But good afternoon. My name is Mallory Martin Ferguson and I serve as the director for the graduate student and program consultation services office, also known as G specs. And we are here to kind of present information related to rack and resources and information about emergency funding for you today. I would like to introduce your your role in particular in relation to the office. Yes, hi everybody I'm Jamia Barrett. I am the conflict resolution and academic relations specialist for the graduate student program consultation services office. So I do a variety of things. Hopefully you all feel comfortable reaching out to us and maybe we'll meet one on one, or maybe in a group setting depending on what workshops you may be a part of so I'm excited to get to know you all and present this information. Excellent. Thank you. So to start, we wanted to just get a sense of kind of where people were at in thinking about this type of information that we're offering in this session today but also your thoughts as you approach your first kind of year of graduate school. So let me see sorry here folks. Get back to my slideshow. I wanted to get my. Let me stop sharing for a second my zoom poll was kind of not working so segue poll questions. I'll do that now without sharing the presentation, because it's not necessarily relevant. But we wanted to ask in particular kind of what folks were thinking about or as they were approaching graduate school what are some things that are kind of on your mind and let me see. We have a lot of polls loaded in here so I want to make sure that I get the correct information here. Okay. So let's see. I don't know folks may be able to answer this but the next poll will be open for you to answer so one of the things that we wanted to ask about was as you think about graduate school kind of entering into this new space, which are some areas that you are excited about so we have a lot of people moving to a new place, learning new things and advancing your research. Generally, when we have asked this of people, we get answers all across the board that meeting new people is really excited I'm excited about moving to a new place being at a different institution perhaps being in a different country, when I'm approaching you know kind of this different aspect of my study, but then also advancing my research that could be kind of something that's really exciting or something that could be a little bit nerve wracking on where you are and kind of your current experiences so that's kind of an example of the question that first one. I think was just a little bit of a blip so I'm going to launch now the second question, which is, as you think about graduate school, what are the areas that you're nervous about so here you'll see some of those same answers right. Meeting new people moving to a new place learning new things and advancing my research. So some of the things that folks might be excited about conversely could also be things that you're nervous about and I'll give people just a minute to kind of answer for themselves. What might be that area, in particular that they're nervous about about 90% of people participated which is awesome. I'll just give it five more seconds. All right, fantastic. So let's see the results. So what people shared our folks able to see this thumbs up or a emoji reaction or comment thank you I got a thumbs up. So this is what we got from the group as you think about graduate school what are the areas you are nervous about meeting new people moving to a new place, kind of, you know, similar although moving to a new place takes, you know, kind of precedence here in kind of that numerical breakdown, advancing my research, maybe not necessarily learning new things you all are graduate students this is your kind of bread and butter so to speak this is the work that you do is kind of that innovation that research and that learning. So learning new things might not be a worry, but it's really about meeting new people moving to a new place learning maybe new things kind of in that place and that's what we're hoping to really offer and share with you today is what are some of those kind of resources and information in this new place University of Michigan that you could access so I have one more question here I want to ask folks. So if you were to occur run into, you know, or a problem or to occur. During the course of your academic study could be personally or academically, where might you go, where might you go to kind of resolve or seek support for that situation.  Perhaps a family member friend or other support, or maybe some campus resources that you're kind of gathering information about or you're learning about kind of as you explore some of the grad school 101 resources. Awesome I'll give people. Again another 10 seconds or 80% of the people present have participated. Okay, I'll end it there. Here's what the group kind of collectively said is that primarily your advisor might be the person that you initially go to or go to first. If you encountered a problem, whether academic or personal and graduate school, you may also rely on your network of family and friends that might be a network that you have in Michigan are developing in Michigan are relying on you know maybe from a distance. So campus resources, of course, at which Michigan there is, you know, kind of a litany of resources, it's just maybe finding, you know, the right one for you at that right time. But then maybe also department chair or program staff. I hope for you today is to really get a sense of all of these areas and entities are places you can go for support and help this office in particular the graduate student and program consultation services office can be that first place to say I want to talk to my advisor about this but I'm not sure how, or here's what's happening for me like what do you think I should do or what are some resources that would be kind of the most helpful because graduate school is exciting. It is nerve wracking and it's wonderful that you're here to be a part of it. That's why there are some support resources that we have developed to assist kind of in your in your work moving forward so thank you for the patients with the polling questions, and I'll pass it now over to So what does she specs what does our office do so we do student support equity and staff consultations and resolution services right, but to be a little bit more specific we provided neutral and safe environment to talk. We listen to concerns and complaints of students, as well as we refer individuals to appropriate campus resources, we mediate conflicts and we advocate for a fair process. So we do advise on university policy and procedure, and that kind of goes back into our faculty and staff consultation. So we do service students but we also do assist programs so we do a lot of consultation on university policy and our procedures. So, how can you contact us. So you can contact us if you have a problem or a conflict involving the university. You do not know where to go to resolve it, as well as you can feel your concerns are not being heard so if you're going across different, maybe departments or areas, and you feel your concerns aren't being heard. You can always come to us, as well as if you need information about policies and procedures that are affecting. Another situation is if you need help to resolve remediated dispute with faculty or administrative staff. And then lastly, if you believe your rights have been violated, or you've not been given due process. So, some further examples we wanted to offer related to that, because it can be helpful to hear information. Oh, there's this office I can go to hear some of the things they can assist with. But having not yet maybe been in graduate school at this level or at Michigan, there might be some context that would be helpful to provide and so we thought it was important to let you know, generally what are some examples that come their way to I think that's why I and myself to kind of help address. So people mentioned their advisor is maybe being like the point person they would go to if there was an issue or concern. And sometimes the issue or concern maybe related to that advisor or a PI in a lab that you're working, not necessarily negative or harmful but there just might be some miscommunication, there might be lack of feedback too much feedback, or unclear expectations as you're kind of navigating this new and emerging relationship. It could also be related to mentoring concerns feeling like you have really great intellectual mentoring that you have really strong connection to the research, but maybe you have questions about like what to do next for professional development, if you're a master student, what are going to be some of the next steps for me in my career as a PhD student approaching, you know their defense what are some things I should be thinking about what are conferences and areas I should have been, you know, mindful of attending, maybe earlier on in my in my career. So those are all types of different maybe relationship concerns that may come up. Academic progress or coursework concerns. If it ever kind of comes to your attention that maybe there's some milestones or some benchmarks or there's just questions around reaching those milestones seeking some support in reaching those milestones. Those are times that you can reach out not only to your advisor and department but certainly G specs to kind of talk through progress and coursework concerns. So we recognize that not all graduate students maybe are in lab settings and that different kind of disciplines have different kind of group settings and, you know, even research expectations. But the lab can be really interesting place one because it's bringing together a lot of different people in kind of a smaller space, doing maybe very distinct projects, but all working together under kind of one advisor or mentor and so that can just bring up some dynamics as a new person entering the lab or as someone leaves the lab. Those can all kind of shift and change. Or you may have problems or concerns with safety or protocols and so those would be things that maybe we could consult and talk about problem solve a way to enter into the conversation or give you some insight and information around kind of, you know, university and academic policy around some of those concerns where can you report a concern, or can you report a concern anonymously, etc. Access to an eligibility for emergency funding we'll talk about this a lot more later, but we do consult with students who are kind of experiencing maybe financial issues or concerns and are in need of some funds and so we would be able to talk with you about how to access the Rackham emergency fund, what would be maybe helpful framing for your application or if there's kind of a larger need for funding that falls outside of the scope of Rackham how can we help connect you to other university resources in an effort to kind of get some of those needs met for you. And of course, maybe not lastly but ever present is just working to help address mental or physical health concerns and our mental health and well being graduate school as I mentioned is exciting and potentially nerve wracking and with it can come just some different stressors that you're navigating some different skills that you're wanting to develop in navigating this different environment. And if you have questions about those resources or how to kind of advocate for further support or to even understand that support. This would be a great place to kind of, you know, reach out to and do some initial kind of conversation. So now specifically we wanted to talk then about the relevant rack and resources and kind of their intersection with the G specs office in particular so I'll turn it over to Jamiah to talk more specifically about the emergency funds. Alright, so as raccoon graduate students, you do have access to the raccoon emergency funds. So