Fix typos in www-gitlab-com entire project

source/handbook/finance/financial-planning-and-analysis/index.html.md

@@ -111,7 +111,7 @@ Note: Financial Planning & Analysis Lead performing Finance Business Partner rol
 ****
 ## Calendar of Events
-Throughtout the year the Executive Assistant team puts together a calendar of events for board members and other events associated with planning. Those events can be found in the [GitLab Board Calendar](https://docs.google.com/spreadsheets/d/1GW59GiT0MLXEgMxy2bN0ZVcbMs_wssOkP2c59f19YTk/edit?usp=sharing) sheet.
+Throughout the year the Executive Assistant team puts together a calendar of events for board members and other events associated with planning. Those events can be found in the [GitLab Board Calendar](https://docs.google.com/spreadsheets/d/1GW59GiT0MLXEgMxy2bN0ZVcbMs_wssOkP2c59f19YTk/edit?usp=sharing) sheet.
 ### Monthly Update
 * Hold Departmental Metrics Meetings to review how well the departments are operating. 
@@ -196,7 +196,7 @@ Each month we send to our investors an update no later than the 10th day followi
 1. Key Metrics
 1. Lowlights
 1. Highlights
-1. Expections (next month)
+1. Expectations (next month)
 #### Process
 1. On the 1st day of the month, the FinOps lead prepares a draft of the previous months investor update in a google document and posts in the #investor-update slack channel.
@@ -215,7 +215,7 @@ Below is a table showing the structure of GitLab departments as they exist in Ba
 |:--------------------:|:-------------------:|:----------------:|:------------------:|:-------------------:|
 | Business Development | Corporate Marketing | Meltano          | Product Mangement  | Business Operations |
 | Channel              | Demand Generation   | Infrastructure   |                    | CEO                 |
-| Commerical Sales     | Digitial Marketing  | Development      |                    | Finance             |
+| Commercial Sales     | Digitial Marketing  | Development      |                    | Finance             |
 | Customer Solutions   | Field Marketing     | Quality          |                    | People Ops          |
 | Customer Success     | Marketing Ops       | Security         |                    | Recruiting          |
 | Enterprise Sales     | Product Marketing   | UX               |                    |                     |
@@ -238,7 +238,7 @@ The grid highlighted as `Allocation Methodology` in the diagram below highlights
 ###### Step 1: Yellow Process
-The allocation methodology is applied to the Finance parent department, Business Operations Program Spend, and the Recruiting department. Only items that are used by the entire company are captured in Business Operationss Program spend (examples include gmail and slack). In addition to Busines Operations Program Spend and Recruiting expenses, there are times GitLab needs a catch all account for one off expenses. Those expenses are allocated in the same fashion as Business Operations Program Spend and Recruiting, but those expenses are classed to the Finance parent department, before allocation. 
+The allocation methodology is applied to the Finance parent department, Business Operations Program Spend, and the Recruiting department. Only items that are used by the entire company are captured in Business Operationss Program spend (examples include gmail and slack). In addition to Business Operations Program Spend and Recruiting expenses, there are times GitLab needs a catch all account for one off expenses. Those expenses are allocated in the same fashion as Business Operations Program Spend and Recruiting, but those expenses are classed to the Finance parent department, before allocation. 
 1. Business Operations Program Expenses. All 6060 Spend
 2. Recruiting Department

