Fix typos in www-gitlab-com entire project

source/handbook/paid-time-off/index.html.md

@@ -42,7 +42,7 @@ As we all work remotely it can sometimes be difficult to know when and how to pl
 ### Communicating Your Time Off
 Communicate broadly when you will be away so other people can manage time efficiently, projects don't slip through the cracks, and so that you don't get bothered while away.  
 1. You should add the time off using [PTO Ninja](#pto-ninja) to Slack. Please use the following syntax which uses the [ISO 8601](https://en.wikipedia.org/wiki/ISO_8601) date notation in order to avoid confusion: `OOO from YYYY-MM-DD to YYYY-MM-DD, please contact XXX for assistance`.
-    * PTO Ninja will automatically add this time to BambooHR and as a busy event on your Google Calendar. Your manager will also recieve a free event on their calendar.  
+    * PTO Ninja will automatically add this time to BambooHR and as a busy event on your Google Calendar. Your manager will also receive a free event on their calendar.  
 1. Add an out of office automated response including the dates you plan to be away in your automated response. 
 1. If you plan to be out of the office for more than 48 hours, update your GitLab.com status with your out of office dates by clicking on your profile picture and selecting "Edit Status." For Example: 'OOO Back on 2018-06-28.' Don't forget to change it back upon your return, and be aware that this information is publicly accessible.
     * Adding `OOO` to your status message will keep you from appearing in the [reviewer roulette](https://docs.gitlab.com/ee/development/code_review.html#reviewer-roulette).
@@ -57,7 +57,7 @@ Communicate broadly when you will be away so other people can manage time effici
 1. Please see the [On-Call](/handbook/on-call/) page for information on how to handle scheduled leave for someone from the On-Call team.
 ### Communicating Time Off for an Emergency Situations
-Emergencies, by definition are unexpected.  They can range from natural disasters, terrorist events, accidents, family deaths, hospitilization and any other unexpected situation.  During these times we ask team members to use their best judgement as well as listen to and adhere to public safety officials when possible.  If an unexpected emergency occurs please contact your manager via slack or email as soon as possible if you will be unavailable or unable to work.  This will allow your manager to confirm your safety and reassign any critical work during your abscence.  If you do not have an emergency contact in BambooHR please go ahead and complete that section.  We will only contact that person if we are unable to reach you via slack, email or phone.  
+Emergencies, by definition are unexpected.  They can range from natural disasters, terrorist events, accidents, family deaths, hospitilization and any other unexpected situation.  During these times we ask team members to use their best judgement as well as listen to and adhere to public safety officials when possible.  If an unexpected emergency occurs please contact your manager via slack or email as soon as possible if you will be unavailable or unable to work.  This will allow your manager to confirm your safety and reassign any critical work during your absence.  If you do not have an emergency contact in BambooHR please go ahead and complete that section.  We will only contact that person if we are unable to reach you via slack, email or phone.  
 ### Unpaid Leave of Absence
 Team members may request an unpaid leave of absence by working with their manager to obtain approval. A manager has the discretion to not approve a leave based on performance issues or critical deadlines.  All requests must be approved by the function Vice President and comply with all local laws. Please follow the process for initiating an unpaid leave request to Peopleops.

