Meeting Title: Hype meeting + OKR Reviews Date: 2026-05-12 Meeting participants: Awaish Kumar, Rico Rejoso, Robert Tseng, Demilade Agboola, Jasmin Multani
WEBVTT
1 00:03:29.160 ⇒ 00:03:40.209 Robert Tseng: Okay, well, I guess it looks like I’m gonna run this meeting until… I mean, I don’t know if the CTA guys are gonna join. They’re, greg, Amber, and Utam are on site, so…
2 00:03:42.910 ⇒ 00:03:49.950 Robert Tseng: Okay, well, I was thinking we would start first, just kind of going around. We’ll… we’ll do…
3 00:03:50.130 ⇒ 00:03:57.509 Robert Tseng: I’m gonna pull up the OKRs, and based on your function, we’re just gonna kinda go through…
4 00:03:57.830 ⇒ 00:04:03.339 Robert Tseng: if you’re on track, off track for the… for the KPIs that… that are relevant to you, and then…
5 00:04:03.650 ⇒ 00:04:09.529 Robert Tseng: Yeah, then we can kind of see where we need to make improvements.
6 00:04:12.610 ⇒ 00:04:17.949 Robert Tseng: So, once again, I think everyone should be… on this call should be,
7 00:04:18.050 ⇒ 00:04:33.499 Robert Tseng: kind of keeping track of this yourself. Keep… you should… I don’t think you should edit this template directly. I think you should create your own spreadsheet, put it in a doc, whatever, but just kind of come prepared to these calls, being ready to kind of talk about what was blocking you, and
8 00:04:33.500 ⇒ 00:04:42.640 Robert Tseng: you know, if… from trying to carry this out, if there are challenges you ran into, then I think that’s kind of… that would be a productive conversation here.
9 00:04:42.740 ⇒ 00:04:48.999 Robert Tseng: So we’re just gonna go around the room. Awish, you can go first.
10 00:04:49.500 ⇒ 00:04:58.669 Robert Tseng: yeah, once again, depending on your function, you have your objectives, your KPIs, and then just kind of walk us through, like, what went well, what didn’t go well.
11 00:04:59.620 ⇒ 00:05:06.080 Awaish Kumar: Okay, so, I think, we have a lot to work…
12 00:05:06.260 ⇒ 00:05:10.299 Awaish Kumar: Work to be done on a ticket… delivery ticket side.
13 00:05:10.520 ⇒ 00:05:15.700 Awaish Kumar: although I don’t see any reopens in the last month.
14 00:05:16.040 ⇒ 00:05:23.830 Awaish Kumar: But, there’s a significant gap in terms of, like, proper ticketing and,
15 00:05:24.880 ⇒ 00:05:27.810 Awaish Kumar: And managing, like, linear, so,
16 00:05:28.740 ⇒ 00:05:32.930 Awaish Kumar: This needs to be improved, and I will be working on that.
17 00:05:33.300 ⇒ 00:05:40.930 Awaish Kumar: But apart from that, like, technical delivery has been fine, and yeah, I’ve been working on playbooks and…
18 00:05:41.720 ⇒ 00:05:49.279 Awaish Kumar: offers and skill development, so… it has been… Fine. So, yeah, only one…
19 00:05:49.410 ⇒ 00:05:54.279 Awaish Kumar: piece… where I’m concerned is more about managing the…
20 00:05:54.380 ⇒ 00:05:59.240 Awaish Kumar: Tickets and projects, and improving the… Yeah, improving that flow.
21 00:05:59.920 ⇒ 00:06:15.050 Robert Tseng: Yeah, so, I mean, I think you’re speaking from an SL perspective. So, yeah, let’s talk about the… what we call technical QA sign-offs before milestone. So, yeah, for… for tickets, are they being completed by the… by the, like.
22 00:06:15.390 ⇒ 00:06:21.640 Robert Tseng: by the date that they’re assigned. Not just at the ticket level, but at the milestone level.
23 00:06:21.710 ⇒ 00:06:35.550 Robert Tseng: I agree with you. I feel like we’re not really using the ticketing system, very well. So, I… I guess, like, what’s… is this… is this what other people are seeing as well? Like, what’s… what’s the gap here?
24 00:06:41.820 ⇒ 00:06:51.370 Demilade Agboola: So for me, I think in terms of, like, because I’m also in, like, a similar, like, role to Awash in terms of that, I think for me, in my, in my…
25 00:06:52.060 ⇒ 00:06:54.890 Robert Tseng: I think all of you are. I think everyone here is an SL, so…
26 00:06:54.890 ⇒ 00:06:58.119 Demilade Agboola: Yeah, but what I mean by that is, like,
27 00:06:59.610 ⇒ 00:07:10.449 Demilade Agboola: data modeling tickets don’t pop up as, like, they should, and it’s also part of what I plan to, like, meet with our wish about. So in some cases, some things are just, like.
28 00:07:10.960 ⇒ 00:07:16.249 Demilade Agboola: data tickets versus data modeling tickets, or data, like, platform tickets, and that, like.
29 00:07:16.250 ⇒ 00:07:20.100 Robert Tseng: Do you have an example that I can just pull up, that I can just, like, try to understand?
30 00:07:20.710 ⇒ 00:07:23.689 Demilade Agboola: Alright, so take, for instance, like.
31 00:07:23.690 ⇒ 00:07:25.209 Robert Tseng: Should I look at… yeah.
32 00:07:25.630 ⇒ 00:07:35.380 Demilade Agboola: So, if we look at, like, say, like, Element, for instance.