source/handbook/git-page-update/index.html.md.erb

@@ -217,7 +217,7 @@ The Web Integrated Development Environment (IDE) is used to make changes within
 GitLab has a lot of places you can put web content including the [website](/handbook/marketing/website/), [blog](/handbook/marketing/blog/), [docs](https://docs.gitlab.com/ee/development/documentation/index.html), and the [handbook](/handbook/handbook-usage/). Here's an overview of where you should create a merge request to add content.
 1. **[blog](/handbook/marketing/blog/)**: The blog is a great place to start. If you don't know where to put content, then write a blog post! Great blogs can always be then copied or modified for the website, docs, and handbook later. Blog posts are especially good for news, announcements, and current trends because blog posts are tied to a specific date.
 1. **[website](/handbook/marketing/website/)**: This is the main marketing site for GitLab and where folks will tend to go first to find out information about GitLab (the product and the company). The website contains a broad set of content from [product pages](/product) to [customer case studies](/customers). The website is the best place for [evergreen](https://www.wordstream.com/blog/ws/2012/10/16/guide-to-evergreen-content-marketing) articles such as [topic](/handbook/marketing/website/#topics) and [solution](https://about.gitlab.com/handbook/marketing/website/#solutions) pages since it's not tied to specific date.
-1. **[docs](https://docs.gitlab.com/ee/development/documentation/index.html)**: The docs are where are all technical information about GitLab self-managed and GitLab.com belongs. If the intended audience for the content is a user of GitLab then it should be in the docs. The docs are great place for both refernce docs (what are the configurable settings for a feature, e.g. [what can you do with issues](https://docs.gitlab.com/ee/user/project/issues/index.html)) and narrative docs (how to do x with y, e.g. how to set up [HA on AWS](https://docs.gitlab.com/ee/university/high-availability/aws/README.html#doc-nav)).
+1. **[docs](https://docs.gitlab.com/ee/development/documentation/index.html)**: The docs are where are all technical information about GitLab self-managed and GitLab.com belongs. If the intended audience for the content is a user of GitLab then it should be in the docs. The docs are great place for both reference docs (what are the configurable settings for a feature, e.g. [what can you do with issues](https://docs.gitlab.com/ee/user/project/issues/index.html)) and narrative docs (how to do x with y, e.g. how to set up [HA on AWS](https://docs.gitlab.com/ee/university/high-availability/aws/README.html#doc-nav)).
 1. **[handbook](/handbook/handbook-usage/)**: The handbook is for any content that needs to be [used by GitLabbers to do their job](https://about.gitlab.com/handbook/handbook-usage/). If you put content on the blog, website, and docs, but you think it would be helpful for GitLabbers to do their job then link to the content from the handbook.
 Sometimes the lines are blurry and it can seem as though there are multiple places that would be a good fit. For example, "how to" articles make great blog posts, but could be more discoverable to users if they are in the docs. Just pick one. It's better to create content somehwere than nowhere. When in doubt, start with the blog.

source/handbook/leadership/index.html.md

@@ -210,7 +210,7 @@ Process has a bad reputation. It has that reputation for things that we try to a
 But process also has good aspects. Having a documented process for how to communicate within the company greatly reduces time spend on on-boarding, increases speed, and prevents mistakes. A counterintuitive effect is that it also makes it easier to change processes. It is really hard to change a process that doesn't have a name or location and lives in different versions in the heads of people. Changing a written process and distributing the [diff](https://en.wikipedia.org/wiki/Diff_utility#Usage) is much easier.
-## Gitlab Contibute Training Recording
+## Gitlab Contribute Training Recording
 You can find the latest recorded session of the summit training below. Additional resources for GitLab leaders attending the summits may be found at the [Summits page](/company/culture/summits/#leaders)

source/handbook/legal/index.html.md

@@ -46,7 +46,7 @@ If you have any questions or requests relating to the intellectual property righ
 * Proper trademark Usage
 * Trademark infringement or violations
-* Intial trademark searches and/or trademark filings
+* Initial trademark searches and/or trademark filings
 * Copyright protections or infringements
 * Approvals to use open source components licensed under licensed that are not on the [Acceptable License List](https://gitlab.com/gitlab-org/gitlab-ce/blob/master/doc/development/licensing.md#acceptable-licenses)
 * Patent filings or patent investigations
@@ -118,7 +118,7 @@ The Supreme Court case which established the  **Upjohn Test** is also important
 ### What is a Litigation Hold?
-A litigation hold is the process a company uses to preserve all forms of relevent evidence, whether it be emails, instant messages, physical documents, handwritten or typed notes, voicemails, raw data, backup tapes, and any other type of information that could be relevant to pending or imminent litigation or when litigation is reasonably anticipated.  Litigation holds are imperative in preventing spoliation (destruction, deletion, or alteration) of evidence which can have a severely negative impact on the company's case, including leading to sanctions.
+A litigation hold is the process a company uses to preserve all forms of relevant evidence, whether it be emails, instant messages, physical documents, handwritten or typed notes, voicemails, raw data, backup tapes, and any other type of information that could be relevant to pending or imminent litigation or when litigation is reasonably anticipated.  Litigation holds are imperative in preventing spoliation (destruction, deletion, or alteration) of evidence which can have a severely negative impact on the company's case, including leading to sanctions.
 Once the company becomes aware of potential litigation, the company's attorney will provide notice to the impacted employees, instructing them not to delete or destroy any information relating to the subject matter of the litigtation.  The litigation hold applies to paper and electronic documents. During a litigation hold, all retention policies must be overridden.
  

source/handbook/marketing/community-relations/community-advocacy/guidelines/general/index.html.md