source/handbook/people-operations/360-feedback/index.html.md

@@ -34,7 +34,7 @@ Managers will be assigned as the coach for their direct reports.  It is importan
 This section outlines the process for the 360 cycle using the tool Culture Amp. Culture Amp is a tool that makes it easy to collect, understand and act on team member feedback.  It helps improve engagement, the experience and effectiveness of every team member.  We have recorded a training overview of the 360 process via Culture Amp for your review.  
 Why do we have 360 Reviews?  Feedback received in a 360 review can be used for organizational growth, team development and your own personal development.  Here are 5 ways that team members can benefit from a 360 review.
-- Increased Self Awareness - Gives a team member insight into their behaivor and how they are perceived by others.  They have a deeper understanding when you compare your self review with the reivew of your team members.
+- Increased Self Awareness - Gives a team member insight into their behavior and how they are perceived by others.  They have a deeper understanding when you compare your self review with the reivew of your team members.
 - Balanced View - Since feedback is received from team members across GitLab and not just your manager it provides a fair and more accurate picture to the team member.
 - Leverages Strengths - A 360 helps you identify your strengths in which you can then build your development plan for continued growth and success.
 - Uncovers Blind Spots - This enables a team member to understand behaviors they are exhibiting, but never noticed themselves.  Highlighting these blind spots allows a team member to focus on those overlooked behaviors.
@@ -42,7 +42,7 @@ Why do we have 360 Reviews?  Feedback received in a 360 review can be used for o
 A 360 review also ties into our core values of Collaboration, Efficiency and Transparency.  
-During this 360 review we will be using the Individiual Effectiveness 360 survey.  This survey consists of 13 questions in 5 different focus areas. These focus areas are the following:
+During this 360 review we will be using the Individual Effectiveness 360 survey.  This survey consists of 13 questions in 5 different focus areas. These focus areas are the following:
  - Supporting Success
  - Strength areas
  - Improvement areas

source/handbook/people-operations/group-conversations/index.html.md

@@ -26,7 +26,7 @@ If you are unable to attend the Group Conversation, don't let that hold you back
 1. Link a Google Doc from the calendar item and link your slides from the Doc. Use the Doc to line up questions that are then verbally asked in the call.
 1. Do not present your slides. Start with call by stating your name and title and ask people for verbal questions and when relevant mention a slide number. This is similar to what we do during [board meetings](/handbook/board-meetings/).
 1. If you want to present please consider [posting a recording to YouTube](/handbook/communication/youtube/) at least a day before the meeting, link it from the Google Doc, and mention it in the relevant slack channels. 
-1. It is not the end of the world if a call ends early, we aim for results, not for spending the time alotted.
+1. It is not the end of the world if a call ends early, we aim for results, not for spending the time allotted.
 1. Don't do a countdown when you're asking for questions, people will not ask one. Just end the call or even better say: we'll not end the call before getting at least one question.
 1. People need to be on time for the company call, end no later than 29 minutes after the hour and preferably at 25 minutes after the hour.
 1. If there are more questions or a need for longer conversation, mention on what chat channel the conversation can continue or link to a relevant issue.

source/handbook/people-operations/planning/index.html.md

@@ -8,7 +8,7 @@ People Ops will manage a monthly PeopleOps calendar to highlight important dates
 ##  Remaining 2018 People Operations Planning
 - **October** - Engagement Survey via Cultureamp
 - **October 25th**  - New Experience Factor Worksheet Training for Managers and Team members
-- **November 15th** - Annual Experience Factor Worksheet due to People Ops Anaylst 
+- **November 15th** - Annual Experience Factor Worksheet due to People Ops Analyst 
 - **November** - Manager Training (TBD)
 - **December** - Manager Training (TBD)
@@ -32,6 +32,6 @@ People Ops will manage a monthly PeopleOps calendar to highlight important dates
 - **October** - Experience Factor Worksheets and Annual Compensation Review (TBD) 
 - **October 8th** - Engagement Survey via Cultureamp
 - **October 16th** - Experience Factor Worksheet Training for Managers and Team members
-- **November** - Annual Experience Factor Worksheet due to People ops anaylst
+- **November** - Annual Experience Factor Worksheet due to People ops analyst
 - **November** - Manager Training (TBD)
 - **December** - Manager Training (TBD)

