 Awesome. So today we're going to talk about a few things. We'll move through these topics you see here with a focus on some of the graphs we have and the challenges. I will spend some time there and as always questions in chat if you have anything would love to hear them. Somebody sounds like they're unmuted so if you would please mute yourself that would be appreciated. Going into our accomplishments we have a bunch of new hires who are making a huge impact right now so I want to give a shout out to everyone of our new hires Tiago, Diana, Lyle, Namho, keep it up, doing great work. We just closed an EMEA hire which is going to help us a ton and I'll show you more of the data there in a bit so we are doing really really well building this team. We're starting to build the resources we need to build our team which is helping an incredible amount so I want to give a shout out to recruiting as well because you've been super helpful people apps and the whole hiring team that is helping us be more successful. Now moving into some of our graphs I want to take a second if you're new to GitLab you may have never seen a support functional group update or understand what this data is so I want to just talk about it for a quick second. Both of these this table and this graph show the same thing relatively from two different angles. Looking at the table the important column is really that last column all the way to the right the ticks column that shows us how much debt we've created week over week if it's green it means that we've solved some debt if it's red that means we created debt and you can see we kind of have a little bit of a cycle happening there now if you look at the green graph you can see that we are trending almost the graph is trying to pop its way up and we keep holding it down and pushing it down ever so slightly so that is really really good from our side our goal is to get this to zero so lower is better and we're working our way to doing that. So a few functional group updates ago we wanted to we thought we wouldn't be able to hold this line and it's clear that due to hiring we were so that's really awesome. The other things to think about are the way that we beat this is by becoming more efficient and automating as much as possible right now there's a lot that we're doing that we can better automate so I'm working with some of our senior staff in the support band here support function excuse me to make sure that we can automate more things now this is a new graph that I have here that focuses on our on-prem support which covers GitLab starter premium and ultimate and what this graph shows is the percent of our SLAs achieved every day and then the blue and the green lines are the averages now you can see that there was a period where we were doing worse than we were before and now we've reversed that and gone up and that was a process change that we implemented we try to process it was failing and then we saw that and we changed it and now we're doing better than we've ever done before and the things to pay attention to here are seeing that we're getting less volatile on our way to 100 percent the average over the last 30 days is about 84 percent so we're doing really well and we want to get better our goal is to get this to 100 now I want to move over to this graph which is focused on the services function which covers GitLab.com customers who have paid us and Git host customers as well now you can see this graph we reach 100 percent more often but the graph also dips much lower it's much more volatile but you can see that we're still trending up and we are going to continue that upward trend as we hire and build out this band to focus on this support now to think about that on-prem is a much larger team so that's why we're able to reduce volatility we're hoping to grow the services group there to allow us to reduce volatility but we don't want to get it too big right we don't want to be gluttonous we want to be as efficient as possible and the last thing that I want to call out here is our premium SLAs specifically you could see quarter over quarter due to team size growth and due to our process improvements we've been able to dramatically increase our premium SLA coverage which is wonderful we're trying to get all of our SLAs to 100 but our premium has been our first and major focus now I just talked a bit about premium excuse me I talked a bit about on-prem and services so I wanted to make a slide that covered the difference if you're new to GitLab you might be asking yourself what's the difference and our on-prem engineers are focused on helping on-prem customers it's a slightly different role than services our services are focused on .com and Git host and making sure that efficiency efficiency efficiency on on-prem we don't have as much control over that it's a little bit more abstract we can fix the product we can try and and solve some bugs and things like that but on the services side since we are running the infra we have extreme amount of influence and control and that's going to be the goal to to get that process as tight a loop as possible and that will help us be successful so different teams for slightly different support processes excuse me different bands so the challenges we have right now if we want to scroll back in time if we want to use the back button on our browser go way back about 18 months ago we were not synchronizing customers into Zendesk which is the tool we use for tickets so anybody that came into Zendesk would get support which was okay but we were charging for support so we wanted to make sure we prioritize people that were paying for it so we integrated with Salesforce to use a tool that they provide to integrate with Zendesk works really well for about 90% of the cases but I've had many calls over the last two weeks about this many angry account execs and sales folk coming over upset and it's happening with Salesforce the data in Salesforce is not getting passed over correctly I'm not sure why and when that fails we can't succeed so we're working on improving that because once the source of truth is 100% we can make sure that we're 100% we need support engineering management that's really going to be the next critical piece to the support puzzle at GitLab trying to find the right mix of engineering manager has been extremely challenging most of the candidates we find are extremely talented managers but they have no idea what it is they have no idea about anything about Ruby on Rails or any of the technologies we're using which means that they aren't the right fit for our group and trying to find that right fit is my ultimate goal and as always we're about to pull off the impossible by moving from one provider to another which I am very excited I think we will do an incredible job at I've already started working with the GCP migration team and asking questions there following along I think we're doing phenomenal but things will break something will break and so services support band will be responsible for that so we want to be ready and we're going to see so a few functional group updates from now we'll report back on that see what's happened so there's another piece here that I want to talk about support fix this is a new initiative that we are starting in in support and I have an MR for it I'll link it in the slide I forgot to link that I apologize we're noticing that there are some bugs and some performance things that support engineers could fix right so we want to focus on doing that there's no reason why we can't do that so on-prem support engineers will spend some of their time actually engineering fixes which will allow product to move faster and do things like that and I want to take a quick moment to really emphasize this is not we will not do anything that is a new feature we will not do anything that is not been proved or vetted by product this is somebody saying like hey this view is really slow to load we can dive in take a look understand it profile it and then start to make some changes and if you look at the merge requests there we've already started doing this shout out to Drew and Eric for making some changes there that will help improve our product that is what we want to do we will not add new things just help make our product stronger so talking about hashtag goals premium SLA we are doing everything we can to get this to 100% by the end of the quarter and if hiring goes to plan which we are working on I think we will get very very close to 100% a lot of companies target 90% we're going for 100% we're going for that so I'm really excited about that all of our other SLAs will come up behind that and we're going to raise them up as well I expect that to take about six months so we'll keep an eye on that support fix like I just iterated over and then we have a lot of process and telling the world about the great things that we're doing that's a that's a job in and of itself and we want to do a better job of that that would be super helpful so before we get to questions I want to give a moment Sid gave a functional group update training the other day and he said I like to click on all the links and functional group updates so for the astute viewer for the astute follower I've added Easter eggs to my last few functional group updates nobody's found one yet but there are links hidden throughout this document I'll see if Sid will find them all but most of them are just fun things if you have a minute you can find one but they're nothing serious I didn't hide anything serious so there are some Easter eggs in this FGU I'm gonna turn over to questions and see what I can answer here I got five in the chat right now okay Jordan says copper key question mark not sure if I get the reference so sorry about that tune says and I pronounced your name wrong I apologize what's the penalty when we breach SLAs massive tears there there's really no penalty in the sense of we've beyond we failed our customer right we took longer than we said we would and that's a penalty in and of itself and the thing to remember is in the support world our job is to take care of the customer but at the same time our job is extremely stressful because of SLAs we're always under the gun if you will we're always fighting against time so we have that in our mind and it's a morale thing as well right when we fail SLAs it decreases morale so that's one of the penalties beyond that no other formal penalties but just beyond affecting morale so there are any other questions I'm happy to answer them Larry's Larry has a great point there it impacts our ability to to enhance the relationship with the customer and future sales which I agree with wholeheartedly I'll give another minute for any questions if anybody's typing if not thank you all for your time thank you for tuning in to a functional group update here it's fun to make I look forward to somebody finding an Easter egg and telling me about it if not everyone all have a great day bye