@@ -18,7 +18,7 @@ title: "General guidelines"
 It's important to be able to recognize events that are both _important_ **and** _urgent_. Some might be important but not urgent, others urgent but not important while some are neither important nor urgent. However, mentions that are both urgent and important should be handled as top priority. [HackerNews](#hacker-news) is a channel that commonly sees this type of mentions.
 * **Important mentions** are mentions whose content bears a lot of weight and is important to the company - it's often content about our policies, product and/or marketing pieces (blog posts, articles, etc.)
-* **Urgent mentions** are mentions whose content is time-senstive by nature - often when the spotlight and discussion enthusiasm are perishable - such as HackerNews threads
+* **Urgent mentions** are mentions whose content is time-sensitive by nature - often when the spotlight and discussion enthusiasm are perishable - such as HackerNews threads
 These mentions might be intimidating and/or hard to answer by yourself. Please [involve several topic experts](/handbook/marketing/community-relations/community-advocacy/workflows/involving-experts) to respond instead.

source/handbook/marketing/community-relations/community-advocacy/workflows/education-opensource/index.html.md

@@ -98,7 +98,7 @@ It can be used for:
 ### Changing EDU/OSS terms
 1. Send a legal request to `legal@gitlab.com` and wait for approval
 1. Navigate to **Quote**, `generate Word`, modify it (amend new terms at the bottom of the quote) and export as pdf
-1. Navigate to **Oportunity**, hover over `Notes & Attachments` and click `Attach File`
+1. Navigate to **Opportunity**, hover over `Notes & Attachments` and click `Attach File`
    - Choose the updated pdf, click `Attach File` and then click `Done`
 1. Once the quote is approved, the EULA will automatically be sent to the user, but it won't reflect the changes that were proposed
    - Override the EULA acceptance by manually entering today's date in customers portal
@@ -110,7 +110,7 @@ It can be used for:
    - *Opportunity name* - `CompanyName-Add [Quantity] [Product]` (e.g. Oxford University- Add 25 Ultimate)
    - Update: *Initial Source* to EDU/OSS, *Close date* to Today and *Stage* to '00-Pre Opportunity'
 1. Select newly created **Opportunity** and create a new **Quote**
-   - Update: *Select Billing Account* to `existing billing account` and *Choose Quote Type* to `ammend existing subscription for this billing account` and click `Next`
+   - Update: *Select Billing Account* to `existing billing account` and *Choose Quote Type* to `amend existing subscription for this billing account` and click `Next`
    - Click `Next` again (you can change signer if needed)
    - Click on *+ Add Products*, select Ultimate or Gold and click `Save`
    - Adjust the *Quantity* to however NEW users they want to add

source/handbook/marketing/community-relations/evangelist-program/workflows/merchandise.html.md

@@ -32,7 +32,7 @@ If the merch shipment includes:
 ## Automation
-We use Shopify's Collections to automate the specific merchandise requests/campaings shipping to the users, event participants or customers.
+We use Shopify's Collections to automate the specific merchandise requests/campaigns shipping to the users, event participants or customers.
 Shopify's Collections allow us to create a specific link and a dedicated page with items we want to offer. In order to make the items free for the user, you will need to assign a Discount Code to that Collection. This results in the user just have to open the collection link, pick the items and enter their shipping address. At the checkout page, the code should be auto-included so the price and shipping are 0.
@@ -69,7 +69,7 @@ Shopify's Collections allow us to create a specific link and a dedicated page wi
       * **Limit to one per customer** tracks customer emails to limit discount use to one per customer.
 10. Click **Save discount**.
-When you complete the code setup, the code should be sucessfully assigned to the collection. The only step left is to click the **Promote** button in order to copy the **shareable link of the collection**.
+When you complete the code setup, the code should be successfully assigned to the collection. The only step left is to click the **Promote** button in order to copy the **shareable link of the collection**.
 #### Abusive usage of collection links
@@ -200,7 +200,7 @@ Please follow these steps if the user requests the Tracking ID:
    - Scroll to the bottom of the page where you can find the delete button
 <i class="fas fa-info-circle" aria-hidden="true" style="color: rgb(49, 112, 143)
-;"></i> For more information, see this [offical guide](http://shopifynation.com/shopify-tutorials/delete-products-variants-shopify/)
+;"></i> For more information, see this [official guide](http://shopifynation.com/shopify-tutorials/delete-products-variants-shopify/)
 {: .alert .alert-info}
 ## Handling swag
@@ -232,7 +232,7 @@ Each 22nd of the month is a release day - every release we pick a Most Valuable
 Everyone can request merch in the #swag Slack Channel and ping the swag expert (dsumenkovic) or email the request to <merch@gitlab.com>.
-We can ship the packge to any location:
+We can ship the package to any location:
 * If you are attending an event, you can request the merch to arrive at your place.
 * If you want to send gift to the customer, user or contributor - you can request to arrive at your location so you can hand it personally or we can send it directly to the recipient.