source/handbook/people-operations/visas/index.html.md

@@ -102,7 +102,7 @@ Employees recruited abroad can apply by themselves and expense it, or ask to HRS
 1. The employee must have specific experience or expertise that is not or rarely available in the Netherlands.
 1. The gross annual salary has to surpass a minimum (adjusted annually).
-#### Transfering the 30% Ruling from a previous employer
+#### Transferring the 30% Ruling from a previous employer
 The 30% ruling is a tax advantage granted for five years, which means that you can carry this for a new employer if your new role still fulfills the requirements from the original application. 
 If you have already received an approval letter from Belastingdienst, HRSavvy can carry this over for you and ask to Belastingdienst to transfer this tax advantage, relating it to GitLab. This process tends to be faster and less bureaucratic since your qualifications were already assessed. To do that, you need to provide the first approval letter and fill out and sign a 30% ruling transfer application;

source/handbook/product/categories/index.html.md.erb

@@ -117,7 +117,7 @@ area harder to reason about and communicate if/when we decide to market that
 surface area. As such, they're tied 1:1 with sub-departments so they're the
 minimal number of stages that fit within our organizational structure. e.g.
 Growth was a single group under Enablment until we decided to add a Director
-layer for Growth; then it was promoted to a sub-deparment with specialized
+layer for Growth; then it was promoted to a sub-department with specialized
 groups under it. The various buckets under each of the non-DevOps stages are
 captured as different groups. Groups are also a non-marketing construct, so we
 expand the number of groups as needed for organizational purposes. Each group

source/handbook/product/growth/index.html.md

@@ -100,10 +100,10 @@ Primary metric: Retention, including reactivation
 ## Funnel
 1. Visit
-1. Aquisition (Signup)
+1. Acquisition (Signup)
 1. Activation (Key usage)
 1. Adoption (Increased stage usage)
-1. Converstion
+1. Conversion
 1. Upsell
 1. Churn (!Retention)
 1. Reactivation
@@ -127,7 +127,7 @@ SMAU can be increased in multiple ways:
 Each of these is worthwhile to increase for their own sake:
 1. More insight in how our product is used
-1. More people intruduced to the product
+1. More people introduced to the product
 1. Happier users of the product
 1. Winning people back
 1. When people use more stages they are less likely to churn and more likely to buy

