 All right, let's get going. Tim, I'm an interim VP of marketing. Good to see a lot of faces I recognize here, including, yeah, Mitchell and Richard's glasses. I think I love your glasses, Richard. Thank you. I can even see myself in them. That's perfect. So we're gonna get started. I'm gonna share my screen. The thing here is apparently this can't be recorded. So I hope somebody's recording it. I'm gonna share the screen and then I'll share a link to a slide afterwards. All right, let's see. Perfect. So I'm gonna repeat a few things you may have seen already. I repeat them because they're very important. I think we all need to understand that. If we can't understand those big things, you're not gonna understand any of the small updates. So I'm gonna try to spend a little bit of time a few minutes every time I do these updates for the foreseeable future, kind of making sure we're in agreement on the overall marketing strategy that we're currently operating on. This is probably the most important thing. You know, if you don't understand this, if you don't agree with this, if you have any questions, if you think it misses the scenario or something like that, please speak up, ask a question, talk to me after to do something. But it's really important to get on the same page. The traditional software vendor model is where vendor on the right, there's people who buy our software and there's developers. The very traditional way of doing this is we as a vendor would go out to decision makers in that company, we'd want to end on them. They'd buy our software and it's for their developers to use it. That is still happening today in the world, that still isn't a very successful way to sell software actually. But, you know, in the past decade or so, you've seen the reverse model happen, kind of more of an open source bottom up model, which is software developers find a software we like to use and, you know, we use it tremendously in open source form, something like that. We go and ask our bosses for a license because we need the extra professional features or we need support. Then we have the manager reach out to us and say, you know, get me a license for this. So, you know, obviously this is something that is successful for some companies, you know, Red Hat and maybe Docker and others. And it's also something that we do a quote a bit of, right, historically we've done a lot of that through ourselves at GitLab. However, I think the way that we like to think about marketing at this point is the way that's a bit of hybrid of the first two models. And our conception of it is that we as a vendor have two jobs really. The first one is to influence software developers and influence can mean just deliver a great C version that they love to use and, you know, and are happy with and have the mechanism then flow back to us towards buyers. But the thing that we absolutely need to do as well as the company is have an active arrow going towards buyers. And bring some of that top-down mentality. I'm not saying move to a top-down model, but, you know, very consciously reach out to buyers. So, you'll see us do a mix of that, you know, still talking quite a lot to software developers hoping to influence them and the tools they use and whether or not they come and then request a license from us. You'll see us also practically reaching out to buyers, even if there is no developers in the company using GitLab. And you'll see us making sure that we do a good job of closing the deals in the middle. So that's kind of the strategy. And it's, again, very important that we all understand this and, you know, everything we do in marketing is a reflection of this. So, you know, clearly kind of what's been missing and still is missing a little bit from our optics ever since we kind of started, you know, doing things a little differently in marketing November, December, last year and particularly since February is really working in that idea of a buyer persona. You know, GitLab is a company we spend a lot of time thinking about developers as we should. We build a great product for developers and others. And marketing, you know, largely, you know, if you look at, you know, a blog or Twitter or events they largely, you know, are towards developers. So we really need to catch up on that idea of talking to buyers, talking to a business audience. And that is really difficult. You know, we have maybe literally millions of people in our developer audience. We only have, you know, a trickle of people coming in from the buyer side and we really need to populate that audience. So good news that that audience can be built and populated just the same way that or developer audience, originally, built and populated. You know, not only through product, although I think we're adding, you know, a slew of really nice features or a buyer focused but through marketing efforts as well. So in the short term, you're gonna see us spend a lot of time on the buyers because we haven't. We can naturally have a lot of momentum with developers but we're not abandoning developers at all. You should still see us doing quite a bit of content toward developers, doing events toward developers, you know, and of course, you know, this is just marketing and so our product and everything else will keep going as you've seen it go in the past. It's really critical, you know, we have to be good with developers but we have to merge in the buyer audience as well. The thing that we're trying to do, again, this is kind of maybe a way to understand how we talk sometime in some of the new webcasts we're putting out there and some new content we're gonna have out there, some of the events we're gonna do is we need to stop from putting the self-developer, you know, as a person, as a center of our needs, as a center of our audience to talking about the whole spectrum of self-development which is a business activity now in most companies, right? It's something that we hope will improve company productivity or will, you know, increase revenues and we'll do any number of things. So it's very natural, I think, to talk about the larger