33 00:07:35.680 ⇒ 00:07:41.889 Demilade Agboola: I would say not every single ticket will be… necessarily be, like, a data… like, a data…
34 00:07:41.990 ⇒ 00:07:44.210 Demilade Agboola: Every… not every data ticket is…
35 00:07:44.310 ⇒ 00:07:47.690 Demilade Agboola: a data platform ticket. Some should be, like, data modeling tickets.
36 00:07:48.180 ⇒ 00:07:52.379 Demilade Agboola: And so, if… That, like, delineation doesn’t happen.
37 00:07:52.600 ⇒ 00:07:56.850 Demilade Agboola: It’s hard to keep track of what’s going on, or what dates.
38 00:07:57.420 ⇒ 00:08:01.999 Demilade Agboola: Because, again, there are two labels, so there’s data platform, and then there’s a data modeling.
39 00:08:02.140 ⇒ 00:08:02.680 Demilade Agboola: She’s hard to.
40 00:08:02.680 ⇒ 00:08:04.420 Robert Tseng: Yeah, I hear that.
41 00:08:04.420 ⇒ 00:08:06.029 Demilade Agboola: What is what?
42 00:08:07.280 ⇒ 00:08:14.730 Robert Tseng: I do, frankly, find these labels to be confusing, and, like, I don’t really know why we have so many.
43 00:08:14.940 ⇒ 00:08:31.839 Robert Tseng: I think when I’m… when I’m creating tickets using AI to create it, like, whatever label it sets, I’m usually not changing it. So, I can understand… I mean, I guess at the time, this was a Garrett creating this ticket. You’re saying that he miscategorized this?
44 00:08:34.190 ⇒ 00:08:34.980 Demilade Agboola: I mean, sure, this…
45 00:08:34.980 ⇒ 00:08:35.340 Robert Tseng: Yeah.
46 00:08:35.659 ⇒ 00:08:39.469 Demilade Agboola: This particular one is fine, as a, like, a data platform ticket.
47 00:08:41.090 ⇒ 00:08:41.780 Robert Tseng: Okay.
48 00:08:41.780 ⇒ 00:08:48.360 Demilade Agboola: Let’s see… Let’s see… It’ll probably be something about…
49 00:08:51.710 ⇒ 00:08:57.089 Demilade Agboola: Something along, like, so, like, build model for, like, those, literally.
50 00:08:57.090 ⇒ 00:09:01.870 Robert Tseng: Yeah, like, give me… give me an example. Build model. Okay, so this one just has no label.
51 00:09:02.070 ⇒ 00:09:08.329 Robert Tseng: Yeah. Yeah, I mean, I think the labels are kind of inconsistent. So, like, what is even the point of the labels? Like, why do we use these?
52 00:09:08.550 ⇒ 00:09:16.359 Demilade Agboola: So, the levels should link to the service, and then the idea is, within Linear, we should have a service flag.
53 00:09:16.840 ⇒ 00:09:26.479 Demilade Agboola: Like, so everyone can go to their service, and then just see every, like, ticket under their service, so that they can action and just keep track of what’s going on.
54 00:09:26.480 ⇒ 00:09:27.179 Robert Tseng: I see.
55 00:09:27.660 ⇒ 00:09:29.040 Robert Tseng: Yeah.
56 00:09:29.040 ⇒ 00:09:29.720 Demilade Agboola: things.
57 00:09:30.640 ⇒ 00:09:47.210 Robert Tseng: Okay, got it. So, I guess, like, maybe a process change that I would propose here… okay, I do see the picture now. So, when a ticket is generated, it needs to go under the right service line. You know, I guess right now, Awash and Demi are both
58 00:09:47.430 ⇒ 00:09:58.650 Robert Tseng: one’s on data platform, one’s on data modeling. Any ticket that comes under data modeling, Demi is supposed to review that, and then, like, make sure that it’s… it’s…
59 00:09:58.850 ⇒ 00:10:00.310 Robert Tseng: accurately…
60 00:10:00.710 ⇒ 00:10:09.670 Robert Tseng: scoped? Like, the timeline is set correctly? Like, you’re basically the ticket reviewer, right? Like, is that… for your service line? Is that what you’re saying?
61 00:10:09.780 ⇒ 00:10:10.699 Robert Tseng: Yeah, that’s what should happen.
62 00:10:10.700 ⇒ 00:10:19.599 Demilade Agboola: Okay, okay. That’s how we keep track of, like, the 90%, like, milestone close date, because we can say, hey, this date is actually not feasible, this date is fine.
63 00:10:20.110 ⇒ 00:10:20.600 Robert Tseng: Great.
64 00:10:20.600 ⇒ 00:10:22.810 Demilade Agboola: Who’s applying to that, to that ticket.
65 00:10:23.380 ⇒ 00:10:33.540 Robert Tseng: Okay, so I think that that’s clear to me, and I will try to adhere to that, because I think what I’m, like, kind of generating… right now, I’ve kind of just created tickets across, like, 3 clients, so…
66 00:10:33.540 ⇒ 00:10:44.289 Robert Tseng: I’m not going to be reviewing them that closely, but at least what I should do is label them properly, and then, like, you guys will review it, kind of on a regular cadence, so…
67 00:10:44.290 ⇒ 00:10:52.070 Robert Tseng: Yeah, and… I do want you to… I want to start measuring this, so, like,
68 00:10:52.240 ⇒ 00:10:55.010 Robert Tseng: You know, right now, it feels like it’s quite…
69 00:10:55.650 ⇒ 00:10:58.870 Robert Tseng: spread out. Like, strategy and analytics.