an award can go up to $2,500 for eligible expenses. We do have a website so you can kind of look at the criteria. So if you're wondering or just curious. You can always explore it for yourself as master students you're eligible for one award throughout your time in your program as PhD students you're eligible for two awards throughout your time within your program. Jamiah would you be able to maybe offer like an example of an award or an application that is typically seen or submitted. Yes. So a good, I will say we've seen a number of applications because of weather conditions so I know earlier this spring semester earlier summer. There were incidents where the weather conditions may be caused loss of electricity. So therefore students like refrigerators or out of commission, maybe they needed a generator. Things are the sort where they needed support or needed to replenish their supplies. They can always ask for emergency funds why because obviously students don't plan for natural disasters. So this is an emergency, another good example of an emergency that comes through our applications are unexpected dental bills or things that weren't planned for. So of course it does require that you upload a budget, as well as possible any receipts or documentation for the need for those awards. But most of the time it's just an opportunity for students to express. Hey, an emergency has happened. This is why I need this support. This is what the support will be going to. Perfect. Another area in which we do kind of some direct, you know, resource work and problem solving with students is related to accommodations for graduate student employees with disabilities I should say that is something that is kind of a designated of our office. The reason I differentiate between student employees and students is that you may be both depending upon your role and what is kind of currently happening for you in your program. So if there is a need for an academic accommodation, typically that's thought of as an accommodation in the classroom, you're entering into the classroom and there's a barrier right that needs to kind of be addressed, or there's a timing issue with the academic condition you may have anything related to kind of your your classroom work, especially initially as a first or second year graduate student would typically be addressed with SSD and that is the services. Excuse me for students with disabilities office on campus. I apologize. I apologize for what I did and I typically do. And my voice is feeling it. So SSD is a great kind of resource and entity to kind of reach out to in that regard. If as a student then you find yourself also having an employment term right or an employment contract, typically for our graduate student instructors GSIs or GSSAs. These are things that could be formally requested and sought out through rack through this office there's an online form in which you submit, give information about the condition, the nature of the disability and the requested accommodations. That then kind of comes to me in my role as the resolution officer, and we work in collaboration with your program and maybe even faculty of instruction to implement those reasonable accommodations. The same applies to GSRAs, even though GSRAs don't fall in the same kind of contract category for employment. As GSIs and GSSAs we kind of treat that student employment position in the same vein and so the process is maintained to kind of request those through rack them. Because a GSI role can change term to term, your condition might not change or the nature of your impairment or disability may not change. But because the role does change we do ask that student employees submit an accommodation request term by term so in the fall and in the winter, just to make sure that we're having the most accurate and helpful information for that reasonable accommodation. More about that can be found on our website, the forms, the information and then of course you can always consult with Jamiah or myself about that in particular not only for maybe the academic accommodations, you know, liaising with SSD but also for the employment accommodations. So the two other areas of resources that we wanted to make sure that were mentioned today are about leave of absence and then also parental accommodation. So the leave of absence policy this is particularly relevant for PhD students. RACM does have a continuous enrollment policy and so unless you're on a leave of absence, you need to be enrolled in classes. That's not the case for master students and so stepping away from study for master students is much more of a departmental and advising conversation. But if you ever find yourself kind of considering that as a master student, no please reach out either to us or to your program to kind of talk through the implications of that. But for our PhD students the leave of absence policies are related to kind of forge from areas, a personal leave, a medical leave, family necessity or dependent care leave and then military service. Each of these kind of start out as a term, and then the medical family necessity or certainly the military service, you know can kind of be extended into future terms, depending upon, you know, kind of the need to be away from study. There's an online kind of system where students can request a leave of absence. They seek out departmental kind of approval and awareness of that leave. And then for the medical leave in particular supplemental medical documentation is required just to ensure that there's been a healthcare provider who has kind of signed off and agreed that stepping away from study would be recommended for a student. The medical leave of absence carries forward your student health insurance coverage if you, you know, would like to do so you can decline to have that happen, but generally well out on a medical leave, having your healthcare coverage is really important. So that's something that kind of carries forward on that is a little bit unique and different than the personal leaves and the family necessity and military service. The leave of absence is really stepping away from study so there's no expectation for any academic work during that time. And then when you feel you know ready to return or have you know gotten your needs met in other ways, requesting to return to active study and working with your program for that kind of reentry plan. Anytime you have a question about that want to explore the implications of that are just thinking like this is good to have in the future if and when things come up. Again, please keep that in mind to consult or problem solve with us around. And then lastly, the parental accommodation policy is something that the G specs office kind of overseas. This is not a leave, but it is an accommodation period for reduced academic expectations. So if you find yourself either as a birth parent or partner or an adoptive parent or partner, you would be eligible for six to eight weeks of that reduced academic expectation. That would need to be again a form filled out submitted to rack them signed off on by your program. And for the leaves and also the parental accommodation policy, we ensure that that time is added back to your degree so it extends your time to degree, and we have kind of a notation system to do that internally so that students get worried like, if I have to take this time away if I step away I'm going to, you know, be kind of further accelerated on my time to degree and that's not the case you get that time back, because we recognize that you were away. Doing other things right that you stepped away from those studies or had reduced expectation for study during that time. The parents of partners, as kind of rack them students would be eligible for that parental accommodation kind of policy component. And again questions concerns, you can talk to your advisor department G specs is always here to be a sounding board as well. Alright, so talking about some workshop offerings. So we have a couple of workshops that we offer, and that are available for you all. So we have navigating difficult conversations. So as you're going into your graduate career, you're going to come across a couple of situations where you're going to stop you're going to be stumped maybe you're going to be wondering how can I have this really difficult conversation. So we offer this workshop as an opportunity for you to be able to kind of navigate some of those difficult conversations and use some really good suggestions on how to connect. Secondly, we have our shop called communicating across difference. So goal being, you recognize and you're able to acknowledge the differences that you're having with the people around you, but you want to still be able to appreciate appreciation for those differences and put the emphasis on being able to communicate well. And then we have listening circle conversations. A good example of a listening circle is just an opportunity where staff members from our office will facilitate students being able to have a safe space to communicate with one another share their concerns, whether it's specific to their program, Michigan, I mean some of you all might be commuting or moving to a whole brand new place right some of you all mentioned it in your poll. So it's good to have peers that you can speak with, and people that you can feel comfortable talking with. So our office is willing and has done a number of different facilitations of listening circle conversations. And then we have our virtual office hours. So thanks to our fall semester, we offer virtual office hours on Mondays and Wednesdays through the term. So normally they're about an hour long. You can always sign up to meet with us individually get on our calendars. But if it's last minute and you're like hey, I need to talk to someone you can always stop by our virtual office hours, and you can find the link in times on the weekly rack of student newsletter. So that was us in a nutshell very comprehensive and quick presentation. Here's how you can reach out to us so there is this Rackham G specs email that kind of goes to the office itself. My information is included there as is Jamia's. What I'll do here is stop the share and then what I'm going to add to the chat is just the link also that we have on our web page on the rack of website that you can submit what we call an intake form or request a meeting with us. And so the virtual office hours are a great way, stopping by in person if you're here, you know for fall welcome I just want to get a sense of the rack of building and where our office is you're always more than welcome to do that. Sometimes like as a need arises or something kind of pops up during your time as a graduate student, you can always know that the rack and web page is a place to just say like I'm going to just reach out, submit this intake form let folks know what I'm wanting to talk about sometimes that might work for me, and then one of our staff will work to be in touch with you, you know within 24 hours if not, if not sooner. I'm going to stop there and then see kind of what's coming in on the chat or if there's questions or just kind of things that you're left with as a result of some of the information and resources that Jamia and I have presented. Okay, nothing in the chat. The group is still pondering. Actually, I think there is. There is the question of for the leave of absence. Have you had students apply to take care of aging parents. So, now. Yes, yes. So that would be family necessity or dependent care leave of absence, absolutely. Depending on the nature of the care that would be I think a conversation with us around kind of coverage right does that person living with you are you leaving to care for that person in another place. Absolutely for that type of leave medical documentation is not required, but a rationale so to say I'm leaving to care for this person for this reason is really kind of the only information that's needed