spectrum of self-development and so when you see us, you know, do webcasts, when you see us do blog posts, again, you know, you shouldn't say that this is a concern and this is kind of the guiding light that we have behind, you know, why we're framing a topic a certain way or another way. We really wanna kind of capture the whole spectrum of self-development, you know, developers, CI, CD, business considerations of these practices, how it impacts CIOs and impact revenues, you know, the whole spectrum. And the buyer always put this as a reference, you know, this is what we mean by buyer. I think it's really important. Again, historically, it's not the person that we've concerned ourselves with in the company, but from a marketing standpoint, this is a type of person that we spend a lot of our energy thinking about and working for. The company-sized thing is optional, but, you know, we do wanna focus a bit more on some of the larger companies, some of the larger accounts out there. All right, so this is just all a recap. I think it's really important we get on the same page. I'm still getting a lot of questions. I think that that indicate that we're not there. The company is normal. We're a big company. We're moving fast, but I think it's worthwhile to repeat these points and explain them a little bit every time. Hopefully not spending too much time, you know, getting through it. So in terms of updates that are more recent. So I think, you know, the big win of the past couple of months I give an update like this, I think around February, or something, February 7th, is the number of people that come in, you know, requesting a deal, you know, is largely, I think, as turned around and done so, you know, roughly in about two months. And that I think is a gigantic win. You know, it means that we're both driving the right kind of visitors, converting them into leads, you know, because they request information from us or they like to join a webcast and they qualify as a MQL and marketing qualify lead, which means they score high enough because of their background or because of the action they took on our site to become somebody that we wanna have a sales relationship with. You know, a large majority of times because they straight up say like, hey, you know, I'm interested in buying a license for GitLab E. Sometimes it's because they request a trial of GitLab E. Sometimes it's just because, you know, they have the right profile and they're doing the right set of actions on our website. And so after they become MQL and after we have a representative of BR talk to us, you know, a lot of them convert into what we call an opportunity which means like they express a very clear intent to buy GitLab E. And it's so clear that we're able to put a size on that contract. Doesn't mean we have closed the contract, but it means, you know, we have a sense of where that contract might go in size. So for that to work, you know, there's really a lot of things that need to work A through D, you know, first of all, we need to have the right kind of content and topics that get the right kind of attention for the right kind of people. And so that's a lot of rights in there, but it's really difficult to actually get all of these. And I think largely that is working now. We have webcast on a weekly schedule that talk to topics that are not strictly for buyers, but I think do address buyer needs pretty well. A lot of these people, they score pretty well and we have a new system now to score them and to identify most likely buyers, which is great. And then we're able to start, you know, the right conversation with them and get the right kind of deal at them through the BDR team. And, you know, we've also worked on the interface with sales to make sure that these deals are quantified correctly and they're handed off correctly. So there's a lot of things that weren't working and any one of those things could really derail us, but we've gone from largely a funnel that wasn't working to, you know, something that is not completely there yet. I think we have a lot of conversion issues. We have a lot of optimization to do, but it's good enough that we're able to see improvement in every stage of that funnel and we're able to beat the plan at the bottom of the funnel on the sales qualified leads, you know, dollar targets. So a lot of work still to do there, but I think it was a really good turnaround that largely happened in the last, you know, 60 days. And, you know, it was really a reflection of fantastic work by the content team, by marketing operations and by BDRs, you know, all individually in getting parts A through D of that funnel really mapped out. So specifically, I think on the content side, you know, and that's Emily Van Ockman, that's Erica and that's Rebecca, you know, you've seen us put out a lot of really interesting webcasts. We're trying to figure out what the audience want, what the audience looks like, when to talk to them, you know, whether webcast is the right format, what time to put them on, how to make them available afterward. And, you know, some of the most visible things, of course, is some of the webcast topic that we've been putting out. And I think, you know, again, the reflection of us talking about software development in general, the person just talking to software developers. So, you know, we might go even more business in the future, at least on some webcast, but again, the goal of these webcasts is very much for buyers, you know, we've got a few questions saying like, oh, why isn't this on YouTube or why do I have to register or this or that. And again, these webcasts, they're not for developers, you know, we want to attract buyers, we want them to leave their email address, we want to set up the right relationship with them. It doesn't mean we're not going to have some other, you know, video online things, maybe even a webcast format for developers, right? But that will be, I think, a very different saying, you'll see maybe come from the DevRel team and you'll see us do maybe a bit later in the future once we have some of our buyer content in