Build on our strength of living our CREDIT values everyday and drive intentional career advancement of underrepresented groups through focused talent development programs. Have top talent team-member satisfaction above 90% with 90% of top talent answering, "My team is a highly performing team," in the affirmative.
Remote L&D influencer through applying GitLab best practices to enable asynchronous/personalized learning and development programs for our team members and the wider community. Invest in learning programs for managers with 90% of team members rate their managers as effective.
Build a diverse team to drive extraordinary outcomes with 40%+ of team members identifying as non-male and 50% of all Senior Leadership and Executive hires to identify as non-male
Hire, retain, and develop the best talent across the world to build a diverse company, while continuing to innovate as thought leaders in talent acquisition and operating as an efficient, scalable all-remote company. 90% of the candidates added to our outbound funnel have indicators that suggest they will add to our diversity in some way. Host the deepest catalog of remote work content of any company in the world.
We will help the customer realize value and ROI from GitLab through product experience, customer success and channel services. Through guided realization of value, we believe customers will choose to expand paid usage of additional users, higher tiers, and adopt additional features and DevOps lifecycle stages. Y% of GitLab customers consume strategy, management, implementation, and training services.
Drive conversion through the customer journey to above 1.0: Increasing free to paid conversion for SaaS to 1.2% and free to paid conversion for self-managed to 1.5%. Have 1,800 product qualified leads per month. Add the next whole complete product capability in the customer journey each year to prompt customers to upgrade from Premium to Ultimate at a rate of 6% per year.
Invest in our data infrastructure to understand how 100% of our paid customers utilize GitLab so we can best prioritize and improve our products and enhance the customer experience.
Ensure that it is easy for customers to try GitLab and do business with us whether they buy through our website, sales team or channel ecosystem with an industry-leading commercial systems capability. Today we sell GitLab by the seat and we aim to expand our product offering into providing SaaS services for self-managed customers. 100% of our customers transact through this system with less than 5% customer support rate.
To achieve results, team members must work together effectively. At GitLoft, helping others is a priority, even when it is not immediately related to the goals that you are trying to achieve. Similarly, you can rely on others for help and advice—in fact, you're expected to do so. Anyone can chime in on any subject, including people who don't work at GitLoft. The person who's responsible for the work decides how to do it, but they should always take each suggestion seriously and try to respond and explain why it may or may not have been implemented.
We do what we promised to each other, customers, users, and investors.
Measure results not hours
We care about what you achieve: the code you shipped, the user you made happy, and the team member you helped. Someone who took the afternoon off shouldn't feel like they did something wrong. You don't have to defend how you spend your day. We trust team members to do the right thing instead of having rigid rules. Do not incite competition by proclaiming how many hours you worked yesterday. If you are working too many hours, talk to your manager to discuss solutions.
Working efficiently on the right things enables us to make fast progress, which makes our work more fulfilling.
Diversity, inclusion and belonging are fundamental to the success of GitLab. We aim to make a significant impact in our efforts to foster an environment where everyone can thrive. We are designing a multidimensional approach to ensure that GitLab is a place where people from every background and circumstance feel like they belong and can contribute. We actively chose to build and institutionalize a culture that is inclusive and supports all team members equally in the process of achieving their professional goals. We hire globally and encourage hiring in a diverse set of countries. We work to make everyone feel welcome and to increase the participation of underrepresented minorities and nationalities in our community and company. For example, we celebrate our sponsorship of diversity events and triple the base referral bonus amount.
We do the smallest thing possible and get it out as quickly as possible. If you make suggestions that can be excluded from the first iteration, turn them into a separate issue that you link. Don't write a large plan; only write the first step. Trust that you'll know better how to proceed after something is released. You're doing it right if you're slightly embarrassed by the minimal feature set shipped in the first iteration. This value is the one people most underestimate when they join GitLab. The impact both on your work process and on how much you achieve is greater than anticipated. In the beginning, it hurts to make decisions fast and to see that things are changed with less consultation. But frequently, the simplest version turns out to be the best one.
Be open about as many things as possible. By making information public, we can reduce the threshold to contribution and make collaboration easier. Use public issue trackers, projects, and repositories when possible.
An example is the public repository of this website that also contains this company handbook. Everything we do is public by default, such as the GitLab CE and GitLab EE issue trackers, as well as marketing and infrastructure. Transparency creates awareness for GitLab, allows us to recruit people that care about our values, gets us more and faster feedback from people outside the company, and makes it easier to collaborate with them. It is also about sharing great software, documentation, examples, lessons, and processes with the whole community and the world in the spirit of open source, which we believe creates more value than it captures.
There are exceptions. Material that is not public by default is documented. We are above average at keeping things confidential that need to be. On a personal level, you should tell it like it is instead of putting up a poker face. Don't be afraid to admit you made a mistake or were wrong. When something goes wrong, it is a great opportunity to say "What’s the kaizen moment here?" and find a better way without hurt feelings.
Even as a public company, we know that our value of transparency will be key to our success. This value can be hard to follow at times. You might ask yourself: what should be shared, how much to share, whether or not to speak up but definitely take the time to always opt for maximum transparency by adhering to the sub-values below. Often, company values get diluted as they grow, most likely because they do not write anything down. But we will make sure our values scale with the company. When we go public, we can declare everyone in the company as an insider, which will allow us to remain transparent internally about our numbers, etc. Everything else that can be transparent will continue to be so.
Complete a quarterly Retrospective based on your objective. Look at your RETRO from every dimension and every area of responsibility. Seek input from your peers and those that rely on your function.
Complete a quarterly SWOT Analysis based on your objective. Look at your SWOT from every dimension and every area of responsibility. Seek input from your peers and those that rely on your function.