this. It's got to be popular. Like, people actually have to use it. And it's got to be next generation. It's got to be a lot better than what is out there in the market to be. And the third and final company objective is to have a great team. Our company is nothing but a bunch of people and processes. So we want to make sure we're doing pretty good on the processes. We want to make sure that we have the right people and that they're happy. So about growing the ACV, there's three key results for me. And the first one is to build an SQL pipeline that is big enough. And that we define, big enough, we define as three times as big as our plan. So we want to have a three-excoverage of SQL value to what we actually want to sell. And the second one is to understand and improve existing account growth. We used to have that existing customers would double in their spend here over a year. And now, instead of 200%, it went kind of down to 160. And I think we should strive to get it back up there. And so far, we've never done any customer success. We never looked into why that was. We never paid any attention. So I think with some attention, we should be able to do a lot better. And the third one is to increase the average sales price by 25%. And that's both a function of selling more seats per deal, but also selling a higher tier per deal. Now, I think I don't want to spend the rest of the meeting going through all the child goals. But I want to detail how it works. So there's my key result. Then for my reports, my key result is their objective. And they have their own key results. So these are the ones for the CML. These are one for the CFO, et cetera. And hopefully, it makes logical sense that the goals that are nested kind of relate to the objective that is above them. What we did before in Lettuce is repeat. There'd be an objective key result, and then an objective that related to the key result, and then again an objective. We kind of dropped that because it was too complex. So it's not always a perfect one-to-one mapping, but hopefully it's good enough. Any questions or suggestions about the first objective? Clement, it seems a lot better than how we did it before. Well, thank you very much. I do want to point your attention to the critical acclaim that this new process already got. And the best one was I've been working on a satirical blog post called Hot New Management Trend Alert, RGG's Leading Just Goals. This is basically that. Which it is, it is basically just goals. I think the advantage of OKRs is that you kind of cascade them. So you make sure that goals throughout the company is aligned, that the goals aren't like, this team goes there and the other team goes there. And that's as you grow, that becomes more important. I think we're still early. A company of our size can do without OKRs. But I think if we can get good at them now, that will pay its dividends when we need them. If you need them and you still have to train, that's worse. Jim, maybe we can follow the lead of Atlassian and raise our prices too. Yeah, there's an interesting trend going on. And Atlassian just raised their prices significantly. Which is good. And they raised them, I think, for JIRA mostly. And we heard that they're kind of giving away a bid bucket for free if you buy JIRA. So it's important for us to become a fully flashed JIRA competitor. And we're working on that with related issues, which we'll ship next month and other improvements. Raising our prices, you don't want to raise prices on our existing customers because that's not fair. But we are looking into an ultimate addition, which will be $100 per user per year. It's not in the OKRs. But I'm working with YOP, our VP of products, to identify what will be the best new feature. And right now, my thinking there is that portfolio management would be a nice one. Because it's important. Let me explain what portfolio management is. Portfolio management is where you already have issues. You kind of group them on the bigger themes and then see how those themes relate to what your company is doing. So it's kind of managing development processes at scale. And I think it's an existing market where people are shown to pay a lot of money and something we can do without a crazy amount of effort. So probably if people are interested, say so in the chat, and then someone should be able to provide a link there. Simon, what's the ongoing review process throughout the quarter? That's a good question and something we totally dropped the ball on. Maybe I'll stop sharing my screen for a while because the questions are flowing in, and I love it. So the ongoing review process, we did a really bad job in Q1. I did a really bad job in Q1. So for Q3, what I'm going to do is every one of my reports is about nine key results. I'm going to paste them at the top of our one-on-one agenda. And the idea is to have a weekly meeting with all of my reports, spend every other week to go over the key results, see how we're doing, see what we can do to make it go better. That's what I'm going to do. And I anticipate that some of my reports will copy that. Everyone's free to do it as they see fit, because it's not a proven method yet. If it's a proven method, we'll do it. We'll also try to link more of these to metrics. So Paul's working on building a data platform so that we can just see all the different metrics that we have in the company and just can link to, this is how we're doing on this key