but absolutely folks have stepped away to take care of that. That's a reality I think of where we may be in our lives and with our family situation. Yeah. I see another one about a financial advisor on campus. And I would say generally know, however, there's lots of people who have some financial knowledge and information who could be a benefit to you. When it comes to rack up there's the rack and finance and fellowships team so if there's questions related to kind of any funding that you're receiving directly from rack up a fellowship term, or just general like scholarship and fellowship fees, that would be kind of a great, great resource. The Office of Financial Aid has kind of, you know, financial counselors available to talk through the aid and loan process for students. It can be kind of a good first start to kind of talk through what is the financial concern or issue. And then there's this great resource on campus, called the Center for Education of Women CEW plus they work with many more than just, you know, female identified students that's where the plus kind of comes in, but they do offer some financial counseling and financial wellness workshops of one of which I think Jamiah is kind of collaborating on to do a presentation in the fall. So those are some few resources that would kind of work to maybe address some financial questions but there's not kind of a role necessarily of a financial advisor maybe in the way that you're thinking about. Okay, perfect. I have a question about the Rackham newsletter and I'm going to attempt to answer this question but Paul, Kylie and Danielle, I'll defer to you. That's something that I think upon your arrival and matriculation you are automatically signed up for. It comes out every Friday and it will have information about kind of news from Rackham students. There are things to look forward to as far as events and then information about ongoing scholarship and fellowship opportunities so I don't think that there's any action that you need to do for that. But it is something that you can have a look out for on Fridays, when the term begins. And just to add to that the newsletter you're automatically loaded into that, and you will start getting updates in August. So you might miss a couple right now I just had a conversation communications team about it so they don't typically start the cycle for new students until the second week of August so sit tight it will be there. Anything else that's kind of coming to mind general kind of thoughts reactions, or kind of comments about Rackham resources or the rule that our office can help play to support you during your time. Perfect. So there was a question about PhD stipend taxes. I'll have to ask that question I don't have it on the top of my head. But if you wanted to email with me kind of specifically we could kind of work to gap event information for you. And then there was another question about any health care related disputes that may arise with a health care provider, I would say it might depend upon the nature of the dispute. So there is the benefits office at the university right that helps oversee kind of the grad care coordination and benefits itself. And then there's also us our university health service office which is where the majority of students, maybe get some of their care access and services based on the health fee that you pay. They both have staff who can service primary contacts if there's insurance questions, or kind of concerns or disputes related to maybe health care need or a resulting bill or explanation of benefits, etc. Okay. Well, you have our information, we look forward to emailing with you, if and at all helpful at any point in the future. We hope to see folks at fall welcome here in a few short weeks, we'll have a table and so if you want to stop by and say hi, we would very much appreciate that congratulations on your upcoming graduate career at the University of Michigan we're so thrilled that you are here. Thank you. Okay. All right, well thanks everybody, Paul Danielle Kylie alternative to if there's any housekeeping things but we appreciate your time and attention. All right, thanks everyone a couple housekeeping items number one question in the room about this recording this recording will go to our communications team and it'll take one to two weeks to process sometimes a lot sooner but that's just the timeline so look forward in the grad school one on one portal for those who are in grad school one on one you will get the recording any resources. You need with it also Kylie put in the chat the the registrate not registration the evaluation link to this session please fill it out. We love to get feedback about this session about future sessions are grad school one on one for based on the input you get we get from students. So please take a moment to help us out and fill it out. Thank you so much, and we will see you at our next grad school one on one session.


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My name is Jacek. I work at Status. I do research there. The dominant here right now, one of the bigger projects we're working on is Ethereum 2 in the research team. I have a couple of other ones going on. Privacy, messaging, everything stuff like this. There's one thing you want to remember about me. It's that I changed Ethereum 2 to little again. Very many happy people actually. I will actually go into the reasons a little bit why they're up. I mentioned earlier, if you want to follow along, the code we'll be looking at is online. Even notes are live, or it's literally the site. Please don't let it. There's a couple of people I wanted to mention. Like, where this project is coming from. We were sort of sitting around and thinking whether we should start this new fund project in NIM.   Anyway, this is what we did over a weekend basically, and that's sort of the basis of what we'll be talking about today. Yuri, a good friend of mine on the NIM team, sort of started this idea to do contracts in this brand new language called NIM. We were sort of experimenting with its status. It's a nice little language. NIM has a very good template for programming tricks. It offers a very nice environment for a programmer. At compile time, it translates a lot of things to very efficient constructs for the computer to execute. The other person I wanted to mention is Paul D on the UASM team. So we posted this thing on Twitter and then we started communicating. Back and forth we started sparring and we were like, hey, I can compile here. We were like, oh, I can compile there. So together we came to where we will be going today with this thing. Finally, we have Jacques who took up the project.   We're experimenting with it to see what it would look like to program smart contracts. We're planning to do a play for now. Something you should totally check out online. Or there's a presentation going on at the workshop with the embarks team also from status. They're sort of presenting a little bit about how you can deploy your contracts on UASM. So that's the cool stuff. So we're talking about UASM here. UASM was developed as an alternative for Ethereum 1 execution and maybe Ethereum 2 execution. And that goes a little bit back and forth whether that will be used or not. For the purpose of this presentation we'll be using the pretty old version of UASM, the one that's targeting Ethereum 1. And it kind of defines how the VM should work, what contracts should be able to do, how to access the Ethereum 1 state, a couple of system contracts metering. And it was sort of thought of as a gateway to Ethereum 1. So a lot of the stuff you'll see here, if you're familiar with Ethereum 1, you'll probably recognize the names of the functions, how it sort of looks at Ethereum state. And so on. It's not easy to directly look at Ethereum 2. Even Ethereum 2 was sort of right now at the stage of exploring state-class models. And then maybe something like this will be available under Ethereum 2 in the form of an execution environment. Or maybe not, like that. It's still being decided. But it doesn't really matter. One of the reasons why UASM is interesting is because it's this generic VM. There's being explored for a lot of different lock chains. So whichever lock chain you happen to be using that is targeting UASM, the stuff that you're optimizing would be more or less the same, right? And I mean, why would you even go here? Well, on Ethereum, on any lock chain, storage is at premium. So if you deploy the large contract that's bad for everybody, it's bad for your own baseline in terms of cost, it's bad for your users because they'll be paying lots of gas for the execution. It's obviously bad for the ecosystem as well, because you're just exploring the state. How does UASM work? Well, how does UASM work? First of all, you have an environment in which your code is executing, you have it in the sandbox. Then you have your contact code on the one side that's slightly stopped if you're right. And then the environment provides functionality from the outside world, whatever that might be. If you're running this stuff, if you're running Wasm in the browser, for example, there's going to be access to the JavaScript world and whatever the JavaScript code instantiating or Wasm code has given you to play with. There's going to be the DOM that might be like a UI canvas, stuff like this. If you're doing slightly more modern stuff, there's this standard interface called Wasi, which gives you access to files. It's basically the interface, it's a little bit like what you would have from the kernel library or just the library, right? That's the interface around there. So UASM in particular defines these functions, which are basically code that our company, for example, comes straight from the EVM, right? Storage is the S store, S node, and so on. So it has like a function for everything in EVM that is not present in Wasm natives, so to speak. And you get access to this from inside your own sandbox. It will conduce to the outside world. The contract will be optimizing today. This really small and simple WRC20 was a challenge that the UASM team posted a year ago. It's kind of like a little token contract, like a transfer contract. You can see that you have a balance function and you have a transfer function, right? And this is basically an example of this NIMP play contract environment that we're talking about. This is the pre-alpha, pre-pre-preversion. We're experimenting with this sometimes now. If you look at Viper, it's a little bit similar. So you have functions then. You can get an address, return a U, like V balance. You can access tables. You can do comparisons and checks. And at face value, it's kind of like a simple contract. There's no match there. But when we give it to the compiler, it will go through this pipeline of multiple stages, right? So we start with your code. In this case, this is the WRC20, right? And the first thing that happens is that it goes to the NIMCompiler. And the NIMCompiler expands it into, like, a key-sugar version, you could say. I was talking about macros earlier, basically, at compile time. There's a bunch of code executed that expands it into slightly more primitive constructs in the language, right? And you access this library that we're talking about. They're called Datacopy and so on. Then it goes into the compiler ASD. Like, that's just a standard compile pipeline, right? The language will do a little bit of processing, try to find cases for optimization. It will pass it to LLBM. And LLBM, in turn, has its own intermediate representation. It looks to optimizations. And then it will compile it to Wasm. Now, Wasm is this instruction set that is executed by the Wasm environment later on. And there will be one more translation into the native instruction set of the computer that you're running it on, right? And that might be a phone, that might be a browser, like, on your laptop, or whatever. And at every single stage, when you're optimizing