70 00:10:59.440 ⇒ 00:11:10.780 Robert Tseng: all three of these technically are under Jasmine. I mean, frankly, there are fewer of these tickets than there are, like, on the data modeling platform side, but I mean, I guess that… so we’ll just say that, like.
71 00:11:11.160 ⇒ 00:11:30.520 Robert Tseng: Jasmine, anything that comes under this service line that’s labeled as these, you need to review and need to make sure that you’re reviewing the tickets, making sure that the timelines are achievable, and that’s kind of what this, KPI is meant to, address. Is that kind of, like, I think that’s what we’re saying here.
72 00:11:31.670 ⇒ 00:11:35.220 Jasmin Multani: Okay, I see that that’s how it’s measured.
73 00:11:36.240 ⇒ 00:11:42.570 Jasmin Multani: completed before milestone. I mean, our first milestone is hitting May 22nd.
74 00:11:44.110 ⇒ 00:11:44.830 Jasmin Multani: So…
75 00:11:44.830 ⇒ 00:12:00.870 Robert Tseng: I would say, not the, like, you’re saying milestone in terms of, like, the client’s, timeline, but I’m talking about just, like, the ticket itself, like, when is that… every ticket has a timeline, so I’m gonna change that. It should be tickets,
76 00:12:03.280 ⇒ 00:12:10.040 Robert Tseng: or ticket, like, timeline, or, like, what do I call, like, ticket due date? Oh, ticket due date. Yeah.
77 00:12:10.040 ⇒ 00:12:10.829 Jasmin Multani: date, yeah.
78 00:12:10.830 ⇒ 00:12:11.160 Robert Tseng: Yeah.
79 00:12:14.370 ⇒ 00:12:27.209 Robert Tseng: I think I went with milestone, because it felt like… I don’t really care if the tickets are on time, if it’s just, like, if they’re not… like, I felt like it needed to be at the milestone abstraction, because that’s what the client cares about.
80 00:12:27.340 ⇒ 00:12:35.650 Robert Tseng: So, like, sometimes, like, tickets will get accelerated because we need to, like, move something up, or we just delay things because other things pop up, so…
81 00:12:35.850 ⇒ 00:12:39.799 Robert Tseng: I actually don’t know if I want to change it to ticket due date, like, I do think…
82 00:12:40.320 ⇒ 00:12:44.899 Robert Tseng: Managing the project at, like, kind of the project timeline.
83 00:12:45.250 ⇒ 00:12:50.579 Robert Tseng: Yeah. Feels more, like, value add to me than it is at the ticket level.
84 00:12:50.980 ⇒ 00:12:56.850 Jasmin Multani: Yeah, because if we do it at the ticket level, my call-out is, You know, we cut tickets.
85 00:12:57.160 ⇒ 00:13:02.269 Jasmin Multani: Knowing that this is something we’re gonna get… need to get to in, like, 2 or 3 weeks from now.
86 00:13:02.430 ⇒ 00:13:09.600 Jasmin Multani: So it’s hard to assess… To just, like, commit to a time, like, a hard date.
87 00:13:09.780 ⇒ 00:13:10.309 Jasmin Multani: If we know.
88 00:13:10.310 ⇒ 00:13:10.710 Robert Tseng: Okay.
89 00:13:10.710 ⇒ 00:13:11.880 Jasmin Multani: on the backlog.
90 00:13:12.440 ⇒ 00:13:13.240 Jasmin Multani: And…
91 00:13:13.240 ⇒ 00:13:16.510 Robert Tseng: This one, you said May 22nd. This is at the milestone level.
92 00:13:16.650 ⇒ 00:13:25.649 Robert Tseng: This doesn’t change. Once we set it, that’s… that’s… that’s pretty… that’s pretty much the date we’re gonna hit. So, I think that makes sense to me. This should be…
93 00:13:30.610 ⇒ 00:13:33.869 Robert Tseng: I guess… Sorry, I mean…
94 00:13:34.320 ⇒ 00:13:42.649 Robert Tseng: you were… I might have cut you off before you were speaking, so you can always jump back in, but I was trying to, like, take this as the example.
95 00:13:43.300 ⇒ 00:13:43.960 Jasmin Multani: Hmm.
96 00:13:43.960 ⇒ 00:13:51.219 Robert Tseng: this… this dashboard sign-up by May 22nd, 90% of things… well, that to me seems like that’s obviously…
97 00:13:51.710 ⇒ 00:13:55.509 Robert Tseng: I mean, yeah, if we’re gonna hit this deadline, everything needs to be completed by then.
98 00:13:55.780 ⇒ 00:13:57.450 Robert Tseng: So…
99 00:13:57.760 ⇒ 00:14:04.749 Robert Tseng: I think, to me, the incentive that this creates is that you don’t have to update anything as long as the milestone is completed.
100 00:14:05.870 ⇒ 00:14:13.090 Robert Tseng: Like, maybe is… fine, but that’s hard to measure weekly, because these milestones are not on a weekly basis.
101 00:14:13.800 ⇒ 00:14:32.339 Robert Tseng: I think that’s… that’s the contrast that I’m seeing. If we measure at the ticket level, maybe that’s… that’s an anti-pattern, because the tickets, will… will change, the prioritization changes in the middle of the sprint sometimes, and we’re gonna just… we’re gonna just hit… we’re gonna miss the deadlines on the tickets, but then at the milestone level, it’s not like…
102 00:14:32.380 ⇒ 00:14:35.990 Robert Tseng: It’s… it’s not frequent enough to measure as a weekly candle.