order. So, great work on the webcast, we have blog posts and white papers coming and we're going to keep it tally of some of the interesting content we put out there at slash resources on the website, so you can check that out and see, you know, some of the stuff that we're putting out there and we have a really great schedule coming up. So on this inbound funnel, I also saw a fantastic work on the BDR, you know, which now at this point is only 10, so Kaila and Molly, you know, there used to be more people, we're transferring a lot of people to the SDR team, you know, also herself will join the SDR team, I think at some point in the next quarter and then, you know, we'll see about hiring some people to replace that, but, you know, in February and March, you know, despite a very slow start, I think again, we started mostly in February for a quarter that started in January, we got some really great results, I think from all the reps, you know, we're going to beat the quarter, I think for overall, we've already beat the quarter, but we're also going to be the quarter individually, I think for almost every rep we have on the team, at least we're on track for that and we've really kind of simplified the whole process, making sure the opportunities are flagged correctly and transferred correctly to sales. So Q2 will be very difficult, you know, Q2, we should have a lot more reps working than we do now, assuming the leads come in, but you know, we think they're going to come in, we think we're going to be a little higher and ramp up rep productivity and we think Q2 is going to be great as well, but you know, we'll see, it's kind of, it was, you know, minor miracle to get Q1 together, I think again, it's a reflection of the hard work that we did and we'll see we'll do our best for Q2. And then operations again, like behind the scenes, making sure that we had the right setup with Marketo, we had the right scoring, that our landing pages were working well to capture information, you know, and that we kept the reps, you know, focused on enterprise as deals in a large conversation as opposed to closing some of the smaller web direct sales that we have. I think, you know, this is the work that absolutely made this possible, you know, without all this, we had no prayer at turning the funnel around. So again, a lot of work to do on the inbound funnel, but you know, I was really energized that as a company, we were able to turn that around in the last 60 days or so. And I'm hoping we keep improving it, optimizing it, and beefing up the BDR team. So we're in a good position to beat Q2 as well. So a study that's in progress. And again, that's not a reflection of the people. I think it's more reflection of these things are complicated, take a lot more time than solving some of our inbound funnels, which is mostly digital, and it's mostly like day-to-day conversations that we can iterate and improve on very, very quickly. But we have more kind of long running projects going on and other teams in marketing that I think are training in the right way as well. And I wanted to acknowledge. So on the product marketing side, we've already done a lot, you know, and in the product marketing, if you don't know, they basically take care of, you know, framing our product in the right way for buyer conversation, including delivery of the sales presentation that our reps give, including, you know, the language we use on our website to talk about the product and anything really that kind of helps frame our product towards the buyers. So fantastic work there by Mara, I think again in the last 60 days, we've done great work on some of the big sales deck, collateral that's around our product, the website. And we're working now on demos and we're working on customer stories, which again are critical elements to help us close deals. There's a lot of work there, you know, we're trying to do regular surveys to see satisfaction, you know, on the assets that we prepare, we're already at 70%. Mostly that's a reflection of us, you know, not having delivered some of the essential marketing element that sales need at this stage, but I know satisfaction is improving really quickly and we're gonna try to aim for a 90% plus, I think in the next couple of months and I have no doubt that we'll get there. In field marketing, you know, we've tried a lot of things recently, we've had great success with trade shows. In the last couple of weeks, we've been trying to do more first party events where we organize ourselves, the idea there is to really own the relationship at the event, to be the only point of focus of the event as opposed to being one, you know, exhibitor among 100 or more at a big trade shows. And, you know, we have some hits and misses there, I think it's completely normal, we're trying it out because we think if we succeed, if we build the right audience to these events, this will be tremendously worthwhile to us, but it's not gonna work overnight and we know this. So I think some really interesting work going on from Emily Kyle there and it's something I'm really, really, really excited about. And then on developer relations, you know, we have developer advocacy team and a community advocacy team. So on the advocacy team, Amanda's been working behind the scenes on some new programs from really exciting things. You know, one of them is to start doing free in-person trainings about CIC, of course with GitLab. And the goal there, again, is to give people a product-first experience, you know, as quickly as possible, train people that might be working in larger companies or smaller companies about the advantages of both CSD as a concept and of course, you know, GitLab as a platform and kind of seed developer adoption that way in different cities, different places, different media groups, different conferences. And we have a bunch of dates lined up starting in April that I'm really, really excited about. Again, down the road this could be something that we do for some of our customers, some of our prospects, some of our partners. And again, we want to figure out the format. We're gonna need