something, there's, like, opportunity to save either time or space for whatever you're optimizing for. Today, we'll be talking mostly about space. This is just because I want to limit the scope of this presentation, yeah? Can you use, like, the Wasm in the last books, like, interchangeably with the Wasm? Or, I mean, this is WRC when it's going to be, like, a Wasm contract, right? Yeah, so you could write your Wasm, like, technically, you could execute this code in a browser, or you could execute, like, you could write this by hand, starting here. Like, there's a lot of these things, but I... Oh, let me say it first. Was it, like, a Wasm? No, it wasn't. It wasn't. Exactly, yeah, yeah. It wasn't in the end, so... Right, right, okay. Yeah, so it wasn't defined, like, basically, a little bit of semantics outside of Wasm. Yeah, I like that. So just to give you an idea of what this looks like, right? The first stage of the pipeline, so we take your code, and we sort of convert it to these low-level calls, right? And why would you use the higher-level thing when, obviously, it's easier to code in? But, like, the experience that we as the sort of maintainers of this contract environment is that we take all these optimizations that we figure out, and we sort of try to encode them into this translation, right, so that they don't have to call it. This is the premise of why you're using a high-level language instead of, like, one straight line. Wasm stuff. So you can see here, the key transfer function. Previously, it was just, like, one line here. It's expanded into, like, all right, we're going to check if we have enough call data. We're going to get the caller. We're going to get the recipient. And then we're going to copy back to the person calling the code, right? The name compiler then compiles this to LLVM. And LLVM is this kind of generic IR for lots of languages. The reason why LLVM does this way is because they can then generically optimize on this, like, medium-level abstraction. And it's looking even worse right here. And here it's starting to... You're starting to get really heavy, right? So you add a bit memory. You're offsetting pointers into these structures. You're doing tail calls. Stuff like this, if you recognize them from your computer science test, right? Otherwise, this is starting... Like, here you have to have a number of specific models to understand what's going on, right? And finally, we have the stack where LLVM takes this and not puts it to Wasm. LLVM register-based, Wasm stack-based. This is, like, two ways of looking at the same problem. This mismatch is one of the reasons why some people think it's better not to go through LLVM and create, like, Wasm compilers. Because, obviously, in every translation step, you lose a little bit of efficiency. And that's true when you're going from the high-level constructs to, like, medium-level ones. And every time you take a step like this, you could lose a tiny little bit. But we'll be exploiting some of these things that we know are losses, and we'll try to take them away, all right, by being smart about what we're doing. Our starting point is roughly at four and a half kilobytes. If you take, like, that smart contract code, you'll end up at four kilobytes and there's this tool called Tweeting which gives you, like, where the size is spent. Immensely useful, so you can see that, like, just the fact that we're saving these long-function names that we had, like, the Duke transfer takes up a lot of space in your contract. So the first thing you want to do is, like, make sure that you're calling your tools correctly. That you want the tools that, like, strip away all this stuff and try to do some basic optimizations just by using the compiler and, like, calling it with the optimization on, we can bring it up to roughly a third. But obviously, like, when you're looking at the code, you can't really tell what's going on anymore. But the compiler doesn't, or really the execution environment, doesn't really care for your long-function names, which means to know where the code is. The second thing is that, like, when we started coding this, like, we were thinking, like, all right, let's do 128-bit integers. And this is, like, this is an instance of really not understanding your problem because the challenge was for 64-bit integers. And, like, we wrote this with 128-bit integers because that's what we often use in material for storing way values. While it doesn't, in particular, has issues with this. There's no adequate carry operation, for example. So when you want to add two 128-bit numbers together, you have to do it piece-by-piece, and then you have to do a little branch to see if you overflow. And then you need to add that to your number.  So we thought, all right, fine. Let's skip the 128-bit stuff. Let's move to 64-bit values strut. There we go. 100 bytes of savings roughly, right? I thought it would be more. I really thought it would be more because at least add-with-carries and so on, you tend to take up a lot of space if you do them with limbs. But it turns out that we meant the optimizer. And what does the optimizer do? Well, the optimizer looks at your code and tries to make it better in various ways, right? And one of the functions that we have is to begin anything, which if you implement it by following the bits, if you don't have access to an instruction, it does this for you. This is what you need to do with the basic operations. You need to do lots of ends and shifts and stuff. But LVM is so smart that it recognizes this pattern and turns it into a B-swap intrinsic B-swap, which is like the swapper of bytes. There's one more thing that you don't have available in Wasm. But when we take the step from Wasm, from LVM to IR, LVM does not know about this really. So it thinks that this B-swap call is very cheap and enlightens it. So there's six that makes perfect sense. It's one instruction thing and you really don't want to be making a function called access to this one instruction. Wasm, not so. All right, let's turn off inlining for this particular function and suddenly look, we lose 150 bytes, something like this just by giving the optimizer this hint. We know something better than the optimizer, right? We're turning off inlining for this one particular function. Moving on. We have the language itself, right? NIM is kind of like the same language. When you initialize things, it tends to put them to zeros, like old values. Knowing this, we haven't really told NIM that this call data property function would overwrite the data. So what NIM does here in this instance is that it first writes 32 zeros to this array that we're using and then we overwrite it with the data that we're putting. So in order to know that you have to do these things, you can go back and look at the assembly, like we wasm up with and see what's going on and you're thinking like, oh, look, we're writing lots of zeros and then we're overwriting those zeros with data, right? What do we do? Well, we turn off the zero initialization. We write 20 bytes of address and then we zero the rest. Simple optimization, right? 200 bytes. You have to know your library. Like when you're using a library that kills me, I have to really understand what different functions do. In this case, naively, we thought we'd be safe with write some extra, say, code error. We checked the code error and said, do we really have 24 bytes or not of call data? Like did they really pass in enough data for us to run this function as they wanted us to? All right, let's check and revert. It turns out that the call data copy, if you just call it and give it like, all right, I want the last 24 bytes. If there's not 24 bytes available, it will revert. It will do this work for you, which means basically that you can just remove this and the program will function exactly the same. The optimizer. Well, the optimizer works by looking at your code and trying to figure out the best way to schedule it, but it doesn't really understand all of your functions. But what do we know? Well, we know that if we're doing the transfer, we're removing the value from the sender and we're giving it to the receiver. In the original code, we're first loading all the data, doing the transfer and then saving all the data, but instead we can recognize that we don't need all this data available at the same time. We can load the sender's value, subtract it, save it, and then we can load the receiver's value, add it and save it. And this means that we don't have to use memory for both these operations. So, what's left here? Well... Oh, no, I skipped one. What's left here? When we've done all these optimizations, like we have your contract code and we have this big engine optimization, and then we have a bit of craft that we can't really get rid of. This is the way that we tell our contract about the environment. So, if you listen to Paul's presentation, you would know that we can also compress your contract using like Zlib or something. You can save a little bit more. But the quick summary here is that no every step of your pipeline, right? You can use the knowledge across the board. Yeah, alright. Alright, here we go.


The respiratory system is essentially this giant series of bifurcating tubes. And bifurcate might be one of my favorite words of all times. And all it means is split into two different pathways. So the opening to the respiratory system is your mouth. And the first tube is the trachea. And you can feel your trachea in your neck. It's surrounded in cartilage. And then the trachea travels down and begins the bifurcation. So of course, I mean, is there any other way to do this? No. I must draw you a picture.   And then we hit our first bifurcation. And as soon as the trachea bifurcates, you have a bronchi. And the first bifurcation, these are primary bronchi, whatever. The bronchi are still surrounded in cartilage. I will change color when that changes. And watch the amazingness. The bronchi essentially feed into the lungs. That's a lung. It's puffy. It's squishy. It's awesome. It's like this amazing spongy tissue that you can blow up by putting air into it. It's actually pretty phenomenal. So of course, it's not just like a balloon. It has a lot of bifurcations inside this balloony structure. So in typical Wendy style, I am going to show you all these branching bronchies. And there's all different levels, and each level of branching bronchi has its own name. And I think from start to finish, there are, in each lung, there are 22 bifurcations, where here's a bifurcation, here's another bifurcation, and they bifurcate 22 times. What? This crazy talk. I love facts like that. The bronchi continue to be surrounded in cartilage. I just gave away the hint. Eventually, bronchi bifurcate into structures called bronchioles. And I'm going to draw a couple of them up here. And this right here is a bronchiole. And I've drawn them in red to indicate that they're different. They're structurally different from the bronchi and from the trachea. Bronchioles are not surrounded in cartilage. They are surrounded in smooth muscle. And you can imagine, you know, we're definitely down in the 19s or 20s of all of our bifurcations. And so the tube, the diameter, the lumen of the tube is really, really small at this point. And then the bronchioles terminate in structures called alveoli. Alveoli, we're going to talk about the structure of these guys in the next lecture or the next section. So alveoli, this is where gas exchange occurs. This is where the magic actually happens. And so it's important to understand the structure of the alveoli. But do you see how essentially I could start here and put puffy, fluffy, floofy lung tissue all around that. And all I've done is shown you a blown up version of what's actually inside the squishy, puffy, cool lung tissue. Let's look at the alveoli. I've got to write that down first so that you do not forget it. Alveoli. Let's go talk about the structure of the alveoli. K.