103 00:14:35.990 ⇒ 00:14:36.310 Jasmin Multani: Okay.
104 00:14:36.310 ⇒ 00:14:49.930 Robert Tseng: So, I mean, I’m just kind of, like, seeing that problem as we’re discussing. Is that… does that make sense to everyone? Like, what… what… does anyone have, like, another idea for how… how… like, what we should measure then?
105 00:14:53.260 ⇒ 00:15:03.479 Jasmin Multani: Yeah, I can redefine these and have more internal checkpoints, rather than… Mirroring what the client has
106 00:15:04.120 ⇒ 00:15:06.390 Jasmin Multani: What we… what we’ve agreed with the client.
107 00:15:06.640 ⇒ 00:15:15.710 Jasmin Multani: So right now, these project scopes are… had to be updated to what Shivani wanted, because there was a point where she said, I don’t want to do pilot
108 00:15:16.290 ⇒ 00:15:24.670 Jasmin Multani: Anymore, and then she added… She added more dashboard, domains, and changed the date.
109 00:15:24.960 ⇒ 00:15:39.900 Jasmin Multani: So this was mainly us to… for us to get aligned on what she wanted, but I hear you that we still needed to update it so that we also have our own internal tracker, to make sure we’re hitting that major milestone.
110 00:15:40.560 ⇒ 00:15:46.610 Jasmin Multani: So, since I know that…
111 00:15:46.740 ⇒ 00:15:52.880 Jasmin Multani: Shivani also does, like, monthly… she checks in with you guys on a monthly cadence for her own sprint planning.
112 00:15:53.010 ⇒ 00:15:59.389 Jasmin Multani: I guess we can also just do a weekly… weekly sprint planning instead?
113 00:16:01.880 ⇒ 00:16:19.540 Robert Tseng: It’s more just, like, kind of weekly adjustments. Yeah, I mean, I think, for Element, it’s different, because Shivani is a lot more heavy-handed with how she manages the project. I don’t think that’s the case for most of her other clients. So, I mean, I hear that point. I just want this to also be applicable to, like, all the other… all the other clients as well. So,
114 00:16:19.630 ⇒ 00:16:31.829 Robert Tseng: I mean, Awash, you know, you’re on Eden, where things are changing every week, so it’s not like we’ve ever planned something, like, 6 months in advance and worked backwards from there. So, I don’t think Jasmine’s kind of, like,
115 00:16:32.070 ⇒ 00:16:37.580 Robert Tseng: situation necessarily applies. So, I guess, like, any other thoughts?
116 00:16:37.840 ⇒ 00:16:56.229 Robert Tseng: on, I guess, away stemulade from kind of your… from the client situations that you’re in, because every… every client moves at a different pace here, so it is going to be hard to, like, hit a single… to define a single thing that, like, works for everyone, but I’m just trying to better understand, like, what adjustments do we actually need to make here?
117 00:16:59.530 ⇒ 00:17:02.569 Jasmin Multani: If I were to add one more point, sorry, feel free to talk.
118 00:17:02.570 ⇒ 00:17:03.670 Robert Tseng: Yeah, yeah, go ahead.
119 00:17:03.980 ⇒ 00:17:09.889 Jasmin Multani: I would also make an adjustment per client that’s like, hey, X percent is ad hoc.
120 00:17:10.069 ⇒ 00:17:15.989 Jasmin Multani: asks from the client itself, and X percent is actually
121 00:17:16.650 ⇒ 00:17:20.000 Jasmin Multani: Like, a formal contract, agreement.
122 00:17:20.250 ⇒ 00:17:35.720 Jasmin Multani: Sure. I think that part keeps varying across clients, and then if I have Advid… if I try to schedule Advid’s time, who’s on default and element, I think that gets tricky. And I think that’s why
123 00:17:35.820 ⇒ 00:17:40.780 Jasmin Multani: I kind of just do things off the fly with him, and I have to ask him, like, hey, what’s your workload tonight? Like.
124 00:17:40.890 ⇒ 00:17:44.859 Jasmin Multani: what’s preventing you from logging off at a 7pm cadence?
125 00:17:45.130 ⇒ 00:17:49.390 Jasmin Multani: Those are usually the questions I ask.
126 00:17:54.100 ⇒ 00:17:56.339 Awaish Kumar: Yeah, the only…
127 00:17:58.010 ⇒ 00:18:04.350 Awaish Kumar: Only thing is that with the new era requests coming in, which is… which happens a lot with,
128 00:18:06.340 ⇒ 00:18:14.109 Awaish Kumar: Eden… It’s just like, we… we just need more… Kind of project management?
129 00:18:14.560 ⇒ 00:18:26.950 Awaish Kumar: It’s just more, like, time regarding adjusting the timelines on the existing tickets, and then making due dates on ADOC requests, and then… so that is accurate when we look at the numbers.
130 00:18:29.060 ⇒ 00:18:29.929 Awaish Kumar: Like, we do…
131 00:18:29.930 ⇒ 00:18:43.539 Robert Tseng: Yeah, so, like, this one, this set, yes, you’re talking about Eden, like, there’s a set of, like, you know, we obviously made a big pivot this past week on Eden, and I assigned you a bunch of tickets, you’re working to do these things, all of these are now out, these are out now.
132 00:18:43.630 ⇒ 00:18:49.769 Robert Tseng: not updated. I guess I didn’t really label them, but what they should have been. All of these should really be data platform.
