Merge branch 'master' into 'patch-19826111318'

# Conflicts:
#   source/handbook/sales/territories/index.html.md

source/company/culture/all-remote/management/index.html.md

@@ -27,7 +27,11 @@ On this page, we're detailing what it takes to effectively and efficiently manag
 In truth, managing an all-remote company is much like managing any other company. It comes down to trust, communication, and company-wide support of shared goals, all of which aid in [avoiding dysfunction](/handbook/values/#five-dysfunctions).
-Remote forces you to do the things you should be doing [way earlier and better](https://nohq.co/blog/sid-sijbrandij-people-dont-want-to-commute-they-ju/). It forces discipline that sustains culture and efficieiency [at scale](/company/culture/all-remote/scaling/), particularly in areas which are easily deprioritized in small colocated companies. 
+Remote forces you to do the things you should be doing [way earlier and better](https://nohq.co/blog/sid-sijbrandij-people-dont-want-to-commute-they-ju/). It forces discipline that sustains culture and efficiency [at scale](/company/culture/all-remote/scaling/), particularly in areas which are easily deprioritized in small colocated companies. 
+
+It's important to not assume that team members understand good remote work practices. GitLab managers are [expected](/handbook/leadership/#management-group) to coach their reports to utilize [asyncronous communication](/company/culture/all-remote/management/#asynchronous), be [handbook-first](/handbook/handbook-usage/#why-handbook-first), design an [optimal workspace](/company/culture/all-remote/workspace/), and understand the importance of [self-learning/self-service](/company/culture/all-remote/self-service/). 
+
+Leaders should ensure that new remote hires read a [getting started guide](/company/culture/all-remote/getting-started/), and make themselves available to answer questions throughout one's journey with the company. 
 Tomasz Tunguz describes it as such in an article entitled "[The early discipline of remote startups](https://tomtunguz.com/the-early-discipline-of-remote-startups/)."

source/company/culture/all-remote/meetings/index.html.md

@@ -127,6 +127,39 @@ At GitLab, we have a dedicated Slack channel [devoted to saying thanks](/handboo
 A great example of several GitLab's [values](/handbook/values/) being used to generate a creative outcome from a regularly scheduled meeting is detailed on the company blog: ["How we turned a dull weekly all-hands into a podcast"](/blog/2019/06/03/how-we-turned-40-person-meeting-into-a-podcast/)
+## Comparing remote and colocated meetings
+
+<!-- blank line -->
+
+<figure class="video_container">
+  <iframe src="https://www.youtube.com/embed/EuGsen3FxXc?start=788" frameborder="0" allowfullscreen="true"> </iframe>
+</figure>
+<!-- blank line -->
+
+When asked during an [INSEAD](http://insead.edu/) case study interview (shown above) about an all-remote company's ability to bring people together in the same physical space for a meeting, GitLab co-founder and CEO Sid Sijbrandij provided the following reply. 
+
+For context, Sid joined the Zoom call from San Francisco, while the researchers joined from Singapore. 
+
+> We can [bring people together in the same physical space], but we don't do it because it's very inefficient. Imagine the cost of this meeting if I had to fly to your location, or you to mine. 
+>
+> [Colocated companies] fall back on extremely inefficient things, like flying people halfway around the world for a four-hour meeting. GitLab doesn't fall into that trap. 
+>
+> We have meetings that are more efficient. I bet our meetings, via Zoom, are more efficient than meetings in a conference room. With [live note-taking](/handbook/communication/), up-front [agendas](/handbook/leadership/1-1/suggested-agenda-format/), and our follow-up, GitLab meetings are more efficient. 
+>
+> Not only do we have more efficient meetings, we also do not have the time waste of flying people across the world.
+>
+> I see multinational organizations where you're supposed to be in the office even if you're the only person in that location, just so they can check that you're working. That is a ridiculous waste of time. 
+>
+> So, no, [colocated companies] do not have an advantage. They don't have the benefit of knowing how to do remote right because it's not in their DNA. 
+>
+> Of course there are benefits to colocated meetings — it's easier to interrupt each other, it's easier to see what everyone around the room is thinking, you don't have wireless issues, it's easier to look each other in the eyes, it's easier to break bread before/after the meeting, it's easier to talk a walk or do something fun together.
+>
+> We try to take advantage of them, though. We have [GitLab Contribute](/events/gitlab-contribute/) where we all come together to go on excursions and have informal chats. As an executive group, we [come together every quarter for 2.5 days for high-velocity meetings](/handbook/ceo/offsite/). Those are augmented with Google Docs, and we allow people to attend remotely if they cannot join in person.
+>
+> There are benefits, but they aren't as big as people make them out to be. 
+>
+> The biggest thing is [taking the initiative to interrupt each other](/blog/2019/08/05/tips-for-mastering-video-calls/), as that's harder in a remote setting. At GitLab, we solve that by making sure that questions are in a Google Doc in advance so it's clear who has a question and who to hand the conversation off to. — *GitLab co-founder and CEO Sid Sijbrandij*
+
 ----
 Return to the main [all-remote page](/company/culture/all-remote/).