objective. So we have more of a, this is green, this is going well, this is orange, not going well, and this is red. It's going worse. But we're very far from that. I think the first goal is just to make sure that we pay attention to the OKRs in the managerial conversations every two weeks. Jacob Schatz says, is it similar to Apex? So this is related to the portfolio management. And I do think it's related to Apex. I'll put a link here in the chat. It's 2-3-2-9. Here you go. I think Apex is in there. I think there's a hierarchy of user Apex initiative goals. That's how I understood it. But we're still very early in understanding this. I think there's lots of people at GitLab that can help us with that. Mike phrased it good, avoid drowning in an ocean of issues. Yes. Cool. Any other questions or suggestions? Jim says he sold about nine deals of EES so far. Nobody even asked for a discount. Yeah, I think EES is a steal. It's a great value for money. I think what we should do is we should make sure that there's even more value in EEP so that people see the value there. And it takes a while. Like every time we make a new version, it takes a while to get the features in there because there's only so much we can release every month. But I think we're doing a good job of adding new features to EEP. I think we can do a better job of communicating the value of EEP. Marcia says maybe we could create an OKR group label for issues in MergePress. I'm not sure whether there will be a one-to-one mapping of OKRs and an issue. Maybe OKRs are more like an epic, and we need that portfolio management feature to do this. But Marcia, maybe you can give a bit more background of what your ideas is. I mean, just for us to be able to, anyone to see if that contribution that I'm making is reflecting in one OKR or not, you know what I mean? If an issue or a merge request is part of one of the OKRs. Yeah, that's an interesting idea. We're doing it now with performance, and we saw that only 3% of our issues that were closed every release were related to performance. Actually, it'd been exactly 19 issues for the last three releases. Which is crazy because I thought that increasing the performance of GitLab was a priority. It is a big priority, but apparently we're not putting our effort in it or forgetting to label them. So that might be interesting to keep us honest about how much things are really related to our OKRs. And so, great suggestion. I could say that Jop is afraid that almost everything should be contributing to the OKRs, and that's a bit of the risk. Like, hopefully everything we're doing is gathering more revenue. So it's a bit of how far do you stretch the criteria? You'll never find an OKR like support our customers or something like that. Like, there's lots of ongoing work we do. There's no part of the OKRs. The OKRs is kind of what's the quantifiable goal and also what are we going to do different this quarter than last quarter. Larry about portfolio management, I think, is how you handle an investment portfolio. So all the initiatives within the company are kind of rolled up into big, bad, small, bads. Baloo says there's already an OKR label. Wait, Jop is getting overloaded with people offering help with designing portfolio management. Thanks, everyone, for reaching out to Jop. He came crazy. Cool. Let's go back to screen sharing and go over the second OKR goal. So the second one is to be a popular next-generation product. There's three key results for me. I want GitLab to be ready for mission-critical tasks. And for sure, you should make sure that all users are that it feels fast. This is part of it. The second one is increased usage of idea-to-production. So I want to see 100% growth in all the different components of GitLab except for the version control. Lots of people are using version control right now, but not using the other parts of GitLab. So we want to make sure that we do better in-product messaging, make it easier, et cetera, to use all those other parts. The last one here is to ship a next-generation product. Hopefully by 8 o'clock, a tweet went out with our blog post about our market share and about auto DevOps. And it includes a video, which I encourage you to view, about what our vision is for auto DevOps and our first iteration. And we're going to try to ship that this quarter. And last, but not least, is a great team. And a great team means effective leadership. So we want to make sure that you have a good manager. We want to attract great people. Make sure that the talent coming in is great. And we want to retain great people. We want to make sure you're happy here. Yeah, Mark, thanks for sharing the what's next for GitLab CI, the auto DevOps. Super looking forward to making that a reality this quarter. And Emily is proving that the tweet indeed went out. Emily, thanks for all your help and all your flexibility in writing that article. I think it came out really well. And I look forward to a heck of news on this front page at last year's raising prices and GitLab is shipping awesome stuff. Any questions or suggestions? Well, in that case, thank you very much. Looking forward to the new OKR process. Let us know how it's let me know how it's going, whether I'm open to suggestions. It's the first time we're doing it in this format. And I hope it will make it a bit clear to everyone what we're working on and what the priorities are. Thanks. And if I don't see you anymore, have a good weekend.