133 00:18:49.850 ⇒ 00:19:08.049 Robert Tseng: But yeah, I guess, like, are you reviewing data platform tickets, and then, like, kind of accurately, like, scoping them and changing… changing the dates? I think that’s… that’s kind of, like, you know, is that what the handoff should have been when I, like, created… when I created these tickets?
134 00:19:09.740 ⇒ 00:19:15.089 Awaish Kumar: Yeah, you’re… like, you’re right, it’s… I’m not, saying, like, it’s between… like, it’s…
135 00:19:15.860 ⇒ 00:19:27.659 Awaish Kumar: Yes, it’s either you or me, it’s just, like, as a team, I… we need more improvement here. I was not able to actually go in and review everything and come up with my deadlines and everything.
136 00:19:27.870 ⇒ 00:19:29.769 Awaish Kumar: So it’s all on me, but…
137 00:19:29.900 ⇒ 00:19:42.499 Awaish Kumar: In general, I’m talking that, we are not at a point right now to actually measure this, and to do that, this is the adjustment we need to make, like, we spend more time in linear, adjust the timing on tickets.
138 00:19:42.960 ⇒ 00:19:46.369 Awaish Kumar: And bring it in a situation where we can actually measure
139 00:19:46.610 ⇒ 00:19:51.999 Awaish Kumar: Like, 90%, 80%, we are at, 70%, whatever.
140 00:19:52.000 ⇒ 00:20:02.600 Robert Tseng: Yeah, I mean, I think, frankly, the SL is, like, you know, this should be, like, a daily pulse for you, like, just like how I, like, 15 minutes a day, I wake up and I’m, like, updating, like.
141 00:20:02.740 ⇒ 00:20:13.729 Robert Tseng: my tracker on, like, HubSpot… I mean, HubSpot contacts to me are kind of like tickets. Like, I juggle 25 leads myself, so… and I do that with 15 minutes a day, so…
142 00:20:13.730 ⇒ 00:20:25.620 Robert Tseng: it feels to me like at least the SL should be able to kind of go through their, like, log of tickets that are assigned to their, like, to their… to their service line, and make sure that all the tickets
143 00:20:25.630 ⇒ 00:20:38.280 Robert Tseng: like, are on track, if anything’s not on track, like, if any of these risks get being kind of off, that, like, those messages go out to the people, or, like, timelines need to be adjusted, but with good reason.
144 00:20:38.280 ⇒ 00:20:52.600 Robert Tseng: So, like, that to me feels like it’s a daily heartbeat thing that everyone should be doing. Like, that’s… that’s the point of having this as a weekly thing that we measure. So we can come here, and, like, we can hold each other accountable to that. So…
145 00:20:52.600 ⇒ 00:21:00.709 Robert Tseng: I don’t want to dwell on that too long, but that sounds like that’s exactly what I think the expectation is. So, I guess…
146 00:21:00.710 ⇒ 00:21:13.680 Robert Tseng: Part of it is, yes, the labels are not being used properly. I think, to Demi’s point, I think I will… at least as one of the people that’s cutting tickets, I think everyone… not everyone, some of us cut tickets on this call, some don’t.
147 00:21:13.680 ⇒ 00:21:26.840 Robert Tseng: But everyone here is basically a reviewer, so you’re responsible for reviewing, kind of, everything that’s within your service line, and making sure that those timelines are consistent. I think that, to me, is what we should
148 00:21:26.840 ⇒ 00:21:35.879 Robert Tseng: to say. But I… I take the point, ad hoc request should be excluded from this, so… I mean, I’m not gonna systematically measure this right now, I just want you to… I mean, you guys aren’t…
149 00:21:35.880 ⇒ 00:21:49.389 Robert Tseng: working with that many tickets, like, you can manually report it, just like how Rico does, like, the manual reporting for me on HubSpot once a week. Like, we should be able to take the 15 minutes to go and measure these things. So I don’t care so much about
150 00:21:49.390 ⇒ 00:22:03.539 Robert Tseng: systematic and precision, like, precise measurement right now. I just… but I want to have the conversation of, like, did we hit this or not? And it seems like we… we’re not ready to… we’re not ready to have that today, but I think we should…
151 00:22:03.580 ⇒ 00:22:09.590 Robert Tseng: I mean, I want to be more insistent that this is something that we do try to measure, week to week.
152 00:22:13.480 ⇒ 00:22:21.500 Robert Tseng: Okay, and then, so moving on, for reopen rates, on done delivery tickets, I think David had made this point last time.
153 00:22:21.610 ⇒ 00:22:23.140 Robert Tseng: Yeah, I guess, like.
154 00:22:23.910 ⇒ 00:22:30.870 Robert Tseng: when does the ticket even get reopened? Like, I think right now, when we close it, we just end up creating new ones. So I feel like this is also not…
155 00:22:31.750 ⇒ 00:22:49.790 Robert Tseng: like, I don’t know if we can see it at the ticket level, but it’s more of just, like… I think something about revisions is probably a better… is a better read than… than, like, reopening done tickets, because I… I personally can’t recall over the past two weeks when I’ve seen a done ticket be, kind of changed.
156 00:22:54.500 ⇒ 00:22:58.240 Awaish Kumar: Yeah, I… we haven’t opened any of the tickets.
157 00:22:58.750 ⇒ 00:23:01.739 Awaish Kumar: But in the last 2 weeks, I have also seen,
158 00:23:02.360 ⇒ 00:23:08.029 Awaish Kumar: like, I haven’t seen any, like, redoing any work, so whatever was delivered by the team.