the hour. So Julie and Jessica and Abby, do you want to get started? Yes. So hello everyone and good afternoon, good morning, or good evening from wherever you happen to be. Thank you so much for joining us. I'm Abby and along with, oh, brain's gone blank. Julie, Jessica, we make up a tiny fraction of the people operations team at GitLab. And thank you so much for taking the time to join us. And I am going to go ahead and share my screen. Okay, so we did put this link. If somebody, Julie or Jessica, if you can post the link to this page in the chat, that would be good just in case people want to follow along. So I'm looking at on this page, which is going to act as our agenda for this session. So I'm going to be talking very, very briefly, just to introduce a little bit about the summit, a little bit of the background. Then I'm going to pass over to Julie, who's going to go through the responsibilities as a leader and the conscious section. And then we're going to open it up. And we've asked three managers to give their insights about when they attended the summit and what they've learned and any advice that they have, particularly for some of our new managers and leaders. And they are Pitch, Barbie, and hopefully Lee, if he can make it. But we'll see how that goes. If not, one of you two will have to talk a bit more or we can ask, pick on someone and ask them to share their thoughts. So before we get started, I do want to show you a little video. And for those of you who attended the summit in Mexico back in January 2017, you might be familiar with what I'm about to show you. I'm going to play it and then I'll explain a bit more about what it is and why this is happening afterwards. And I apologize. I wish I had a very seamless transition, but I don't. I do have to disconnect my headphones very quickly so you can hear it. So just play with me one second. Okay. I hope you can all hear me again. You just give me a quick thumbs up wave or whatever. Yeah, cool. Thank you. So just go back a little bit of context. So what happens at each summit usually is Sid will issue a challenge to everybody in return. If that challenge is completed, he will do something, usually something crazy. So that's why I wanted to show that video. There we go. So moving swiftly on. So just to give people a bit of background. So the summit occurs every nine months or so. And it's a great opportunity to get FaceTime with one another. Of course, we work remotely. So actually having that FaceTime is really, really important and really valuable. And it also gives us a chance to interact with other people across GitLab, not just people in our own team and also the community as well. And it is a really, really cool differentiator for GitLab and an investment in everybody and our values. And I want to sort of throw some numbers at you because we love data. So you may not realise this but as of July 25th, we have 258 members and 81 significant others attending the summit. And that gives us a huge impressive total of 339 people. But remember that's as of January, July 25th. And roughly 50% of those people are attending for the first time. So we thought given those numbers are very, very large in comparison to previous summits that we've done. We thought it would be a good idea and helpful to talk about the summit from a leader's perspective. So the first thing I want to say is that the summit is not mandatory. But if you choose to go, you are expected and encouraged to attend and participate in the various events in the schedule. We also understand that people need some downtime. But as a general rule, you and your team should be at the various events, meetings and sessions. Another thing I certainly notice because I've been to summits myself is it's really easy to get siloed and to interact with the people that you already know. People in your own team for example, even though of course you probably don't see your team in person that often. But it is an opportunity to reach out and meet other people across GitLab. And as a leader, you need to balance the interaction with your own team and make sure that you are setting the example and talking to other people as well. Especially team members who have just joined GitLab. They may be attending the summit, may even be their first day. And we have had that happen before and it can be a little bit overwhelming. So yeah, anything if you have any numbers in your team, just keep that in mind. Summit attendance is not required. So don't subconsciously hold it against people for not going to the summit. It's also fantastic that we can bring our significant others. But during the official summit days, this is a work event and workplace behaviours are expected and we absolutely want to include everyone, invite everyone and for everyone to be safe and have fun. But it's not a vacation or a holiday or an incentive travel or anything goes in terms of actions and behaviours. There will be time for your team to meet over a meal. But other than that, there is no designated team time and that is intentional. Again, we want people to interact with one another across teams and really get to know each other. So that is my bit finished and I will pass the microphone over to Julie. Okay, great. Thank you, Abby. So I'd like to spend a little bit of time talking about responsibilities as a leader and make this interactive if possible. So let me cover a few things first very quickly and then I'll open it up for discussion. So hopefully everyone is very familiar with our values and permission to play behaviours as described in our handbook. So our values describe the behaviour that we expect from GitLabbers, how each of us should behave and what we can reasonably expect from others on a consistent basis. If you haven't looked over our values page lately, I encourage you to do so because there's a lot of detail and examples on each one of the values and there's also some recent updates including a values hierarchy that shows how our values build off each other and are interrelated. So some additional responsibilities of a leader. Some of these are really obvious but I think it's worth mentioning quickly. So just being welcoming and inclusive, introducing and including team members into conversations, particularly brand-new team members, especially if they seem reluctant or uncomfortable about adding themselves into the group. So look for people who are isolating themselves, maybe go talk to them one on one, invite them into a small group. They may be reluctant to join a group of 10 or 20 people but a group of three or four people can feel more welcoming and less intimidating. As a leader, watch out for groups that are continually hanging out in silos. Don't be afraid to politely remind them to break it up, spread out, talk to other people that they don't know very well and encourage them to look for new faces. And finally as someone in the leadership position, go ahead and consider yourself a host at the summit. So step up, initiate conversation, make introductions, help get some dialogue going. So if you go to breakfast, lunch or dinner, maybe try to sit at a table with some unfamiliar faces or people that you don't know as well or maybe even on the bus, on the way to an excursion, you know, sit next to someone that you've never met before and, you know, just talk about anything. It doesn't have to be about work. You can ask about their family, their hobbies, their summer vacation, anything like that. So just kind of be on the lookout and think of yourself as a host during the summit. I think that'll go a long way. This is our initial list but I'd love to know what you guys think about this list and especially if anyone has anything to add. So feel free to speak up or throw it into the chat box and we'll make sure to collect all the content and add it as a handbook update. I know I'm speaking later but I will say that, you know, Cathy asked a question here, did anyone encounter Silas at the summit last time? And I will say that I feel like I did. I had only been at the company for about a month and I did feel uncomfortable walking up to a group that was already looking like they're having an exciting conversation or already know each other and I felt like I'd be inserting myself and interrupting and not be welcome. So I think that taking that extra action when you see someone kind of walking and looking around and maybe feeling a little bit uncomfortable even if maybe they're not feeling uncomfortable to invite someone's ever a bad thing. If they're not, if they really were on their way to somewhere else, I can say that. But it would, I think it would be more welcoming if, if, if you were intergroup talking, you did look around a little bit to see who might want to join you. Great. Thank you, Barbie. Anyone else? Anything else to add to this list? I'm just looking in chat. Okay. If there's nothing else, then we will keep going. And I'm going to switch gears and talk about what is typically the least favorite part of managing people and teams and that is potential problems that can occur. So as we said earlier, we have just about 350 people coming to the summit. So this is employees, contractors, significant others, customers. And, you know, we are not used to spending a lot of time together in person. So it's very possible that problems of varying severity will occur and actually have occurred in the past. And so we just want to be proactive. We want to plan and prepare as best we can and know, you know, what to look for and what to do. So first and foremost, use the buddy system. Don't go anywhere alone. Keep an eye out for each other. If we each have a buddy and if we're each kind of looking out for each other, we can minimize our risk of some of the things on this list occurring. So I'm not going to go through each one of these in a lot of detail, but there's a few that I want to point out just very quickly. So first of all, drinking, be on the lookout for someone who's drinking too much. And especially, and this is often unintentionally, someone who may be drinking alcohol while they may also be on some type of prescription medication or over the counter medication, because that can certainly have unintended side effects. And of course, it goes without saying that illegal drugs can be grounds for termination. So please don't even bring that to the summit. Accidents, this could range from someone who trips falls and hits their head at the hotel to a car accident in a taxi or some kind of medical emergency. Mental state. So, you know, if someone has a broken arm or is on crutches or something like that, they're in a wheelchair. That's a visual impairment that we can see. But someone with any level of anxiety or depression, if that's not always visible or obvious, but it's very real. And so being sensitive to that. And if you're concerned about someone, engage people up sooner versus later. We actually have a recent handbook update on neurodiversity and it includes things like autism and ADD. It's a really good update. So if you haven't read that lately, I would encourage you to look over that. Two more things. Cultural impacts. So, you know, we've got a lot of people of different ages, different generations, 40 different countries coming