source/handbook/marketing/corporate-marketing/content/index.html.md

@@ -71,7 +71,7 @@ Contact [Erica](/company/team/#EricaLindberg_), Manager, Content Marketing, for
 - [Aricka](/company/team/#arickaflowers), Digital Production Manager
 **Content marketing** 
-- [Suri](/company/team/#suripatel), Content Marketing Assoicate, Dev
+- [Suri](/company/team/#suripatel), Content Marketing Associate, Dev
 - [Chrissie](/company/team/#the_chrissie), Content Marketing Manager, Ops
 - Vanessa, Content Marketing Manager, Security 

source/handbook/marketing/corporate-marketing/index.html.md

@@ -432,7 +432,7 @@ may use the acronym or initialism instead.
 > Example: A Contributor License Agreement (CLA) is the industry standard for open
 source contributions to other projects.
-Below are some common acroynms and initialisms we use which don't need to be
+Below are some common acronyms and initialisms we use which don't need to be
 defined first (but use sparingly, see [Tone of voice](#tone-of-voice) above):
 - AFAIK - as far as I know
@@ -580,7 +580,7 @@ ATM a limited test group of SDR's have sendoso accounts and the ability to send
  * Each SDR has a set budget of $50 to spend on sneding swag and gift cards monthly. Mid market and SMB reps have $100.
  * All sends are tracked in SFDC, in either the physical or coffee swag campaign.
  * All other departments requesting swag for customers, prospects, candidates, partners... please add swag requests to swag channel in slack and someone on swag team will reply within 24 business hours with discount code for our shopify store. The standard amount we offer is $25 but we can offer any amount; please specify if you want an amount other than $25.  
- * Coming soon (Q2): Swag send triggers. When a deal of a ceratin size is closed a swag package will ship on behalf of the AE. When a customer contract is up for a renewal another swag package will be triggered. Working to take any manual time spent on swag and building in paramaters.
+ * Coming soon (Q2): Swag send triggers. When a deal of a certain size is closed a swag package will ship on behalf of the AE. When a customer contract is up for a renewal another swag package will be triggered. Working to take any manual time spent on swag and building in parameters.
 * We have GitLab stationary/ note cards- leave note in swag slack channel of you would like a batch to send notes to use to send to prospects/ customers/ community members.
@@ -681,7 +681,7 @@ We ask the following questions when assessing an event:
 - Is the event important for industry, thought leadership, or brand visibility? We prioritize events that influence trends and attract leaders and decision makers. We also prioritize events organized by our strategic partners.
 - What is the size of the opportunity for the event? We prioritize events based their potential reach (audience size, the number of interactions we have with attendees) and potential for ROI (also account for cycyle time).
 -What story do we have to tell here and how does the event fit into our overall strategy, goals, and product dircetion?
-- Do we have the bandwith and resoirces to make this activity a success? Do we have the cycles, funds, collateral and runway to invest fully and make this as successful as possible?
+- Do we have the bandwidth and resources to make this activity a success? Do we have the cycles, funds, collateral and runway to invest fully and make this as successful as possible?
 Each question is graded on a scale of 0-2. We then tally the scores and assign the event to a sponsorship tier.

source/handbook/marketing/index.html.md

@@ -166,7 +166,7 @@ Marketing uses GitLab for agile project management including [groups](https://do
 ### Issues, Milestones, and Epics 
 1. Each issue represents a discrete unit of work with a deliverable. For example [1](https://gitlab.com/gitlab-com/marketing/product-marketing/issues/10) [2](https://gitlab.com/gitlab-com/marketing/online-growth/issues/8) [3](https://gitlab.com/gitlab-com/marketing/general/issues/2574)
 1. Every MR should have an issue so that it can be tracked on issue boards.
-1. Milestones represent units of work to be completed within a specific time frame, sometimes referred to as sprints. They are comprised of multiple issues that share a common due date, and help break large projects into more managable parts.
+1. Milestones represent units of work to be completed within a specific time frame, sometimes referred to as sprints. They are comprised of multiple issues that share a common due date, and help break large projects into more manageable parts.
 1. Epics represent projects that comprise multiple issues. (Don't use "meta" issues for this purpose. If you have have existing meta issue you can promote them to epics using the `/promote` slack command.)
   - Epics live at the group level (e.g. issue from multiple marketing projects can be added to an epic.)
   - Epics are labeled with a group label of the team that owns the epic. 
@@ -178,7 +178,7 @@ Marketing uses GitLab for agile project management including [groups](https://do
 1. Generally, create a board for each function. (For example PMM has boards for Sales Enablement, Analyst Relations, Customer Relations, etc.)
 1. Each board uses a standard set of columns/labels so that folks can easily understand what is happening on another teams board. 
 1. The board labels use group labels with `status:` and one of four statuses. Status labels are used on both issues and MRs:
-  - **Optional***:`Status:Plan` - work that is proposed, in an exploratory state. To exit the plan stage the work must be assigned to a DRI. The DRI accepts responsiblity for the task by changing the label from `Status:Plan` to `Status:WIP` and creating an MR if appropriate. The plan status is optional, as issues that don't require formal planning can be opened and labeled `Status:WIP`.
+  - **Optional***:`Status:Plan` - work that is proposed, in an exploratory state. To exit the plan stage the work must be assigned to a DRI. The DRI accepts responsibility for the task by changing the label from `Status:Plan` to `Status:WIP` and creating an MR if appropriate. The plan status is optional, as issues that don't require formal planning can be opened and labeled `Status:WIP`.
   - `Status:WIP` - work in progress that has been accepted and assigned to a DRI. Work in this stage should not be merged. Issues and MRs should be prepended with `WIP:`. At GitLab we allow reviewers to start reviewing right away before work is complete. Use [MVCs](https://about.gitlab.com/handbook/values/#iteration): At any time, if the work is complete enough that merging would be better than what current exist the issue should be labeled with `status:review` and `WIP:` should be removed from the title.
   - **Optional***: `Status:Review` - work has been completed enough that it is ready for formal review and approval. Work that is approved can be either merged or scheduled. The review status is optional. Work that doesn't require review can simply be merged/closed. 
   - **Optional**: `Status:Scheduled` - work that is complete but should be scheduled for a future date. The scheduled status is optional as not all work will need to be scheduled.