159 00:23:08.230 ⇒ 00:23:11.079 Awaish Kumar: Was actually, kind of delivered.
160 00:23:14.810 ⇒ 00:23:22.030 Awaish Kumar: But, like, in the past, I have seen tickets where we are… we have been continuously opening it. So for the last week, I’m… I’m pretty…
161 00:23:22.460 ⇒ 00:23:28.210 Awaish Kumar: Sure, we are at, like, we are under this, less than 10% bar.
162 00:23:28.850 ⇒ 00:23:29.490 Robert Tseng: Okay.
163 00:23:29.850 ⇒ 00:23:35.290 Robert Tseng: I mean, do you think it should stay at, like, reopen rates of done delivery tickets, or, like.
164 00:23:35.870 ⇒ 00:23:36.760 Robert Tseng: I mean…
165 00:23:38.040 ⇒ 00:23:50.569 Robert Tseng: Or, I mean, you guys are basically telling me there’s no work that has been redone because we, like, messed up, which is good to hear, but I also… I don’t know, can I… can I… do I… like, how do I confirm that?
166 00:23:51.400 ⇒ 00:23:56.120 Awaish Kumar: Yeah, that’s the… Like, even if we reopen, like, is it…
167 00:23:56.230 ⇒ 00:24:00.149 Awaish Kumar: I don’t know if it is possible in linear to see the reopen rate.
168 00:24:02.800 ⇒ 00:24:07.580 Awaish Kumar: So we just have to change the status, like, if we reopen from done, I can move it to in progress.
169 00:24:08.600 ⇒ 00:24:16.559 Robert Tseng: Yeah, I mean, let’s just pick this one. It’s like, this one you already kind of supposedly went through Ashwini’s backlog, so let’s say I move this to done.
170 00:24:17.830 ⇒ 00:24:23.939 Robert Tseng: So, now I got moved to done, and then if I move it back into in progress…
171 00:24:24.480 ⇒ 00:24:27.009 Robert Tseng: I see. It doesn’t end up.
172 00:24:27.380 ⇒ 00:24:28.630 Robert Tseng: Changing.
173 00:24:30.430 ⇒ 00:24:37.709 Robert Tseng: Yeah, I just… I don’t think this is really measurable. Anything that something is done…
174 00:24:40.690 ⇒ 00:24:43.039 Robert Tseng: I think we should just not, like…
175 00:24:43.620 ⇒ 00:24:48.599 Robert Tseng: It would… you would just create a… I don’t know, another issue off of it, that’s…
176 00:24:49.430 ⇒ 00:24:53.710 Robert Tseng: Maybe it’s, like, creating a related issue? Oops.
177 00:24:54.930 ⇒ 00:24:58.150 Robert Tseng: Let’s see… Creating a related issue.
178 00:24:58.370 ⇒ 00:25:00.180 Robert Tseng: Oh, Yes.
179 00:25:07.240 ⇒ 00:25:15.899 Robert Tseng: Yeah. Okay, so maybe there’s something around, like, done. Tickets don’t get re…
180 00:25:16.190 ⇒ 00:25:20.909 Robert Tseng: opened to create, related issues.
181 00:25:23.380 ⇒ 00:25:24.509 Awaish Kumar: Really, but…
182 00:25:28.030 ⇒ 00:25:33.469 Jasmin Multani: But what happens when a client’s like, Oh, I want more cuts.
183 00:25:33.660 ⇒ 00:25:36.110 Jasmin Multani: Do we mark that as…
184 00:25:36.520 ⇒ 00:25:41.179 Jasmin Multani: That was a miss, or do we say that that’s just a natural part of queuing?
185 00:25:42.160 ⇒ 00:26:01.530 Robert Tseng: No, yeah, I think sometimes the clients don’t know what they want. Like, it’s not until you put it in front of them, and they see it, they’re like, oh, that’s not actually what I wanted. I wanted more of this or that. So, yeah, that’s not a miss on us. But if it’s like, oh, you said this was done, and it’s done wrong, like, the modeling is just wrong, or, like, this is… this report did not give me what I wanted.
186 00:26:01.670 ⇒ 00:26:07.950 Robert Tseng: I guess it’s, you know, it’s gonna be kind of like, your, your, your call on, like, is this…
187 00:26:09.030 ⇒ 00:26:17.519 Robert Tseng: Because ultimately, whether it is, like, a more rework, because it’s a net new request, or, like.
188 00:26:17.670 ⇒ 00:26:21.559 Robert Tseng: you know, for Element, for example, since, Jasmine, you brought it up, like.
189 00:26:21.560 ⇒ 00:26:37.959 Robert Tseng: Shivani can keep changing the requirements, but that will push you past your milestone timeline. And so at a certain point, you just say, like, no, we’re done, and we have to move on. And she’ll accept that, because she understands that, like, we’re not going to catch everything as we’re going through the sprint, and I think that is, like, the
190 00:26:37.960 ⇒ 00:26:41.819 Robert Tseng: that is the job of the SL, I think, to kind of, like, understand
191 00:26:42.040 ⇒ 00:26:46.269 Robert Tseng: Working backwards from the timeline that you’re trying to, like, stick to.
192 00:26:46.740 ⇒ 00:26:50.899 Robert Tseng: like, what revisions we can… how many revisions we can take on.