together for five straight days. And, you know, that's going to create a different dynamic because most of us are just used to seeing each other for 30 minutes a day here and there on different Zoom calls. So I think if we can just model the behavior of seeking to understand, assuming positive intent, that will go a long way in having a really good five days. And we will talk more about cultural impacts in this session after the panel speaks. And then the last thing I want to mention, and it sounds kind of obvious and I debated even putting it in here because I certainly don't want to insult anyone. But people are proud of their country and rightfully so. And I always feel like it's my privilege to go to another country and to be a guest in another country and explore another part of the world. And so just being really mindful that we don't, you know, make fun of things or criticize things about that country, whether it's public transportation, infrastructure, you know, whatever it may be, I know that sounds really obvious, but it can happen pretty easily just in casual conversation. So that's just something to keep in mind and be mindful of. This is just a sample of problems that can occur. I'm sure that there's other things that we're not thinking of that we can add to this list. So if you do have some of those ideas, please let us know. And we're happy to make those handbook updates or you can make them directly. What to do and who to contact. So as a manager, it's important that you protect all team members and also the company. So if an incident occurs, no matter how minor it might be, please do contact people operations team immediately. Don't wait a few days or a few weeks after the summit, we would much rather prefer that you err on the side of caution and over communication. Our goal is to keep people safe, minimize risk to the company and to others and to handle things, you know, fairly, timely and respectfully. So the sooner that we know, the better. Barbie and I will be attending the summit. Unfortunately, Jessica can't attend because she's got two little kiddos starting school that same week. So she won't be at summit, but she will be available on Slack. So if any of these situations occur, if there's any type of emergency, don't hesitate to reach out to Barbie or myself. And so let me see here. I'm going to do a quick time check. Okay. At this time, we are going to hear from a couple of managers who have offered to speak and share some of their tips and lessons learned. They've all attended at least one summit and they will be available for Q&A during this session, but also after this session. So if you think of questions and you want to reach out to them at any time between now and the summit, don't hesitate to schedule a copy chat and talk with them. Let me let you know who's going to be on the panel. We are excited to hear, first of all, we'll hear from Richard Pigeon, who's our head of sales in Amia. And then we'll hear from Barbie Brewer. And then hopefully if he's still able to be on the call, because I know he had a work emergency, we'll hear from Lee Matos and our support engineering manager. And they're each going to speak for just a few minutes and then we'll open it up to Q&A for them. So Pige, I'm going to turn it over to you and we do have a few questions on the screen if you want to use those as your guide. Thanks, Julie. Hi, everybody. Richard or people might know me as Pige here. So I've been to a few summits and first thing I want to say is embrace the experience here and encourage your team to embrace the experience here. We're really lucky as a company that we do this. So it's really important that everyone embraces the opportunity we have. A, visiting a new country, getting together as a team, and meeting new people and new cultures, learning about new cultures, I think is really important. So make sure you encourage your teams to do that. Also, I think it's really useful for people to have a list of the people that they should be trying to find throughout the summit, i.e. people that they don't necessarily speak to on a day-to-day basis that might help them in their roles when they're back at home. And there are ways that we can do that with gamification of that and having like a bingo card with a list of people that when your team have managed to speak to all of the people on their list, then they get a prize or try to encourage that. I think it's really good starting point. Also, identify people that if there's been any conflicts between any of the teams over the last few quarters, it might be worth identifying the people that they should be speaking to. So I think that's important. Also, identifying people that I think we've touched that aren't used to networking experiences. A lot of the people in our teams don't actually have an interactive with people in this environment for if sometimes ever. So identify that. Help them with some of those networking skills. How do you start a conversation? Where do you come from? What team do you work in? Are you enjoying the summit? What excursions you're going on them? Help them with open-ended questions that can start conversations going. So I think that's also an important thing to recognize. I think some of the challenges are is keeping your team separate. You're breaking your team up or encouraging it so that they don't stick together, especially the people that people feel comfortable in their safe environment. And I think that's a challenge that we have. So encourage that that mealtime they speak to new people and also identify the team members, not just in your team and other teams. I think that we've touched on it today. Go and help and introduce people to other people that might be struggling in the summit. And the other bit of advice is it is tiring. You do need that downtime. Speaking to people networking for a five-day period is exhausting underestimate how tiring that is. So try to encourage them to go on the excursions. They're really good fun, you know, cursed and then the team do a fantastic job at organizing the excursions. If they've signed up for the excursion and make sure they're there, make sure they're on time is my best bit of advice. But also take some downtime. It's quite, you know, quiet time is really important during these events. Also make sure your team have put a sort of active office on their email so that people understand that they're going to have limited availability. I think that's really important for everybody to understand that they don't have to do the networking and do the work at all at the same time. Otherwise it becomes a bit of a pressure pot. I don't know if there are any questions for me specifically. I think we can go one off and then we can open the questions up to everybody. And if anyone who has a question for a specific person on the panel or even not on the panel, just on the on the call, you can feel free to let us know that as well. Great. Okay. Barbie, do you want to go next? Sure. So I think that the summit is a wonderful activity and there's a lot of positive and good that comes from it. And our role as leaders here should be to focus on the positive and good coming from it and limiting the negative. And so I think that most of us, hopefully all of us have attended the anti harassment training that went out earlier this year. And Abby did a great job curating that for us. This applies during the summit. So we do have more responsibility at the summit to ensure that we're being respectful and that our team members are also being respectful. So as managers and leaders at this company, we don't get to turn a blind eye. We don't get to say, well, that's not my team, not my problem. We are all leaders and managers at this company. So it's critical that if we see something, we step in and we say something and we all have a responsibility if we are an official manager of people here to do that. So it's going to, it could affect your time. I want all of us on the call. I want all of our leaders and managers to have a great time too. But we can't forget that we have a responsibility to make sure that our team members are being treated respectfully. So I just want to, you know, that's in addition to what's been already said on the call, I want to make sure that everybody understands that that's not just a nice thing for us to do. That is a legally required thing for us to do. And if one of our managers or leaders participates in any behavior that is inappropriate or is a witness of it and does nothing, not only is that a terrible thing to do to one of our team members, but it also puts a company in a lot of legal liability. So I don't mean to be negative or come down hard, but I want to make sure we all know our responsibility here. At the summit, we will have the keynote. I will present, I will try to make everyone understand that this is a fun thing, but we have responsibilities too. But on this call, we want to be a little bit more serious and impressing the importance of that. Personally for me, and I'll probably say this at the summit too, but if I were to have a bit of a good time and maybe drink a little too much at the summit and someone on my team saw me doing that and maybe Julie's watching me and, wow, Barbie's having a great time. And then she starts to wonder, okay, Barbie might be doing something that when she wakes up in the morning, she's going to be embarrassed. And I would much rather have Julie come take me and say, hey, Barbie, maybe it's time to go back up to your room than to have her console me the next day when I remember what I did and I feel highly embarrassed for it. So while Julie may not feel that I would appreciate her taking me out of the fun, ideally the next morning I will. And Julie shouldn't have to do that for me because I'm her manager, but even, you know, let's be there for each other because the reality is is when some of us do make these mistakes and we get caught up in the moment, we do have regrets afterwards. And it's a little bit like the cilantro in your teeth example, right, except it's a little bit more comfortable to have that conversation because it's a little easier to say, hey, you have cilantro in your teeth than it is to say, hey, you're making a fool yourself, right? The reality is it's okay to go to our team members and say, hey, looks like you're having a really great time, but you're, you've got some questionable behavior going on. So it might be a good time to depart and go up to your room. And so let's just all look out for each other and our team members to make sure we're not, you know, the thing that people remember most aren't, isn't going to be something that we did, that we regret. So let's help each other in that way. So at least still on the phone, I don't want to repeat a lot of what you said, but I'll pass it off to Lee. Hi all, Lee Matos here, very excited to talk. One of the prompts was something that surprised me the most about summits and I think how tall everyone is. You'll get a chance to see people actually standing up and you may be wondering, oh, I didn't realize you were so tall. It's a real thing. So be ready for that. In support, we have to do a little bit of balancing where we do have work that has to happen and has to