source/handbook/product/index.html.md

@@ -713,7 +713,7 @@ getting due attention.
 #### Preparation
-1. The [release post manager](/handbook/marketing/blog/release-posts/managers/) that will lead the release post will be the [directly reponsible individual](/handbook/people-operations/directly-responsible-individuals/) for presenting and leading the meeting for the same release. So the release post manager for GitLab X.Y will present the X.Y Kickoff.
+1. The [release post manager](/handbook/marketing/blog/release-posts/managers/) that will lead the release post will be the [directly responsible individual](/handbook/people-operations/directly-responsible-individuals/) for presenting and leading the meeting for the same release. So the release post manager for GitLab X.Y will present the X.Y Kickoff.
 1. The format of the meeting will be that of a [panel interview](https://www.thebalancecareers.com/panel-interview-questions-and-answers-2061158) focused on the product. This will mean they they will prepare the introduction and closing thoughts.
 1. Relevant issues are added to the [Kickoff doc](https://docs.google.com/document/d/1ElPkZ90A8ey_iOkTvUs_ByMlwKK6NAB2VOK5835wYK0/edit?usp=sharing)
    * Product managers should add any issue that is marked ~direction and ~Deliverable for the upcoming milestone (no ~Stretch issues)
@@ -1032,7 +1032,7 @@ GitLab is open-source, and encouraging and promoting a large ecosystem of contri
 to our success. When making prioritization decisions, it's important to heavily weight activities which
 will encourage a stronger community of contributors. Some of those activities are:
-* The creation of small primatives that can be utilized and iterated on by community members
+* The creation of small primitives that can be utilized and iterated on by community members
 * The building of integration points which can entice independent third parties to contribute an integration
 * The addition of tools or features which make the contribution experience easier
@@ -1225,7 +1225,7 @@ how the team is planning to deliver on the [product vision](/direction/#vision).
 #### Roadmap dates
-Use [calendar year (CY) dates](/handbook/communication/#writing-style-guidelines) for your issues, milestones, and lables to communicate timelines. Fiscal year (FY) does not translate well outside the company and roadmaps and vision pages are intended for external consumption. If you'd like to denote that an issue will be completed within a fiscal quarter use the month or GitLab release number for the last month in the fiscal quarter. E.g. use `12.4 (2018-10-22)` instead of `FY20-Q3`. The issue can always be moved up in date and users/customers will seldom complain when functionality ships ealier than expected.
+Use [calendar year (CY) dates](/handbook/communication/#writing-style-guidelines) for your issues, milestones, and lables to communicate timelines. Fiscal year (FY) does not translate well outside the company and roadmaps and vision pages are intended for external consumption. If you'd like to denote that an issue will be completed within a fiscal quarter use the month or GitLab release number for the last month in the fiscal quarter. E.g. use `12.4 (2018-10-22)` instead of `FY20-Q3`. The issue can always be moved up in date and users/customers will seldom complain when functionality ships earlier than expected.
 #### Stage vision
@@ -1399,7 +1399,7 @@ collaborators, to help them with their own respective workflows.
 In addition, we have two special milestones: `Backlog` and `Awaiting further demand`.
 Product Managers assign these issues to milestones that they have reviewed and
 make sense, but do not fit within the upcoming release milestones due to either
-a lack of comparitive urgency or because we have not yet seen enough user
+a lack of comparative urgency or because we have not yet seen enough user
 demand to prioritize the item yet. The best way to demonstrate urgency on
 either of these items is to vote on them and, if possible, add comments
 explaining your use case and why this is important to you.
@@ -1753,7 +1753,7 @@ After the meeting, make sure all your notes and feedback land in issues.
 ##### Customer Discovery Meetings
 Customer discovery meetings aren't UX Research. Target them to broad-based needs
 and roadmap tradeoff discussions, not specific feature review. There are
-two primary techniques for targetting those topics:
+two primary techniques for targeting those topics:
 * **Top Competitors** - Identify the top 3 competitors in your categories and talk to
   customers using those competitor asking: What is missing to have you switch from

source/handbook/product/leadership/index.html.md

@@ -70,7 +70,7 @@ An effective product director should:
   the intent of avoiding "surprise problems". In the same vein, following up on
   requests for context, advice, and so on from the PMs is a priority. The 
   [socratic method](https://about.gitlab.com/handbook/leadership/#management-group) is
-  reccommended as a great approach that works particularly well with PMs. 
+  recommended as a great approach that works particularly well with PMs. 
 - Prioritize hiring, being sure to include PMs (and EMs/team members) who will work
   with the new person in the process.

source/handbook/product/survey/index.html.md

@@ -74,7 +74,7 @@ You can find them as `/direction/[name of stage]`:
 - [/direction/secure](/direction/secure)
 We will take the time to regularly present these in sales meetings,
-and other occassions that can be easily shared.
+and other occasions that can be easily shared.
 #### It's unclear how we make decisions

source/handbook/resellers/index.html.md

@@ -253,7 +253,7 @@ Do not escalate GitLab.com or GitLab CE incidents to your DSE; instead please re
 Your website will need to have a landing page with information about GitLab. You can see what others have done from the [Resellers page](/resellers).
 - We would prefer your landing page to be at `yoururl.com/GitLab` where this is not possible, we would ask you to set a redirect for that URL to the actual one.
-- We highly encourage your landing page to be in local language.  There are plenty of English language resources on GitLab, so providing them in the native tounge of your customers adds value.
+- We highly encourage your landing page to be in local language.  There are plenty of English language resources on GitLab, so providing them in the native tongue of your customers adds value.
 - You should use our [Authorized Reseller Logo](#Logo) on your page, and have it link back to us at `/resellers`
 - There needs to be a _“What is GitLab?”_ paragraph
 - Where ever you mention a GitLab product or feature, there should be a link back to our corresponding item on ``