193 00:26:51.040 ⇒ 00:26:55.320 Robert Tseng: frankly, I think that I don’t want to penalize the team for, like, doing revisions. I think…
194 00:26:55.700 ⇒ 00:27:00.120 Robert Tseng: But it is, like, something that we should measure, like…
195 00:27:00.260 ⇒ 00:27:05.170 Robert Tseng: I want to know… so I think I’m gonna change the language on this,
196 00:27:05.560 ⇒ 00:27:21.770 Robert Tseng: I think most of the… most of the work should not be… should not be revised multiple times, otherwise I think we’re just not being very thorough with it. But there’s going to be situations where, certain types of requests get revised more than others, and there could be multiple related issues.
197 00:27:22.110 ⇒ 00:27:25.560 Robert Tseng: I would rather deal with that problem separately, than…
198 00:27:25.680 ⇒ 00:27:29.670 Robert Tseng: And be like, hey, like, you know, dashboarding requests.
199 00:27:29.680 ⇒ 00:27:44.059 Robert Tseng: they typically get revised 3 times, and we just know that every time we take on a dashboarding request. That kind of helps us to plan better, and, like, the next time that we put, a, like, if we were going to scope, like, a timeline for
200 00:27:44.060 ⇒ 00:27:51.800 Robert Tseng: a dashboard. Like, we would bake in that additional margin, knowing that it’s likely going to get 2 or 3 revisions before it gets to the finish line.
201 00:27:51.800 ⇒ 00:28:00.849 Robert Tseng: You see what I mean? Like, those are the types of adjustments that I feel like we could make if we really understand what types of work are being reopened, and, like.
202 00:28:00.850 ⇒ 00:28:01.200 Jasmin Multani: Excellent.
203 00:28:01.200 ⇒ 00:28:04.339 Robert Tseng: Yeah, so that’s… that’s… that’s what I’m… that’s what I think.
204 00:28:04.950 ⇒ 00:28:05.610 Jasmin Multani: Okay.
205 00:28:06.880 ⇒ 00:28:07.470 Robert Tseng: Yeah.
206 00:28:07.950 ⇒ 00:28:17.519 Robert Tseng: So let’s do revision rates. Revision, reopen… Rates aren’t done.
207 00:28:17.910 ⇒ 00:28:26.270 Robert Tseng: Tickets… So… Okay, purpose is to measure,
208 00:28:29.450 ⇒ 00:28:33.120 Robert Tseng: How many… or, like, what types?
209 00:28:33.950 ⇒ 00:28:39.029 Robert Tseng: What kind of work gets… Let’s revise the most…
210 00:28:39.870 ⇒ 00:28:45.169 Robert Tseng: Leading to, one, do we adjust, timelines?
211 00:28:45.550 ⇒ 00:28:47.460 Robert Tseng: For more margin…
212 00:28:48.150 ⇒ 00:28:54.629 Robert Tseng: Is… is quality just… is… is our quality just bad?
213 00:28:55.730 ⇒ 00:29:08.250 Robert Tseng: Yeah, I think it was, like, you know, hopefully you see the decision tree that, like, kind of comes up when I’m, like, like, kind of going through that. Okay, cool. I know we’re almost at time. Can anyone… can people run over, like, 5 minutes?
214 00:29:08.600 ⇒ 00:29:09.730 Jasmin Multani: Yeah.
215 00:29:09.730 ⇒ 00:29:28.340 Robert Tseng: Okay, cool. Then I want to kind of make sure that we touch on the others as well. So, one playbook entry created or updated per sprints. Thank you, Yoish. I know you’ve been building playbooks, and, you know, I… but I think even more so, I want to kind of double down on this, that, like, want to see more of this from… from… from… from this group, because…
216 00:29:28.450 ⇒ 00:29:48.369 Robert Tseng: you know, like Jasmine, we talked last week, but I’m gonna be walking onto an onsite on Friday, and I’m gonna be doing a strategy governance kind of, like, pitch. So, you know, I started the playbook, I have some stuff to work with, but, would… would have liked to see, more from you, so that I can, like, have something to… to bring to that call, and then…
217 00:29:48.370 ⇒ 00:29:51.140 Robert Tseng: You know, I guess, like.
218 00:29:51.200 ⇒ 00:29:55.199 Robert Tseng: I don’t… I don’t really have a good way of, like.
219 00:29:56.160 ⇒ 00:29:58.980 Robert Tseng: Continuing to push the team to
220 00:29:59.070 ⇒ 00:30:12.079 Robert Tseng: make sure you set aside 20% of your time. You guys should be thinking about how to commercialize, like, the work that you’re doing. Like, that’s the direct… that’s the objective that I’m trying to… to share, but, I feel like I only…
221 00:30:12.130 ⇒ 00:30:22.280 Robert Tseng: we’ll follow up with you as needed. So, I… I guess I don’t have a good way of really enforcing this right now, is basically my point. And,
222 00:30:22.620 ⇒ 00:30:31.180 Robert Tseng: yeah, I… I… I… yeah, so that’s… that’s, that’s all I… that’s all I can say. But then, regarding…
223 00:30:31.180 ⇒ 00:30:31.800 Demilade Agboola: A question on that.
224 00:30:31.800 ⇒ 00:30:32.260 Robert Tseng: Yeah, go ahead.
225 00:30:33.180 ⇒ 00:30:44.270 Demilade Agboola: What if… so, we want playbooks, but how… do we care… also care about skills, though? Like, if we’re also improving the speed at which we’re doing things internally, does that also factor in?
226 00:30:45.110 ⇒ 00:30:51.369 Robert Tseng: Yeah, totally. So, like, for example, I’ll share, I’ll share one example, like.