to do it on our own for a little bit and focus, you know, kind of the broad market first and foremost, but I think it's a really popular, successful format we could tweak into a number of different directions and generate a lot of excitement for GitLab in a very direct one-to-one way. So very excited about that. And of course, putting that concept online at some point as well. And then the other program she's working on is something we call in GitLab text for now, this idea of identifying and enabling people in the community that want to talk more about GitLab, want to do more in the community about GitLab with that supporting, answering question on Stack Overflow, organizing a GitLab meetup group, giving a talk at a local conference. And so finding them and then finding ways to give them the tool they need to succeed is kind of the name of that second program. And so we have some interesting people identified already through events and, you know, we're gonna try to keep working with them and expand kind of, or directory of really qualified people, maybe turn that into something, you know, not a strict sense certification, but something that helps us, you know, annoy community leaders, annoying people that really know about GitLab that you can ask for help locally, that kind of thing. So we'll see what happens with that, but something I think could be very, very promising as well and would be the sign of a well-functioning community. Community advocates, you know, been doing a fantastic job, Connor and Matea, you know, just delivering really great response times on all the channels where people ask us questions, especially after some of our big launches or some of our big blog posts that blow up on Hacker News, I know it's a really stressful kind of job, but they're doing great, you know, keeping response time in generally a handful of hours on Twitter, Hacker News, Facebook and the comments on our blog. And, you know, again, I think it's fantastic that we get to engage the community with that level of precision and speed. And I know we're trying to improve our tooling, trying to improve our response time even further, but, you know, really fantastic work. Same thing from design. I think delivery speed is fantastic. Satisfaction, same thing, Ministry of Survey already had 90%. And there's a lot of concurrent requests, you know, things big and small, like the Gitter acquisition, that's a big project. And then, you know, we're also trying to iterate on some CIC logos and any number of things. So a great work, I look on all of that. So two bigger projects to wrap up. You know, the Gitter acquisition, I think was well received. I don't think marketing can take a lot of credit for that. I think Gitter did a really good job as a company, as a brand, and of course all the people that worked there. And, you know, we just tried to make like a sensible announcement that went well with the community down the road. What we want to do is try to integrate the brand and the experience a bit more into the GitLab brand to kind of make sure we get the most out of that position. And we're not going to change their products on them, tell you, I think, or do anything like that. But we've talked about changing their logo, changing a bit of the color scheme, maybe a few things like that to make it clear that if you discover Gitter, you understand it's a GitLab product. And maybe you want to try GitLab a bit more. So let's see. All right, I'm back in this. Yay for Google Calendar Alerts. All right, and so on the positioning side, that's kind of another big project that's going to be maybe a bit less visible for longer, which is to just try to really codify and investigate some of the assumptions that we have. We all have behind a go-to-market strategy, you know, as you can tell from the first few slides that went through today, I really like to make sure we're on the same page with the big things, we can talk about the details. And I get that feeling sometime that, you know, the go-to-market strategy that we have as a whole, as a company, you know, isn't necessarily, we're not on the same page, you know, about what we mean there. So, you know, I'm trying to make sure that we do this well, you know, I should say Amara is really leading the work on this and I'm just helping out here and there. But really trying to codify, you know, what is it we're going after, where we go after them, what we think we're going to be successful with them. And so similarly to the early slide in the marketing deck, something maybe that would be useful to the company at large, to understand some of the decisions in how we prioritize features maybe or how we dress up our homepage or what kind of events we do. And I think, you know, it's a set of assumptions we should all be a little bit more familiar with. So hopefully something will be useful with the company. Hiring, just so you know, we're hiring for a lot of jobs, we need your help planning these people, you can send them to me, you can send them to people ops. I'm not quite sure where the process is. You could just encourage them to apply, I guess, that's fine, but if they have questions, they want to talk to somebody. I'm happy to talk to them. I'm sure people will be happy to talk to them as well. And really the list of kind of relatively senior position that we need to hire for immediately, you know, we need a CMO and a VP marketing yesterday. You know, we're really hoping to find a good candidate soon so I can go back to being unemployed as quickly as possible. And then we need senior help for product marketing, Legion, DevRel, and we need a lot of business development we're at PDR, I have said to make you too. So anybody you think would be a great fit for that, anybody you've worked with in the past, you know, that you think would be amazing, let us know. I think we'd love to work with people you know and trust and make sure we benefit from their experience, their knowledge, and all the good things they can do for GitLab. That's it, do we have any questions? I think we have, yes, eight minutes for questions, maybe less if people