get done. So if you have a team where things do need to get done, make sure you take some time to coordinate that and be in front of that. And that makes it really smooth and try and balance that. But one of the things there that was interesting was acknowledging and seeing my team not working any better in the same room. It really helped highlight how well we work remotely. And that was a really interesting thing. So if you have a team that you have to do some work or something and you might feel that or you might see that or you might learn some things there more about the depth of your team that that was really interesting. I also think it's really good early in the summit to kind of check in with your team and just say hi to everyone and set the tone and let them know that you're excited that they were able to come and the goal of the summit and kind of set an intention. And as echoing what Barbie said, we're in charge of shepherding the culture of GitLab. And I think that that's something really important for everybody in this room to remember. And it's really funny because I'm echoing what Pidge said and it's just we didn't even plan, we didn't even coordinate here. But really helping your team branch out is so important. I saw many opportunities last summit where my team was just spending a lot of time together because they were comfortable and encouraging them to branch out. And this summit I'm thinking about some kind of challenge or some kind of thing to help the team branch out. And I think that that's really helpful. And the last thing that I would add that I think is really powerful that's helped me both summits again echoing something Pidge had said be strategic as a leader this is an opportunity. You have all of the other people in this room, you probably need to talk to three or four of them in some capacity, whether it's a new conversation or an ongoing conversation, whether it's bringing people together that haven't had an opportunity to talk, take advantage of that, because it is so so so powerful to connect and have that connection and especially an environment that is as refreshing as the summit is. So I want to definitely encourage that. Those are my thoughts just echoing and wrapping up a lot of the similar themes and ideas. I thought it was really cool that we were so aligned and it seems to be pretty universal that those are benefits from the summit. Open up the floor for questions. Sorry, before we carry on, can I just mention the importance of significant others? I think that they play such an important part in everyone's life that they feel I think they probably feel a bit on the outside. So especially if your team members are bringing their significant others, make them feel really, really welcome. Go that extra mile to make them feel really welcome. Introduce all the SOs together and make them feel part of us, the group, the culture and so that it's almost, we're selling our culture to our significant others so that they feel that when they leave the summit that this is all right. This is why I suffer or the things I go through from my other half. So I think that's really important to stress from a leadership perspective because there'll be even more nervous than some of your team members that are new to your team. So sorry to bleed on. Yeah, I think it's really important. The goal of having significant others there is like they will determine whether people will stay with our company sometimes even more than the people themselves. And it's very important that they feel welcome to everything. For example, maybe the user generated content sessions, maybe we should go out of our way and also have votes from the significant others so that they feel part of that process. And I've learned that if people aren't contributing, they'll mostly just keep their mouth shut. So I'm not worried about people distorting our process. I'm worrying about us living our value everyone can contribute. How about suggesting that we'll do five nominated sessions that the SOs come up with and the user generated compensation? I think we should not try to split the SOs off. I mean that everyone can go to so they can recommend maybe five topics if we're running 30. Yeah, I want to make sure that all the sessions are well attended. So instead of voting, I would just say we're not voting, we're staying ahead of time which sessions we want to attend. And as I vote counts as much as another one, otherwise you might have as old things that are overloaded of not that five is an arbitrary number that causes all kinds of planning and logistic problems. So I like the intention, but let's treat them as we treat our other team members. Or let's treat them as team members. Yeah and include them. Lee did a great session with his SO last time and you know they can all get involved and make sure they feel that they are allowed to be involved. And not only voting, also suggesting content. Can we, Kirsten, I know you're masquerading as me in the chat channel. Feel free to speak up, but can we have them be part of that? The suggesting and stating intent for the usually generated content sessions. So I just want to add something. Yeah of course, I'm sorry. Kirsten, you're not short, you're not coming through very quickly. I'm just wondering like logistically like adding all 81 SOs. Sorry, I only had apparently the wrong earbudding. I think the only thing that we would start with is the adding for the adding of the topics that you just see is the logistics of adding 81 emails. I mean if people want, they can choose where to go, but on voting for the topics soon. So I would suggest putting it on the team call, for example, and for tomorrow or Monday and then ask the team to deliver within a week before the 13th, for example. So we have one week for voting and setting up the actual schedule for the UGC. I love the idea, but okay. I can send out an email to the whole team that if their SOs want to contribute to a topic with a specific deadline, so they have it inviting and they can forward it to their SOs. Kirsten, your audio is garbled. Yeah, Kirsten, let me talk because your audio is not working too well. I'm not sure we can remove Kirsten, but Kathy, go ahead with what you had to say. Sure. I just want to share, at the last summit, that was my first week at GitLab, so I met a ton of people. It was awesome. I ended up having dinner with the SO of one of the GitLabbers, and she related to me that her spouse was pulled into so many meetings that she's often alone. So I just wanted to share that. I felt very sorry for her. This was dinner into board gaming night, like the whole time. So I tried to make her feel welcome, but she was pretty much spending the summer alone. Yeah, Kathy, I would add that I think one thing we did on customer success in Greece was made sure to introduce the SOs to each other. So kind of like what we were talking about, if someone's alone, making sure to invite them in, we should do this again, treat SOs the same way. It's great if they can meet other SOs, so if they're not interested in UGC, they have people that they might know and be able to spend time with. That's how a lot of the SOs worked. Yeah, I also think, depending, you know, as leaders here at GitLab and depending on the comfort for your SO, and all of our SOs are different, but I know that I specifically asked Greg to also be a friend to the other SOs out there and to show leadership as well. Now, he may not be a leader at GitLab, but he is my husband, and so I feel like we're a team at these events, and so I did ask him to put himself out there for other SOs as well. So if your SO is the type of SO who would enjoy that, and would enjoy being an ambassador, that's great, but it shouldn't be just SOs, right? I asked him to also be friendly and talk to team members as well. So I think that letting our SOs know that they have a role to play in making everyone feel comfortable and making sure everyone can contribute is okay as well. Again, not their responsibility, but if it's an activity that they would enjoy, I think it's okay to enlist them in that. I also think that it's great when we see someone who does seem to be alone, that we're okay having a conversation with them and to see if that's where they want to be. I actually really do enjoy being alone sometimes, and if you saw me at the summit in a little corner reading my Kindle for 30 minutes, that's probably my refueling time because I need that sometimes, and it's okay, but it makes you feel really good if you come up and say, hey, would you like to join us? And if I have the freedom to say, actually, right now, I'm okay, right? And that we set the tone that both answers are okay, and that you're not going to penalize if you say, yeah, no, I'm okay right now. Or if you say, yeah, I'd love to join you. Either response is a good one. But the fact that I knew I was welcomed feels good too. So I think as much as we try to extend that, and we overextended almost, to the point where for me personally, I have to do it to the point where I'm feeling uncomfortable to know I'm doing it enough. If I'm in my total comfort zone, that probably means I'm not doing it enough for me. Now you may be different. For my SO, he won't have that feeling. It's really natural to him. So he probably won't ever feel like he's doing it too much. But if you know you're all one of those people who tend to hold back, then push yourself a little further than you normally would. There were some questions earlier in the chat. I'm not sure if we snagged all of those. I'm trying to find them. One was about an investor session. I guess there was Billy presented in Cancun. People are asking about that. We're coming up with the keynote now. Billy and Bruce will not be in Cape Town with us, but we are currently solidifying what that will look like. We don't have enough planned right now that I feel comfortable saying what it is because it might change. But we would like to have some kind of customer or investor participation in that. We just don't have it solidified yet. In terms of the question that was originally asked by ELSA and SOs, including topics, I did ping Kirsten. We can very easily just remind everybody what the deadline is for submitting topics and say, and if your SOs have topics they'd like to submit, please include those too. Not a big deal. And when you're indicating which topics you would like to attend, feel free to also put an input for your SO. And if we can do it technologically wise so they can do it themselves, that's fine too. But it's not complicated and it's not a big deal. I saw the question in there from Eric Johnson that I think is good. I've heard a lot of questions from my managers about whether or not it's okay to schedule a team meeting. Maybe we should get a conversation going about that when we enter Q&A. And I think from my side I can answer. I think the intention is we should be grouping as all of GitLab as much as possible and interacting with as many people at GitLab as possible. But I think that there's space and time for your team to get together and have a little bit of an opportunity to connect as a team. But the intention is greater GitLab connecting. Yeah I think that Lee is correct. Last year we specifically