source/company/culture/all-remote/resources/index.html.md

@@ -124,6 +124,8 @@ On this page, we're curating a list of resources for remote professionals, teams
 - [That remote work think piece has some glaring omissions (a rant)](http://www.catehuston.com/blog/2016/04/07/that-remote-work-think-piece-has-some-glaring-omissions/)
 - [Tweets about the impact by Amir Salihefendic](https://twitter.com/amix3k/status/881251640795439104)
 - [Martin Fowler on remote vs. co-located](https://martinfowler.com/articles/remote-or-co-located.html)
+- [Top 5 Reasons Why Companies Adopt Remote Work](https://www.remoter.com/top-5-reasons-why-companies-adopt-remote-work)
+- [Remote Work 1-2-3: First Three Steps to Going Remote](https://www.remoter.com/remote-work-1-2-3-first-three-steps-to-going-remote)
 #### Best practices
@@ -164,6 +166,7 @@ On this page, we're curating a list of resources for remote professionals, teams
 - [How to manage employees who work from home](https://money.cnn.com/2013/08/27/smallbusiness/employees-work-from-home/index.html)
 - [How to manage a distributed development team](https://www.cio.com/article/2399319/how-to-manage-a-distributed-development-team.html)
 - [Managing Remote Developer Teams: How Buffer Set the Gold Standard - Interview with Katie Womersley ](https://codingsans.com/blog/managing-remote-developer-teams)
+- [What Is the Best Compensation Model?](https://www.remoter.com/what-is-the-best-compensation-model)
 #### Surveys and data
@@ -181,6 +184,7 @@ On this page, we're curating a list of resources for remote professionals, teams
 - [Things I Wish I Knew Before Going Remote by Marla Brizel Zeschin](https://www.youtube.com/watch?v=nUQ41-vBtdg)
 - [Bond Internet Trends 2019: Remote work = creating internet-enabled work opportunities + efficiencies](https://www.bondcap.com/report/itr19/#view/228)
 - [Work Remotely: Thrive in a Job From Home](https://www.creativelive.com/class/work-remotely-thrive-in-a-job-from-home-with-darren-murph)
+- [Founding and Growing Remotely Online Course](https://www.remoter.com/remoter-course-founding-and-growing-remotely)
 #### Threads and conversations
@@ -222,6 +226,7 @@ Here's [a list](/handbook/tools-and-tips/) of the tools we use internally at Git
 - [Twist's Remote Work Guides](https://twist.com/remote-work-guides)
 - [Remote Habits](https://remotehabits.com/)
 - [35 of the best Slack communities for remote workers](https://www.owllabs.com/blog/remote-work-slack-communities?hs_amp=true)
+- [The Remoter Guide](https://www.remoter.com/remoter-guide)
 ## Contribute to this page