aren't not inspired. There's stuff in the chat. Finally, we are recording, so it's great. And then, all right, some comment about Motorola and Google after the acquisition. I think we're gonna try to make sure that the GitR acquisition works better than the Motorola acquisition for Google. There's a lot of back and forth in that one, but point well taken on the branding, I think we're gonna try to make sure that it lives on as a separate name because obviously a very recognized, well-liked name. But you know, that if people experience GitR as a product they understand it's now part of GitLab and they get every opportunity to try out the larger GitLab product and you know, the company as well. This is Phil here with sales. Just to have a question around the case studies, you know, talking with a lot of clients that are on CE, trying to get them to move to EE, finding those quantitative metrics saying, hey, if you purchase EE, we're gonna save your developers 10 minutes a day, which equates to $250,000 a year if you have 100 developers. How are we going about finding that data? Because I know a lot of clients I speak with aren't able to track it down to that fine grain, but that would be extremely helpful for the sales team but basically ROI case studies. Yeah, no, I get that. I think we wanna find that information as quickly as possible and right now I think we have to go through the customer, we have the best possible relationship with, I think at a high level, the true answer to that question is we need to have better relationships, deeper relationship with the customer. Then I don't mean that sales isn't doing a good job, I just mean as a company, we need to get closer. You know, starting from the marketing side and going to the engineering side, we need to make sure that they know more people at GitLab and they feel energized or presence. You know, the same thing that maybe some of our friends at Ticketmaster feel, you know, they're talking to us every week. It looks like trying to get info and trying to do things with us. So, you know, I think the true answer to your question is we need to get there. In the short term, I think MR is digging, trying to get access to as many data points and as many customers as possible and seeing what they see at a high level. And, you know, we're gonna try to also make sure that they benefit from some of our product features to track that and then report that back to us, you know, voluntarily. The other thing I feel like we need to do is, you know, really need to position ourselves correctly. And I think one of the things that we're trying to do, and this is a reflection of that, but maybe we can push even higher, is, you know, try not to get too, too bogged down in specific use cases and features, but try to make the sale as strategic as possible. And I understand that what you're saying is a reflection already of a process that's way more strategic than it used to be and way more business-centric than it used to be. But I'm wondering if in the short term, there's something we can do that's not, doesn't get us, you know, discussing specific individual productivity details, but gets people to see the larger, cloud-native idea of production, you know, conversation in a way that, you know, escapes, you know, giving people some very fine point numbers on this or that. But I know it's very tricky and I know sales is doing everything they can already. So, you know, marketing will do everything they can to deliver the numbers for the conversation you're in right now, even if we try to change the conversation we're having in the future. Does that make sense to everybody in sales? Yeah, it does. I mean, I just want to second that. I mean, maybe there's a simple ROI calculator. It doesn't need to be really hard. Maybe it's just how many people do you have? What is your fully burdened cost? Right. What is the percent savings? And it's just got a sliding bar where they can kind of, we give them, these are some industry averages. Maybe that helps the buyer or the developer become more of a buyer because they're forced with having to build a business case and they don't generally do that. They want to sling code. Right. Yeah, I think that's fair. Little tools like that. I mean, it doesn't have to be perfect. Maybe it just gets the conversation started and we help facilitate it. I don't know. Now I see the comments now, you know, talking about like this from the C install base specifically, that makes a lot more sense to me. I think, you know, for some straight EE sales, some of the down stuff, I feel like positioning ourselves even higher than, you know, individual ROI would be better because otherwise we get into, you know, a very fine good calculation of what does P, S and E, P add on top of C and then we start counting dollars on stuff that's really not that precise, right? You know, even if we give them a productivity calculator, but I see the value point of GitHub isn't improving that productivity and specifically in some of the smaller deals. So I think the idea of a calculator is a very good one. You know, I'm hoping we get some metrics for that based on some of the product updates and lifecycle metrics that I know within shipping. So I think that's probably the fastest way to get there and I can make sure there's an agenda item from marketing to follow up on that if that seemed like that would help with some of the C deals, C to EE deals you're looking at. We have three minutes. We have three minutes and Chad hasn't killed me yet. So I must be doing all right somewhere, no complaints. Maybe it's gonna be after the call. He's waiting for me to be done with my personal update at 8.30. Well, there's nothing else. I'm always on slack, I'm on the marketing channel, ask a question, I guess, and then I'll answer them if nobody does. And then, yeah, just make sure you're comfortable with some of the early slides. I think it's really important to be on the same page there. If you have any question whatsoever about that or about any of the small stuff we're doing, just pop into the marketing channel. Thank you so much.