source/handbook/resellers/onboarding/index.html.md

@@ -83,7 +83,7 @@ MARKET PARTNERS ONLY - [ ] Local TLD acquired
 - [ ] Partner sent authorised reseller plaque engraved with their business name
 ## BDR
-- [ ] referal email templates added to outreach `@mollybeth`
+- [ ] referral email templates added to outreach `@mollybeth`
 - [ ] BDR/Reseller introduction call completed
 # Tasks for Channel Team: (`@Channel Partner Manager`)

source/handbook/sales-training/index.html.md

@@ -410,7 +410,7 @@ In sales, the line between pushiness and persistence can be hard to walk.  Here
 * Pushy: Glossing over your prospect's concerns and not taking them seriously.
-* Persistent: Creating a plan that accomodates your prospect's objections, and actively addresses their hesitations.
+* Persistent: Creating a plan that accommodates your prospect's objections, and actively addresses their hesitations.
 ##### CLOSING
@@ -525,7 +525,7 @@ Solutions:
 * Listen to the customer when this question is asked. They either understand the value but are still asking for a discount in the form of mixed tiers or they don't understand the value at all. 
 * If they are really talking about price, dig into the details (deployment timing, sequence, services needed) to ensure we've optimized every possible angle for the customer.
 * Work with the customer to use more stages of GitLab in their deployment.  They will see improved business outomes and results. This validates the price.
-* Leverage the CS team!  A customer considering Ulitmate should have hands-on experiences to see the massive benefit they get from the product.
+* Leverage the CS team!  A customer considering Ultimate should have hands-on experiences to see the massive benefit they get from the product.
 * Is the customer uncomfortable because they are uset to paying for security products for only a few users to operate?  Refocus on the value.  In many cases they may $250,000 for a product operated by 5 people to drive security outcomes.  With GitLab, they may pay a hither tier price for every user to ensure better security outcomes end-to-end, but the _total cost_ of the increase is actually _much less_ than the products they use today and _provides better business outcomes!_ Focuse on the value because price per user is misleading if you are not focused on overall value to the customer.
 ### 5 B2B Sales Call Techniques That Get More Meetings <a name="techniques"></a>

source/handbook/sales/POC/index.html.md

@@ -195,7 +195,7 @@ Finally, ensure both GitLab and the prospect have a copy of the document. Schedu
 ## <a name="LITEdoc"></a>LITE POC Template Document
-When a prospect has an internal POC process to follow, or when time is of the essence, the SA may utilize the [LITE POC document](https://docs.google.com/document/d/1PO3jXG3wiKsCbx5vb8dm4SmOe_PiTB47SadROIO8nCc/edit#) (only accessible to GitLab team members), which validates POC dates, success critera and assumptions of both GitLab and the prospect.
+When a prospect has an internal POC process to follow, or when time is of the essence, the SA may utilize the [LITE POC document](https://docs.google.com/document/d/1PO3jXG3wiKsCbx5vb8dm4SmOe_PiTB47SadROIO8nCc/edit#) (only accessible to GitLab team members), which validates POC dates, success criteria and assumptions of both GitLab and the prospect.
 ### Using the LITE POC Template

source/handbook/sales/idea-to-production-demo/setup/index.html.md

@@ -366,7 +366,7 @@ function create-volume {
   oc get persistentvolume ${__volume} --as=system:admin &>/dev/null && echo "The PersistentVolume already exits" && exit 1
-  # Gives 777 permisions to the folder, otherwise non-root cannot write on it
+  # Gives 777 permission to the folder, otherwise non-root cannot write on it
   mkdir -m 777 -p $__path
 cat <<-EOF > /tmp/pv.yaml