source/handbook/marketing/marketing-sales-development/sdr/index.html.md

@@ -16,7 +16,7 @@ This handbook lays out the knowledge you will need to have in order to be succes
 BDRs and SDRs (XDRs) use the [XDR Issue Board](https://gitlab.com/groups/gitlab-com/-/boards/707128?&label_name[]=XDR) to track relevant GitLab issues involving the XDR team. This is a global issue board and will capture all issues in any group/sub-group in the GitLab.com repo when any of the following labels are used. 
-XDR - Issues concerning the XDR team, general label to use intially
+XDR - Issues concerning the XDR team, general label to use initially
 XDR in-flight - In-flight issues related to the XDR team
 XDR top priority - Top priority issues related the XDR team
@@ -83,7 +83,7 @@ Throughout the BDR/SDR onboarding program there are assessments to test your kno
 The manager should notify the Marketing Operations Manager no later than one week before the new hire start date in order for the Marketo form (where the assesment templates live) to be updated to reflect the new hire name and corresponding manager.
 **Who are the results sent to and how do you know you passed?**
-The assessment results are sent to the manager overseeing the onboarding and will be reviewed in your weekly 1:1s throughout the duration of your onboarding. If not complete after 30 days you will recieve a written warning and you have one additonal week to complete them.
+The assessment results are sent to the manager overseeing the onboarding and will be reviewed in your weekly 1:1s throughout the duration of your onboarding. If not complete after 30 days you will receive a written warning and you have one additional week to complete them.
 ### Super Leaf Coin
@@ -143,7 +143,7 @@ More info about why this skill is so helpful to the tanuki is explained in the f
 - [The Challenger Sale](https://www.amazon.com/Challenger-Sale-Control-Customer-Conversation/dp/1591844355/ref=sr_1_1?ie=UTF8&qid=1516740978&sr=8-1&keywords=the+challenger+sale)
 - [The Challenger Customer](https://www.amazon.com/Challenger-Customer-Selling-Influencer-Multiply/dp/1591848156/ref=sr_1_3?ie=UTF8&qid=1516740978&sr=8-3&keywords=the+challenger+sale)
 - [Smart Calling: Eliminate the Fear, Failure, and Rejection from Cold Calling](https://www.amazon.com/Smart-Calling-Eliminate-Failure-Rejection-ebook/dp/B00C2BR56W)
-- [Sales EQ: How Ultra High Preformers Leverage Sales-Specific Emotional Intelligence to Close the Complex Deal](https://www.amazon.com/Sales-Performers-Sales-Specific-Emotional-Intelligence/dp/B073HH4WPR/ref=sr_1_36?ie=UTF8&qid=1516560951&sr=8-36&keywords=prospecting)
+- [Sales EQ: How Ultra High Performers Leverage Sales-Specific Emotional Intelligence to Close the Complex Deal](https://www.amazon.com/Sales-Performers-Sales-Specific-Emotional-Intelligence/dp/B073HH4WPR/ref=sr_1_36?ie=UTF8&qid=1516560951&sr=8-36&keywords=prospecting)
 - [High Profit Prospecting: Powerful Strategies to Find the Best Leads and Drive Breakthrough Sales Results](https://www.amazon.com/High-Profit-Prospecting-Powerful-Strategies-Breakthrough/dp/0814437761/ref=sr_1_4?ie=UTF8&qid=1516560899&sr=8-4&keywords=prospecting)
 - [New Sales. Simplified.: The Essential Handbook for Prospecting and New Business Development](https://www.amazon.com/New-Sales-Simplified-Prospecting-Development-ebook/dp/B0094J7S9Y/ref=sr_1_2?ie=UTF8&qid=1516560864&sr=8-2&keywords=prospecting)
 - [Hacker News](https://news.ycombinator.com/)
@@ -230,7 +230,7 @@ It is imperative that you have an understanding of the following concepts to wor
 ### BDR Priority Process SFDC Work Views
 #### P1 - MQLs-Request Contact
-This will be your **top priority** view. Records with `Status` = `MQL` that have requested contact. Review and determine what outreach/status should be. `Status` and/or `Initial Source` is not restricting factor when a contact request is recieved. **All** must be `Accepted`, follow up completed then record updated with appropriate `Status` disposition  based on outcome.
+This will be your **top priority** view. Records with `Status` = `MQL` that have requested contact. Review and determine what outreach/status should be. `Status` and/or `Initial Source` is not restricting factor when a contact request is received. **All** must be `Accepted`, follow up completed then record updated with appropriate `Status` disposition  based on outcome.
 #### P2 - MQLs excl SaaS trials   