source/company/culture/all-remote/scaling/index.html.md

@@ -80,6 +80,22 @@ This creates unnecessary friction within the organization, particularly impactin
 With no company offices to maintain, all-remote organizations are able to recognize outsized agility and efficiency at scale.
+<!-- blank line -->
+<figure class="video_container">
+  <iframe src="https://www.youtube.com/embed/EuGsen3FxXc?start=640" frameborder="0" allowfullscreen="true"> </iframe>
+</figure>
+<!-- blank line -->
+
+In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, GitLab co-founder and CEO Sid Sijbrandij discusses all-remote scalability (amongst other topics) with researchers from [INSEAD](https://www.insead.edu/). 
+
+> The more widespread an organization is, the less it benefits from being colocated. An all-remote organization will have to adopt the processes you'd use to control an organization at scale. 
+>
+> [Writing things down](/handbook/values/#write-things-down), [recording things](/handbook/communication/youtube/), and [working asynchronously](/company/culture/all-remote/management/#asynchronous) — we have to master those things early, so they become more prevalent in the organization. Hence, they are easier to scale.
+>
+> For example, we have the best [onboarding process](/company/culture/all-remote/learning-and-development/#how-do-you-onboard-new-team-members) of any company in the world. It's not perfect — I can see lots of room for improvement — but no other company has [250+ tasks](https://gitlab.com/gitlab-com/people-group/employment/blob/master/.gitlab/issue_templates/onboarding.md#all-gitlabbers) you need to complete when onboarding.
+>
+> That's more useful at scale. We just hired 600 people in 2019, and they were all able to benefit from that. — *GitLab co-founder and CEO Sid Sijbrandij*
+
 ### Team growth
 A rapidly growing firm is able to grow even more quickly as an all-remote team, as leadership can focus solely on attracting the right talent and onboarding them appropriately. There are no meetings to plan for office expansion, no requests for families to relocate, and no budget allocations devoted to real estate. 

source/company/culture/all-remote/self-service/index.html.md

@@ -75,9 +75,9 @@ A commonly rooted habit that requires breaking at GitLab is this: oftentimes, pe
 At GitLab, we flip that notion on its head. We [prefer public discourse over private](/handbook/communication/#avoid-private-messages), as this enables deeper [collaboration](/handbook/values/#collaboration). We [encourage](/handbook/values/#share) team members to consider making private issues public wherever possible so that we can all learn from the experience, rather than requiring a small group to spend effort translating those learnings in the future. 
-## Taking pleasure in answering with a link
-While making conversations [public](/handbook/values/#public-by-default) may feel inefficient in the moment, it is much more [efficient](/handbook/values/#efficiency) long-term. It leads to significantly less interruptions. Team members should be **conditioned to search for their own answers**, and gain pleasure from being able to document an answer for the first time, or iterate on an existing answer with new information.
+## Answer with a link
+While making conversations [public](/handbook/values/#public-by-default) may feel inefficient in the moment, it is much more [efficient](/handbook/values/#efficiency) long-term. It leads to significantly less interruptions. Team members should **search for their own answers**, and, if an answer is not readily found or the answer is not clear, ask in public as we all should have a [low level of shame](/handbook/values/#low-level-of-shame). [Write down any new information discovered](/handbook/values/#write-things-down) and pay it forward so that those coming after will have better efficiency built on top of practicing collaboration, inclusion, and documenting the results.
 Minimizing interruptions creates a less chaotic workplace for all, and leads to something that is increasingly precious: [long, uninterrupted periods of time](https://www.ted.com/talks/jason_fried_why_work_doesn_t_happen_at_work?language=en) where you can get into a [state of flow](https://medium.com/steveglaveski/37-lessons-on-productivity-and-work-from-basecamps-jason-fried-4815bb87c52d). 