source/handbook/sponsoredtravel/index.html.md

@@ -79,7 +79,7 @@ Use the per diem rates multiplied by the days on site, as well as your two trave
 Estimate the airfare and car rental prices by using the search sites and choosing a mid cost flight/rental.  Consider the starting location of the employee projected to go.  
 #### Other Billable Expenses 
-If it is required to have a fixed contract price for sponsored travel, estimate the cost of other billable expenses such as parking, tolls, transportation to and from airport, internet services in hotel or flights, and other expenses that might be nessesary to complete the contract sucessfully.  
+If it is required to have a fixed contract price for sponsored travel, estimate the cost of other billable expenses such as parking, tolls, transportation to and from airport, internet services in hotel or flights, and other expenses that might be nessesary to complete the contract successfully.  
 ### For any policy not covered in this policy please refer to [Travel](/handbook/travel)

source/handbook/stock-options/index.html.md

@@ -351,7 +351,7 @@ On January 31, 2019 the Board of Directors approved the amendment to the company
 * the transfer is a gift or pursuant to a domestic relations order, to the stockholder's immediate family member;
 * the transfer is effected pursuant to the stockholder's will or the laws of intestate succession;
-* the transfer by an entity stockholder is made to an affilate of such entity stockholder;
+* the transfer by an entity stockholder is made to an affiliate of such entity stockholder;
 * the transfer by an entity stockholder of all Common Shares is made to a single transferee in accordance with the terms of any bona fide merger, consolidation, or acquisition;
 * the transfer is made for no consideration by a stockholder that is a partnership to such stockholder's limited partners in accordance with the partnership interests of such limited partners;
 * any repurchase or redemption of the Common Shares by the corporation (a) at or below cost, upon the occurrence of certain events, such as the termination of employment or services, or (b) at any price pursuant to the corporation's exercise of a right of first refusal to repurchase such Comman Shares; or

source/handbook/support/channels/index.html.md

@@ -35,7 +35,7 @@ We have a [Responsible Disclosure Policy](/security/disclosure/). Emails sent to
 `"Thank you for your responsible disclosure of a potential GitLab vulnerability. We'll follow up with you within one business day."`
 We also accept reports via [HackerOne](https://hackerone.com/gitlab), see [more information](/handbook/support/channels#hackerone) on this channel.
-Occassionally issues do not get automatically routed as `security` labeled or assigned the the Security team, refer to [working with Security](/handbook/support/workflows/services/support_workflows/working_with_security.html) for information on identifying and handling
+Occasionally issues do not get automatically routed as `security` labeled or assigned the the Security team, refer to [working with Security](/handbook/support/workflows/services/support_workflows/working_with_security.html) for information on identifying and handling
 these tickets.  Sometimes issues that would be better served directly by support engineers end up in the `security`
 queue.  It is okay to take and handle issues such as 2-factor and other authorization configuration problems for GitLab.com
 users.

source/handbook/support/workflows/services/gitlab_com/account_verification.html.md

@@ -49,7 +49,7 @@ As part of access recovery, if 2FA removal is not involved, then skip the follow
 1. Apply the **"Account::2FA Removal SSH Info & Challenges"** Macro
 1. The macro marks the ticket as "Pending"
-#### If the user responds with the need for further verification (by answering the challanges)
+#### If the user responds with the need for further verification (by answering the challenges)
 1. Using the [Risk Factor Worksheet](https://docs.google.com/spreadsheets/d/1NBH1xaZQSwdQdJSbqvwm1DInHeVD8_b2L08-V1QG1Qk/edit#gid=0) (internal only), determine the appropriate data classification level and the risk factor you have determined from customer's answers to the challenges.
    - For almost all cases, the originating email should be the same as the one listed on the account.

source/handbook/support/workflows/services/gitlab_com/confirmation_emails.html.md

@@ -35,7 +35,7 @@ If the user made a typo:
 ### Check Mailgun
-On the first attempt, if our email system could not get through (usually server says it's non-existent or similar), then our mail server will put a supression on sending further emails.
+On the first attempt, if our email system could not get through (usually server says it's non-existent or similar), then our mail server will put a suppression on sending further emails.
 1. Log in to [Mailgun](https://app.mailgun.com/app/dashboard) using the `supporteam` credentials in the Support Team vault in 1Password.
 2. Click on the `Logs` tab.