said no meeting with your teams. This year we have time built in for one of the dinner sessions to be with your team. I think that's great. You should utilize that time with your team. But having team meetings above and beyond that, keep in mind that you're either taking away time with a larger group and or time for them to have that time they may need. And I also don't want to set the tone that we need to meet here because working remotely is not effective. If that's the case that's a larger conversation we should have. But if you need to get your team together at the summit in order to accomplish something other than bonding, giving to know each other, building relationship and trust, then we have to think about how we're working together as a team. And that could be a good indicator that something's not going right if we have things we need to accomplish that we can't accomplish outside of being in the same room together. So I'd like to iterate that because really the point of this is for us to acknowledge that remote work is wonderful. It's great but sometimes just being in the same room with someone means you can have a little bit more fun, a little more conversation, a little more bonding. And that's really what the goal for this is, not accomplishing tasks. And if there's accomplishing task type meetings that need to take place, please refrain from doing that at the summit. Hey Barbie, we do have a couple questions in chat and I've been trying to write a bunch of them down but they've reposted at the bottom. So one of them is Sid or Kirsten asked, should we add a line that we have a zero tolerance policy for disruptive behaviors in the be conscious section? So things like zero tolerance for illegal drugs or whatever. So I don't know if we want to talk about that now or offline but being really clear on what, if we do have a zero tolerance policy what would those things be and look like? So that might be something we want to think about further. Yeah I always say let's link to the code of business conduct and refer that to our kind of zero tolerance thing. Zero tolerance in relation to the summit is there are certainly awesome things that are zero tolerance. I think we have those things covered in our harassment sections and the code of conduct. Beyond that I wish this was always super clear and always black and white but nine times out of ten when we do have problems at these events it's not that simple. So I just I want to be very clear that if you do see something happening we need to get involved. We've had situations where there are underlying issues that we weren't aware of that have affected the outcome of the course we take and there it is complex and it's complicated that as much as we can help our team members avoid getting into that situation in the first place is the is the best line right. You can see we all know we see we see that to remember who's knocking a few back and getting a little silly and and and we don't want to be that person to say hey you might want to slow down but you're really doing them a favor if you if you give them that help when they're when they're going too far would be one example. If there's things inappropriate jokes inappropriate comments just you know address that quickly don't don't wait to see how bad it gets right. Address those things quickly and let's avoid the extreme situations as much as we can but but yes Julie we can add a link to the code of conduct and harassment to the handbook and and say there's zero tolerance for these things but again it's very gray area in a lot of circumstances. Okay I want to be mindful of time we have about eight minutes left there are a few we we are I'm looking through the chat so it's Jessica and Abby and we will get a list of everything there's a there's a request for cell phone numbers for like myself RB that kind of thing so we'll make sure to get that there's also a request for hospitals and trauma centers so we can work with Kirsten on that so we'll make sure to go through and pull anything else out of here. I do want to if there if there's nothing else right this minute I do want to shift it over to Jessica to kind of let you guys know about a few additional resources that we might not have time to cover right now but that she can at least point out and and close us off. Julie just to interrupt quickly another thing you should add to that list is maybe a local doctor rather than hospital and an emergency. Okay great thank you okay Jessica. Okay so another thing we wanted to talk about in related to the summit is that we have we mentioned before we have a lot of different cultures coming together we have 40 different countries different personalities and that does create for various different environments and one of those things to think about is you have introverts, extroverts and ambiverts who are all going to be joining together and if you look at what the definition of some of these are you know introvert is someone who is shy and prefers a calm minimally stimulating environment I'm sure the summit is not a calm you know minimally stimulating environment we have the extroverts who are outgoing and overtly expressive people and then we have those ambience ambiverts who are actually a person whose persona has a balance of both extroverts and introvert features before we kind of talk about you as a leader engaging with these different personality types I want to do a really quick unscientific poll here and if people could go into chat and put down you know i for introvert e for extrovert or an a for ambivert it'd be curious to see what we kind of think our own team is made of. A lot of a's I consider myself an introvert who has to push yourself to be an extrovert kind of like barbie mentioned if i'm comfortable i've not pushed myself out of that comfort zone so you know um oh yeah we got a lot of not as many eyes as I expected quite a few a's and e's but as you can see we have a lot of different personalities among our leadership team we can imagine different personalities among our all our entire company you know and according to psychology today researchers estimate that extroverts actually make up 50 to 74 percent of the population we kind of refer to these folks as social butterflies and they thrive on that social stimulation you know the um other 16 to 50 percent are consists of introverts or ambiverts who get their energy from having time alone so when you think about that 16 to 50 percent of the team member spouses or customers who attain the summit actually fall in that introvert category and you as leaders and I think pidge talked about this um especially around giving people involved you guys have a um responsibility to figure out how to engage with these employees and make sure that they are also you know having a great summit we know the extroverts are gonna have a great time you know some of the things that you can do to help your introverts engage is give them time to think and plan and prepare as much as possible I know we don't have the agendas for everything but where we can let's make sure we give them that information so that I time to actually think about their ideas and present um and also remember silly games and some team building exercises will be really uncomfortable for these employees that doesn't mean we can't have fun and we're going to do them but we need to have a balance at our means to make sure it's not so geared heavily toward those extroverts also respect space you know introverts are known to be easily stimulated and that's easily tired if an employee you know declines a social event that's not mandatory after a long day of meetings respect that if you ask them twice and decline let it go um they're not expected to be there 24 hours a day they can come for 20 minutes leave but just make sure that you respect that in that same line it's if you see a team member continuing to pressure someone oh come on come on come have a drink let's go here let's go there and the person's clearly not wanting to that step in and make sure you can be that person's champion so you know um I think Julie mentioned the beginning also remember your fellow managers and peers who are introverts who are introverts so going to the bar to drink every night and talk about business can actually mean that you're leaving out valued members of the team so let's shake it up a bit you know try finding ideas to include others we have breakfast we have lunch we have dinner think of other ways to be more exclusive inclusive in the spirit of time I want to talk really quickly um about cultural differences as we mentioned we've got 40 different companies coming together things um can mean one thing in one part of the world and definitely means something else in different part of the world so let's just be conscious of that and assume best intent I'll give you a really quick example shaking your head in a horizontal direction in most country means no while in India it actually means yes the okay sign in Western European countries can actually mean you know Barbie and I are divers we know it means you know thumbs up everything's okay in Japan is about talking about money in some other countries is actually um a pretty offensive sexual sign but we need to actually just assume best intent and not assume that someone is trying to someone is offending you know there's a website called the center of intercultural competencies you can go there and take a look at that and they've got some really great examples of different things that different cultures do and the last thing we really want to talk about before we go to any q&a is lost in translation you know translation tends to sound easier than it is people often think it's just about a matter of replacing each source word with the corresponding translated word and then you're done you know unfortunately translation is much more complicated than that there can be multiple ways sometimes even dozens of saying the same thing in another language you add things to that like syntax grammar and any other number of examples of linguistic nuances and the potential for mistakes is huge so we want to assume best intent from our fellow team members and we've used this as an opportunity to start a new dialogue so I just wanted to be really careful about you know how we how some things are translated we've got exactly a minute left I want to like I said be conscious of time but we are really excited about summit it's a huge investment to bring people together we want to leverage that you know again as a manager you know you are ambassadors we want you to lead by example and remember that we are guests in South Africa and we expect our not only our managers but all of our team members significant others and customers to act that way but most of all we want to have a great time be safe learn and great connections at the summit are there any other questions I went through that pretty quick we have some information on the website about extroverts introverts cultural translations but any other questions if not we will we will give you exactly a minute back and check the weather before you go so you know how to pack thanks Jessica all right I guess that's it thanks everybody have a great day thanks thank you