source/company/culture/all-remote/stages/index.html.md

@@ -45,6 +45,20 @@ This tends to attract employees who are in relative close proximity to one anoth
 ## All-remote, asynchronous across time zones
+<!-- blank line -->
+<figure class="video_container">
+  <iframe src="https://www.youtube.com/embed/jdN5mj5ieLk?start=2115" frameborder="0" allowfullscreen="true"> </iframe>
+</figure>
+<!-- blank line -->
+
+As part of a Harvard Business School case study [interview](https://youtu.be/jdN5mj5ieLk) (shown above), GitLab co-founder and CEO Sid Sijbrandij spoke with Professor Prithwiraj Choudhury on the various stages of remote work.
+
+> We think this model will be called all-remote. 
+>
+> We think it's time for clear differentiation between companies which *allow* remote, and companies that will not allow you to come into an office.
+>
+> People will start understanding the difference. If there is no headquarters, you're not at a satellite office. You're not a second-class citizen. — *GitLab co-founder and CEO Sid Sijbrandij*
+
 GitLab is a [100% remote company](/company/culture/all-remote/), where each individual works remotely and there are no company-owned offices. With [team members](/company/team/) in over 60 countries, many time zones are accounted for. 
 In such companies, there is no effort placed on trying to coordinate team members to a given time zone. Rather, a bias towards [asynchronous communication](/company/culture/all-remote/management/#asynchronous) encourages documentation, discourages syncronous meetings as a default for collaboration, and provides greater flexibility for each member to determine the working hours that best suites their [lifestyle](/company/culture/all-remote/people/). 

source/company/culture/all-remote/transition/index.html.md

@@ -14,6 +14,14 @@ On this page, we're detailing considerations for transitioning a colocated or hy
 ## How do you transition a hybrid team to a fully remote team?
+<!-- blank line -->
+<figure class="video_container">
+  <iframe src="https://www.youtube.com/embed/MSj6-wC4f9w" frameborder="0" allowfullscreen="true"> </iframe>
+</figure>
+<!-- blank line -->
+
+*In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, Darren (GitLab) and Janice (Groupdesk) discuss the potential of transitioning a hybrid-remote company to all-remote.*
+
 In general, a company seeking to transition to fully remote should actively avoid or remove [common hybrid-remote pitfalls](/company/culture/all-remote/hybrid-remote/#disadvantages-to-hybrid-remote) by whatever means necessary. Moreover, it's important for leaders to put themselves in the shoes of a prospective job seeker who will ask [very specific questions](/company/culture/all-remote/evaluate/) to determine how prepared a company is to thrive in a 100% remote setting. 
 Much of it boils down to changing whatever elements you need in order to become the remote company that you would want to work for. This requires old habits to be left behind, and intentional effort to be made on areas such as [documentation](/company/culture/all-remote/management/#scaling-by-documenting), [informal communication](/company/culture/all-remote/informal-communication/), and working well [asynchronously](/handbook/communication/).

source/company/culture/all-remote/values/index.html.md

@@ -116,7 +116,25 @@ Particularly as organizations scale, the friction of coordinating people and tea
 This empowers all-remote teams to make small changes and reduce cycle times. This leads to changes which are easier to provide feedback on (and roll back if needed). 
-Valuing iteration creates a climate where there is a [low level of shame](/handbook/values/#low-level-of-shame). This is extraordinarily difficult to replicate in large colocated settings, where perception is often reality and decisions are swayed by physical appearances. In all-remote companies, this reinforces that a person is not their work.
+Valuing iteration creates a climate where there is a [low level of shame](/handbook/values/#low-level-of-shame). This is extraordinarily difficult to replicate in large colocated settings, where perception is often reality and decisions are swayed by physical appearances. In all-remote companies, this reinforces that [a person is not their work](/handbook/values/#people-are-not-their-work).
+
+<!-- blank line -->
+<figure class="video_container">
+  <iframe src="https://www.youtube.com/embed/EuGsen3FxXc?start=2209" frameborder="0" allowfullscreen="true"> </iframe>
+</figure>
+<!-- blank line -->
+
+In the [GitLab Unfiltered](https://www.youtube.com/channel/UCMtZ0sc1HHNtGGWZFDRTh5A) video above, GitLab co-founder and CEO Sid Sijbrandij verbalizes how iteration applies to non-reversible decisions.
+
+> This idea of iterating works very well when the initiative can be reverted in case it doesn't work.
+>
+> There's a concept of one-way and two-way doors. If it's a two-way door, you can just return. Don't think long about the decision, just go. 
+>
+> A decision to integrate two applications into one, for example, is a one-way door. That is many months of engineering work. It's a very big deal.
+>
+> In that case, you try to do more homework, collect more data, get more opinions, and debate it longer. The trick with iteration is to split it up, and very often you can split things up more than you'd initially think. 
+>
+> Challenging people on their thinking [as it relates to iteration] is one of the main things that we can do as management of GitLab. — *GitLab co-founder and CEO Sid Sijbrandij*
 ## Transparency