source/handbook/marketing/product-marketing/competitive/index.html.md

@@ -14,7 +14,7 @@ Competitive intelligence is the action of monitoring, gathering, analyzing and s
 At Gitlab, one of our core values is [transparency](https://about.gitlab.com/handbook/values/#transparency).  
-Transparency ensures that anyone looking for a true end-to-end DevOps solution can compare us to any tool on the market, giving them the ability to make realistic and unbiased decisions for their DevOps strategy. Gitlab beleives that transparency of competititve intelligence creates a well informed customer and gives  teams the information to be successful during their DevOps journey.
+Transparency ensures that anyone looking for a true end-to-end DevOps solution can compare us to any tool on the market, giving them the ability to make realistic and unbiased decisions for their DevOps strategy. Gitlab believes that transparency of competititve intelligence creates a well informed customer and gives  teams the information to be successful during their DevOps journey.
 ## Competitive Cards
 * [Microsoft Azure DevOps + GitHub](https://docs.google.com/presentation/d/1AgPA-2WiHsHdVJABsnYWbBpMHtsi1nVigde1fv9igNU/edit?usp=sharing)

source/handbook/marketing/product-marketing/customer-reference-program/index.html.md

@@ -41,7 +41,7 @@ Make sure it has the label *Customer Reference Program*. Feel free to add any ap
 ### Customer Case Studies
 The most recent customer case studies are found on the [GitLab customer's page.](https://about.gitlab.com/customers/)
-When we build case studies, we need to have quantifiable metrics and business value to help describe how GitLab helped a customer achieve a signficant business result.  Below are a sample of KPIs / dimensions we need to find in a good case study.
+When we build case studies, we need to have quantifiable metrics and business value to help describe how GitLab helped a customer achieve a significant business result.  Below are a sample of KPIs / dimensions we need to find in a good case study.
 **Faster**
 * Improved cycle time - the time it takes for an idea to reach production.
@@ -258,7 +258,7 @@ We hosted a dinner for customers and prospects to mingle with each other and sha
 #### Deliver value faster
-Pinterest is not a GitLab customer, but uses Kubernetes together with Jenkins. Because there's no [native kubernetes integration](/kubernetes) for Jenkins they needed to dedicate a [team of 4 spending 6 months](https://kubernetes.io/case-studies/pinterest/) to build a custom system to control access managment and allow teams to self-serve builds. This is functionality that comes out of the box on day one with GitLab.
+Pinterest is not a GitLab customer, but uses Kubernetes together with Jenkins. Because there's no [native kubernetes integration](/kubernetes) for Jenkins they needed to dedicate a [team of 4 spending 6 months](https://kubernetes.io/case-studies/pinterest/) to build a custom system to control access management and allow teams to self-serve builds. This is functionality that comes out of the box on day one with GitLab.
 #### Adoption at an incredible pace

source/handbook/marketing/product-marketing/enablement/cloud-native-ecosystem/index.html.md