source/company/culture/all-remote/workspace/index.html.md

@@ -63,7 +63,7 @@ In an all-remote setting, [video calls](/handbook/communication/#video-calls) ar
 While most phones and laptops ship with passable webcams, they do not offer optimal quality. A dedicated webcam offers not only a higher resolution camera, but is able to handle low-light scenarios with greater poise. Many dedicated webcams also include a software suite for touching up one's appearance, tweaking white balance, and applying background themes when paired with a green screen.
-Consider [selecting a webcam](https://thewirecutter.com/reviews/the-best-webcams/) with a versitile mount, enabling it to be set atop a desktop monitor as well as a laptop. For more, read [5 tips for mastering video calls](/blog/2019/08/05/tips-for-mastering-video-calls/) on the GitLab blog. 
+Consider [selecting a webcam](https://thewirecutter.com/reviews/the-best-webcams/) with a versatile mount, enabling it to be set atop a desktop monitor as well as a laptop. For more, read [5 tips for mastering video calls](/blog/2019/08/05/tips-for-mastering-video-calls/) on the GitLab blog. 
 ## Headphones

source/company/culture/contribute/index.html.haml

@@ -38,7 +38,7 @@ extra_js:
     .full-width.column
       %h2 What, where, and when
       :markdown
-        We try to get together every 9 months or so to get face-time with one another, build community,
+        We try to get together every 9 months or so to get face-time with one another, build community, reinforce our values,
         and get some work done! Since our team is scattered all over the globe, we try to
         plan a different location for each GitLab Contribute.
@@ -50,7 +50,7 @@ extra_js:
         The goal of Contribute is to **get to know the people in the GitLab community better**.
         The better you know people, the easier it is to collaborate.
-        We want to build trust between groups.
+        We want to reinforce our values and build trust between groups.
         ## Who

source/company/culture/inclusion/index.html.md

@@ -151,7 +151,7 @@ We offer funds to help support the event financially, and if the event is in a c
 ### Additional resources and training opportunities
 * [Inclusive Language](https://docs.google.com/presentation/d/186RK9QqOYxF8BmVS15AOKvwFpt4WglKKDR7cUCeDGkE/edit?usp=sharing)
-* [Delivering Through Diversity](https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx) McKinsey and Company research on Diversity and it's value.
+* [Delivering Through Diversity](https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/Delivering%20through%20diversity/Delivering-through-diversity_full-report.ashx) McKinsey and Company research on Diversity and its value.
 * [Salesforce Equality at Work Training](https://trailhead.salesforce.com/trails/champion_workplace_equality).
  To earn badges and save your responses, you'll need to sign up! Use your GitLab address to sign in using Google+.
 * [Business Value of Equality](https://trailhead.salesforce.com/trails/champion_workplace_equality/modules/workplace_equality_diversity_and_inclusion) (This module has three units. The third is specific to Salesforce values and mission and is not required or suggested for our training.)

source/company/history/index.html.md

@@ -63,3 +63,53 @@ Haydn Mackay delivered a [wonderful keynote](https://www.youtube.com/watch?v=kDf
 ## When did we know that GitLab would work?
 As our CEO, Sid, puts it: it was iterative. The first time was when he saw GitLab and how easy it made collaboration. The second time was when he first made a post about it on Hacker News, and it didn't trend at first, so he left his computer to go make pancakes. But he had his phone with him, and his post started to get tons of comments and was featured on the home page. He asked his wife to take over making the pancakes for a few minutes, but he never came back because he spent the rest of the day answering questions about GitLab. Another time was when GitLab got into Y Combinator.
+
+## How did GitLab become an all-remote company?
+
+<!-- blank line -->
+<figure class="video_container">
+  <iframe src="https://www.youtube.com/embed/jdN5mj5ieLk?start=14" frameborder="0" allowfullscreen="true"> </iframe>
+</figure>
+<!-- blank line -->
+
+As part of a Harvard Business School case study [interview](https://youtu.be/jdN5mj5ieLk), GitLab co-founder and CEO Sid Sijbrandij spoke with Professor Prithwiraj Choudhury regarding the company's early days and how he thought about all-remote.
+
+> The first employee of the company was based in Serbia. It wasn't practical to bring him to The Netherlands, and it wasn't practical for me to go to Serbia, so that was remote.
+>
+> Then, we hired Dmitriy [Zaporozhets] in the Ukraine, so it wasn't practical [for him to come to The Netherlands] either.
+>
+> Then, I hired a couple of people in The Netherlands. It *was* practical for them to come — I had an extra desk in my home — but by day three or four they stopped showing up. They were online, so we just continued working.
+>
+> I thought, 'OK, I'm going to tell them to show up tomorrow.' I then thought, 'Well, that's 1.5 hours of extra time spent commuting. Are we going to get 1.5 more hours of efficiency? Probably not.'
+>
+> I continued to hire people in The Netherlands, and continually they stopped showing up after a couple of days. 
+>
+> Then, we did Y Combinator and almost all of the company lived in the same house. That was effective and intense. There is something to be said if you're one team of people and you can be in the same room together, and you have to move quickly, I'm supportive of doing that [in-person](/company/culture/all-remote/in-person/).
+>
+> Afterwards, everyone went back home because they were away from the [people they cared most about](/company/culture/all-remote/people/#worklife-harmony). Our Y Combinator coaches said, 'Look, this whole remote thing, it kind of works for engineering, but it doesn't work for other functions, so consider getting an office.'
+>
+> I thought that was good advice. You see, a typical flaw of a technical, product-focused CEO [like me] is that they think they can reinvent management. I believed in middle management, I believed in sales, and I thought: 'Let's not fall into that same trap by being adamant about having to be remote.'
+>
+> So, we got an office in San Francisco. It housed 15 people. The first person to show up there was our sales person, who had been with the company for a while. He stopped coming after a couple of days, and the same pattern continued.  People came in a few days, then stopped coming.
+>
+> It was because we were so used to using systems correctly, and using a remote work style. We used Slack, video calls, Google Docs, GitLab Issues, GitLab merge requests — we were just used to [that way of working](/company/culture/all-remote/management/).
+>
+> A few times it became contentious — mostly on executive hiring. Then, they come in and talk to the other executives, where they'd hear 'This is my first remote company as well, but I have an easier time reaching people here than at my previous job. People are super good at replying to messages and reading things here.'
+>
+> We didn't think remote would work for sales development representatives. These people are fresh out of school, they hear a lot of 'no' — it's a tough job, and they typically need the camaraderie of being together. Then, we found a couple of great SDRs in Utah and thought, 'We aren't going to make them move.' 
+>
+> At a certain point, we decided: 'OK, this works. Almost nobody in the company wants to come to the office because it's a waste of time.' 
+>
+> The worst thing you can do is have a [hybrid company](/company/culture/all-remote/hybrid-remote/), where some people are at the office using certain communication styles, while others are remote using [different communication styles](/company/culture/all-remote/evaluate/). That leads to a lot of inefficiency. 
+>
+> When we decided to become remote, our investors were worried about it. They said, 'Look, there are very few remote companies at scale.' At the time, there was WordPress and InVision.  
+>
+> We said, 'OK, we'll be pragmatic. As soon as we have a big breakdown in the leadership team or something, we'll reconsider.'
+>
+> That did not happen. We said, 'We're pretty sure this [scales a lot better](/company/culture/all-remote/scaling/). We're actually able to grow faster and have less disconnect amongst the leadership team than in other companies.'
+
+Moving to the topic of investors and their perception of remote companies, Sid added the following.
+
+> [Early investors] were skeptical of this model. They've turned from skeptics into advocates. They see our ability to hire outpacing their portfolio companies. They see our ability to retain people and our cost structure being much better.
+>
+> They're now actually starting to *focus* on companies which are all-remote, because they think it is a big competitive advantage.