@@ -98,5 +98,5 @@ Reach out consistently and loop in the peers from time to time. Responsiveness i
 ## Papers
 - [Google File System](https://static.googleusercontent.com/media/research.google.com/en//archive/gfs-sosp2003.pdf)
-- [Papers we love](https://github.com/papers-we-love/papers-we-love) large repositiory of quality papers
+- [Papers we love](https://github.com/papers-we-love/papers-we-love) large repository of quality papers
   - [How to read a paper](https://github.com/papers-we-love/papers-we-love#how-to-read-a-paper) 

source/handbook/marketing/product-marketing/enablement/index.html.md

@@ -16,7 +16,7 @@ To see what training is coming soon view the [Sales Enablement issue list sorted
 ### Sales Resources
-Vist the [Sales resources page](/handbook/marketing/product-marketing/sales-resources/) to find the one page that links all of the most relevant sales collatoral. 
+Vist the [Sales resources page](/handbook/marketing/product-marketing/sales-resources/) to find the one page that links all of the most relevant sales collateral. 
 ### Training Playlist
@@ -30,7 +30,7 @@ There are a few places to see previous Sales Enablement sessions:
 #### Pulblic vs Private
-Some enablement sessions, typcially those that focus on industry or technical product knowlege, are [made public including the Q&A](https://about.gitlab.com/handbook/values/#public-by-default).
+Some enablement sessions, typically those that focus on industry or technical product knowledge, are [made public including the Q&A](https://about.gitlab.com/handbook/values/#public-by-default).
 Other sessions may focus on topics like competitive analysis or openly discussing customers are [kept private](https://about.gitlab.com/handbook/general-guidelines/#not-public).

source/handbook/marketing/product-marketing/enablement/serverless-faq/index.html.md

@@ -60,7 +60,7 @@ Yes, you can read the [GitLab blog post](/2018/12/11/introducing-gitlab-serverle
 ## Is there a landing page for the feature?
-Yes, [https://about.gitlab.com/product/serverless](https://about.gitlab.com/product/serverless) is the cannonical url.
+Yes, [https://about.gitlab.com/product/serverless](https://about.gitlab.com/product/serverless) is the canonical url.
 [https://about.gitlab.com/serverless](https://about.gitlab.com/serverless) will also redirect to the longer URL and can be used in social, emails, etc.

source/handbook/marketing/product-marketing/tiers/index.html.md

@@ -96,8 +96,8 @@ Please don't use CE, EE, or Core to refer to the type of license since:
 1. Do always present Ultimate as _the_ product.  Every customer and prospect would benefit greatly from the Ultimate product and it's the correct frame of reference to explain our complete vision.
 1. Don't introduce lower tiers unnecessarily. We are consultative sellers with a high-value product.  If a customer asks about pricing, the answer is "We have end-to-end DevOps in a single application ranging from our free offering up to ultimate at $1,188 per user per year."  Only go into detail on the lower tiers when appropriate based on your assessment of the customer's needs and progression in the product.  Focus on the value sale as long as possible and only discuss tiers once there is a clear path forward to purchase.
-1. Do focus only on Premium and Ultimate when negotiating pricing. The typcial conversation should simply be the tradeoff between Premium and Ultimate (no need to introduce, discuss or quote on Core or Starter).  Starter is a specific use case for small accounts getting started.  The majority of our customers are simply deciding whether Premium or Ultimate is the right step for the next 12 months as Ultimate still provides the most value for customers.
-1. Don't use `GitLab` when you are  unless you are refering to the company or the an attribute that applies to both `GitLab Self-managed` and `GitLab.com`. 
+1. Do focus only on Premium and Ultimate when negotiating pricing. The typical conversation should simply be the tradeoff between Premium and Ultimate (no need to introduce, discuss or quote on Core or Starter).  Starter is a specific use case for small accounts getting started.  The majority of our customers are simply deciding whether Premium or Ultimate is the right step for the next 12 months as Ultimate still provides the most value for customers.
+1. Don't use `GitLab` when you are  unless you are referring to the company or the an attribute that applies to both `GitLab Self-managed` and `GitLab.com`. 
 1. Do specify `GitLab Self-managed` or GitLab.com when you are refrencing something that is unique to that delivery method. (e.g. a security bug that only affects GitLab.com)
 1. Don't use the terms `Enterprise Edition Starter`, `Enterprise Edition Premium`, `Enterprise Edition Ultimate`, `EES`, `EEP`, or `EEU`. These have all been deprecated.
 1. Don't use `Community Edition`, `CE`, `Enterprise Edition`, or `EE` to refer to tiers.