source/company/okrs/fy20-q4/index.html.md

@@ -72,24 +72,24 @@ This fiscal quarter will run from November 1, 2019 to January 31, 2020.
             1. CS Ops KR: Time to engage, onboarding complete, and first value delivery.
             1. CS Ops KR: Reporting delivered for 100% Enterprise and midmarket customers.
         1. **Comm SA: Define systematic Commercial presales technical buyers journey.**
-            1. Comm SA KR: Formalized tech eval process for 3 segments Tier 1 MM, MM, SMB).
-            1. Comm SA KR: Tech eval and handoff processes updated.
+            1. Comm SA KR: [Formalized tech eval process for 3 segments Tier 1 MM, MM, SMB](https://gitlab.com/gitlab-com/customer-success/okrs/issues/17)
+            1. Comm SA KR: [Tech eval and handoff processes updated](https://gitlab.com/gitlab-com/customer-success/okrs/issues/17)
         1. **SA West: Establish Enterprise Large presales tech eval process.**
             1. SA West KR: Identify success patterns.
             1. SA West KR: Improved activity tracking requirements created for SFDC.
             1. SA West KR: 2 SA playbooks.
         1. **PS Solutions: Develop plans for future operational and strategic service offerings.**
-            1. PS Solutions KR: Revenue model created with finance.
+            1. PS Solutions KR: [Revenue model created with finance](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/13).
             1. PS Solutions KR: Customer survey and feedback reports created for 100% of customers (Q3 and Q4)
-            1. PS Solutions KR: New service offering plan created for 1 year outlook.
+            1. PS Solutions KR: [New service offering plan created for 1 year outlook](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/9).
         1. **PS Solutions: Develop services onboarding for 2 partners for training capacity.**
-            1. PS Solutions KR: Training plan.
-            1. PS Solutions KR: Management plan.
-            1. PS Solutions KR: 2 partners MSAs signed.
+            1. PS Solutions KR: [Training plan](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/7).
+            1. PS Solutions KR: [Management plan](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/7).
+            1. PS Solutions KR: [2 partners MSAs signed](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/8).
         1. **PS Solutions: Complete end-to-end process process to streamline sales process.**
-            1. PS Solutions KR: End-to-end process streamlined.
-            1. PS Solutions KR: Control models updated.
-            1. PS Solutions KR: 100% of process steps and approvals documented.
+            1. PS Solutions KR: [End-to-end process streamlined](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/5).
+            1. PS Solutions KR: [Control models updated](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/6).
+            1. PS Solutions KR: [100% of process steps and approvals documented](https://gitlab.com/gitlab-com/customer-success/professional-services-group/product/solutions-management-issues/issues/5).
         1. **PS Delivery: Improve repeatability and quality of service delivery.**
             1. PS Delivery KR: Close backlog older than 120 days.
             1. PS Delivery KR: Scheduling and resource management.

source/company/okrs/fy21-q1/index.html.md

+---
+layout: markdown_page
+title: "FY21-Q1 OKRs"
+---
+
+This fiscal quarter will run from February 1, 2020 to April 30, 2020.
+
+## On this page
+{:.no_toc}
+
+- TOC
+{:toc}
+
+### 1. CEO: IACV
+
+
+### 2. CEO: Popular next generation product
+
+
+### 3. CEO: Great team
+
+
+## How to Achieve Presentations

source/company/okrs/index.html.md

@@ -15,6 +15,7 @@ title: "Objectives and Key Results (OKRs)"
 All our OKRs are public and listed on the pages below.
+- [FY21-Q1](/company/okrs/fy21-q1/)
 - [FY20-Q4 (active)](/company/okrs/fy20-q4/)
 - [FY20-Q3](/company/okrs/fy20-q3/)
 - [FY20-Q2](/company/okrs/fy20-q2/)