source/handbook/marketing/website/index.html.md

@@ -228,7 +228,7 @@ When adding an image to a webpage, be sure that you optimize the image first.
 *  vision: the URL of the vision Epic
 *  description: a short description of the category.
 *  roi: `true | false` should this category appear in the ROI calculator. (omitting the line is the same as `false`)
-*  available: an ISO date for when the feature was or will be available. Dates in the past show up on the homepage in the "Since 20XX GitLab added" section. Dates in the make the category appear in the "coming soon" section. Ommiting an available date allows a category to be specified to show up only in the handbook, but not show up on any marketing pages. see [homepage logic](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/source/includes/home/sdlc.html.haml#L28), [product page logic](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/source/product/index.html.haml#L32), and [product categories handbook logic](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/source/includes/product/_categories.erb#L33). [Internationalizaion](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/data/categories.yml#L74) is a good example of a category the engineering team works on, but is not a "customer-facing category" that appears on marketing pages.
+*  available: an ISO date for when the feature was or will be available. Dates in the past show up on the homepage in the "Since 20XX GitLab added" section. Dates in the make the category appear in the "coming soon" section. Omitting an available date allows a category to be specified to show up only in the handbook, but not show up on any marketing pages. see [homepage logic](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/source/includes/home/sdlc.html.haml#L28), [product page logic](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/source/product/index.html.haml#L32), and [product categories handbook logic](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/source/includes/product/_categories.erb#L33). [Internationalizaion](https://gitlab.com/gitlab-com/www-gitlab-com/blob/master/data/categories.yml#L74) is a good example of a category the engineering team works on, but is not a "customer-facing category" that appears on marketing pages.
 *  viable: an ISO date for when the category will/did move from minimum to viable on the [maturity handbook page](https://about.gitlab.com/handbook/product/categories/maturity/).
 *  complete: an ISO date for when the category will/did move from viable to complete on the [maturity handbook page](https://about.gitlab.com/handbook/product/categories/maturity/).
 *  lovable: an ISO date for when the category will/did move from complete to loveable on the [maturity handbook page](https://about.gitlab.com/handbook/product/categories/maturity/).

source/handbook/offboarding/index.html.md

@@ -56,7 +56,7 @@ We strive to maintain personal information regarding all team members private, t
 For a voluntary departure a team member may have chosen to leave for many different reasons, career development, promotion, a new role or career path, dislike remote work, etc. For example, a team member may tell their manager that they really miss being in an office environment and remote work is not suitable for their personality.  Based on that decision they have taken another opportunity that allows them to go to an office.
-If the departing team member gives their manager permission to share that information then the manager will share while making the departure announcement on the team call.  We want all GitLab team members to be engaged, happy and fullfilled in their work and if remote work, the requirements of the job or the role it self are not fullfilling we wish our team members the best of luck in their next endeavor.
+If the departing team member gives their manager permission to share that information then the manager will share while making the departure announcement on the team call.  We want all GitLab team members to be engaged, happy and fulfilled in their work and if remote work, the requirements of the job or the role it self are not fullfilling we wish our team members the best of luck in their next endeavor.
 Regarding involuntary terminations, certain information can also be shared with the GitLab team regarding the departure.  Some team members do not thrive or enjoy the work that they were hired to do.  For example after starting at GitLab a team member quickly learns they have no desire or interest to learn Git or work with Git.  This doesn't make them a bad person, it just means they don't have the interest for the role and based on that the decision was made to exit the company.  Again, we want all team members to enjoy and thrive in their work and that may or may not be at GitLab.

source/handbook/on-call/index.html.md

@@ -43,7 +43,7 @@ filling in the name of the person you swapped with. Also see [this article](http
 - After 45 minutes, if the customer has not responded to our initial contact with them, let them know that the emergency ticket will be closed and that you are opening a normal priority ticket on their behalf. Also let them know that they are welcome to open a new emergency ticket if necessary.
 - You can view the [schedule](https://gitlab.pagerduty.com/schedules#PIQ317K) and the [escalation policy](https://gitlab.pagerduty.com/escalation_policies#PKV6GCH) on PagerDuty.
 - After each shift, _if_ there was an alert / incident, the on call person will send a hand off email to the next on call explaining what happened and what's ongoing, pointing at the right issues with the progress.
-- If you need to reach the current on-call engineer and they're not accessible on Slack (e.g. it's a weekend, or the end of a shift), you can [manually trigger a PagerDuty incident](https://support.pagerduty.com/docs/incidents#section-manually-trigger-an-incident) to get their attention, selecting **Customer Support** as the Impacted Service and assigning it to the relevent Support Engineer.
+- If you need to reach the current on-call engineer and they're not accessible on Slack (e.g. it's a weekend, or the end of a shift), you can [manually trigger a PagerDuty incident](https://support.pagerduty.com/docs/incidents#section-manually-trigger-an-incident) to get their attention, selecting **Customer Support** as the Impacted Service and assigning it to the relevant Support Engineer.
 ## Reliability Engineering Team On-Call Rotation