source/company/team/structure/index.html.md

@@ -131,7 +131,7 @@ Sometimes there is a lead in this topic that they report to.
 You can be a specialist in only one topic.
 The specialist description is a paragraph in the job description for a certain title.
 A specialist is listed after a title, for example: Developer, database specialist (do not shorten it to Developer, database).
-Many specialties represent stable counterparts. For instance, a "Test Automation Engineer, Create" specializes in the "Create" [stage group](#stage-groups) and is dedicated to that group.
+Many specialties represent stable counterparts. For instance, a "Software Engineer in Test, Create" specializes in the "Create" [stage group](#stage-groups) and is dedicated to that group.
 The if you can have multiple ones and/or if you don't spend the majority of your time there it is probably an [expertise](/company/team/structure/#expert).
 Since a specialist has the same job description as others with the title they have the same career path and compensation.

source/company/team/structure/working-groups/index.html.md

@@ -48,6 +48,10 @@ Like all groups at GitLab, a [working group](https://en.wikipedia.org/wiki/Worki
   * Archive the slack channel
   * Delete the recurring calendar meeting
+## Participating in a Working Group
+
+If you are interested in participating in an active working group, it is generally recommended that you first communicate with your manager and the facilitator and/or lead of the working group. After that, you can add yourself to the working group member list by creating a MR against the specific working group handbook page.
+
 ## Active Working Groups
 * [gitlab-ui (CSS and Components)](/company/team/structure/working-groups/gitlab-ui/)

source/company/team/structure/working-groups/self-managed-scalability/index.html.md

@@ -42,7 +42,7 @@ Ensure all new customers are set up in a standardized environment that will scal
 | Facilitator           | Mek Stittri           | Director of Quality            |
 | Support Lead          | Drew Blessing         | Staff Support Engineer         |
 | CS Lead               | Brian Wald            | Solutions Architects Manager   |
-| Quality Lead          | Grant Young           | Sr. Test Automation Engineer   |
+| Quality Lead          | Grant Young           | Sr. Software Engineer in Test  |
 | Infrastructure Lead   | Ben Kochie            | Senior SRE, Infrastructure     |
 | Development Lead      | Matt Nohr             | Engineering Manager, Monitor   |
 | PM Lead               | Kenny Johnston        | Director of Product, Ops       |
@@ -57,5 +57,5 @@ Ensure all new customers are set up in a standardized environment that will scal
 | Member                | Tanya Pazitny         | Quality Engineering Manager    |
 | Member                | David Sakamoto        | VP of Customer Success         |
 | Member                | Andrew Newdigate      | Distinguished SRE              |
-| Member                | Nailia Iskhakova      | Test Automation Engineer       |
+| Member                | Nailia Iskhakova      | Software Engineer in Test      |
 | Executive Sponsor     | Eric Johnson          | VP of Engineering              |

source/direction/configure/infrastructure_as_code/index.html.md

@@ -47,3 +47,8 @@ TBD
 ### Top Strategy Item(s)
 [Define Kubernetes cluster base domain via API](https://gitlab.com/gitlab-org/gitlab/issues/32360)
+### Examples
+
+- [how GitLab uses Terraform](https://about.gitlab.com/blog/2019/11/12/gitops-part-2/) internally
+- [Kiwi.com on Infrastructure as Code](https://www.youtube.com/watch?v=Un2mJrRFSm4) at GitLab Commit London, 2019
+- presenting [code.siemens.com](https://www.youtube.com/watch?v=4Y8zv1TJRlM) at GitLab Commit London, 2019
\ No newline at end of file

source/direction/create/design_management/index.html.md

@@ -109,4 +109,4 @@ the product.-->
 - [Design process automation](https://gitlab.com/groups/gitlab-org/-/epics/991) - version control the source files in a git repo, and push to update the designs attached to issues.
 - [Design Management prototyping support](https://gitlab.com/groups/gitlab-org/-/epics/1728) - static designs don't fully communicate the user experience; adding support for prototypes can further expand collaboration
-- [Design reviews and approvals](https://gitlab.com/groups/gitlab-org/-/epics/990) - like merge request, designs need reviews and approvals before being approved to proceed.
+- [Design reviews and approvals](https://gitlab.com/groups/gitlab-org/-/epics/990) - like merge requests, designs need reviews and approvals before being approved to proceed.