227 00:30:51.370 ⇒ 00:31:13.720 Robert Tseng: based off of everything we’ve learned from Element, like, we have a new client that started this week with Sunstone. I pretty much turned, like, a lot of the work that Jasmine and Greg produce, and I put it… I use it as a skill. It took me 1 hour instead of maybe the 5-plus hours it may have taken them to produce, like, for example, like, a dock pack that pretty much is, like, a four-level, like, kind of comms…
228 00:31:13.720 ⇒ 00:31:19.729 Robert Tseng: memo that I can share with a C-level, VP-level person, like our main champion.
229 00:31:19.730 ⇒ 00:31:43.230 Robert Tseng: like, the PRD that we use to kind of, like, create a project plan to cut tickets, and then also for deck prep that I could give to a CSO and be like, hey, this is the outline you should use for your deck. So, like, that to me is, like, an example of I, you know, as I’m kind of stepping in and basically functioning as the CSO for that role right now, I took, like, things that I saw that went well from the SLs on other clients.
230 00:31:43.230 ⇒ 00:31:52.239 Robert Tseng: and I just packaged it into a skill, and I just, like, used it for… for my… for this new client. So I’m, like, always looking for these optimizations on, like.
231 00:31:52.240 ⇒ 00:32:04.170 Robert Tseng: how we could package things better. Even… even more so, like, on our data documentation, you know, we’ve done a bunch of these, but I keep… keep iterating on it, and I’ve produced, like, another, like, set of data documentation. So, like.
232 00:32:04.170 ⇒ 00:32:12.959 Robert Tseng: I do kind of want every… I mean, I think everybody should have that expect… have that mindset of, like, every time you’re taking on a new… especially as a…
233 00:32:14.270 ⇒ 00:32:19.350 Robert Tseng: Project, or do you… And, like, in a different tech, it should be…
234 00:32:20.340 ⇒ 00:32:37.270 Robert Tseng: help you do it faster. So, but that to me is, like, just kind of basics of, like, doing your job. So to me, like, emphasizing the playbook entry is because I want this team to, kind of create assets that I could actually use on the commercial side, like.
235 00:32:37.270 ⇒ 00:32:54.619 Robert Tseng: I’m not selling your skills and your standards. I mean, that’s kind of, like, how you do the work, and I think it’s expected that you just do that as part of your job, but to me, the playbooks are, like, what I can actually use in a pitch, which to me is what will directly impact the sale. So, that’s kind of how I distinguish that, but
236 00:32:54.640 ⇒ 00:32:57.000 Robert Tseng: I don’t know, does that make sense?
237 00:32:57.670 ⇒ 00:33:01.349 Demilade Agboola: Yeah, that makes sense, that makes sense. I just wanted to just… yeah, that makes a lot of sense.
238 00:33:02.180 ⇒ 00:33:20.709 Robert Tseng: Okay. Yeah, so it’s like, kind of, once again, just like a… maybe it’s not an explicit KPI that I’m measuring here, because I just kind of… the expectation is you’re just doing that, already. But, yeah, I mean, for you to… yeah, once again, I care more about trying to involve the SLs on… on the commercial side. So,
239 00:33:21.360 ⇒ 00:33:23.450 Robert Tseng: Yeah, I think that’s…
240 00:33:23.540 ⇒ 00:33:34.630 Robert Tseng: what I have to say there. Yeah, there’s no CSOs on this call, and then, yeah, we don’t really have a delivery ops function right now, so some of these I’m not gonna… we’re not gonna talk about all of these all the time.
241 00:33:34.670 ⇒ 00:33:44.450 Robert Tseng: But yeah, I think, that’s… I think that was a pretty good conversation on, like, for SL specifically, the KPIs that, like, matter to you, kind of, like.
242 00:33:44.740 ⇒ 00:34:03.419 Robert Tseng: reflecting on what has been going well, what adjustments we need to make in order to either hit the KPIs, or, like, we adjusted some of the language on the KPIs. So, I hope that we can have this type of conversation weekly. But, you know, please give me feedback, like, on the channel, if you don’t find this, this type of discussion to be helpful.
243 00:34:03.420 ⇒ 00:34:17.689 Robert Tseng: we can kind of adjust the format. But yeah, I know this… this is the short 30-minute block, so I am trying to wrap it up, and yeah, I guess if you have any other thoughts, like, just… just kind of slack in the… in the delivery, CSO and SL’s channel.
244 00:34:18.429 ⇒ 00:34:28.879 Demilade Agboola: Okay, cool. Rico, another access request for Linea. I think I want to be able to help us try to build a dashboard out, for the different, like, service lines
245 00:34:29.030 ⇒ 00:34:34.560 Demilade Agboola: and tickets and stuff, so it might just be easy to monitor in one place. And so I made a request.
246 00:34:35.389 ⇒ 00:34:42.039 Robert Tseng: Okay, great. I don’t know if, Rico, is that something that you can grant him? Because I’m not really sure where I would do that.
247 00:34:42.889 ⇒ 00:34:43.269 Awaish Kumar: Thank you.
248 00:34:43.270 ⇒ 00:34:45.369 Robert Tseng: But yes, I think that would be helpful, yeah.
249 00:34:46.989 ⇒ 00:34:49.389 Rico Rejoso: Yeah, just make the requests then.
250 00:34:49.389 ⇒ 00:34:53.599 Demilade Agboola: Yes, yes, I have, I have. I just… I was flagging it to you now, that I have made that request.
251 00:34:53.860 ⇒ 00:34:55.820 Rico Rejoso: Oh, okay, let me check, sorry, yeah.
252 00:34:56.120 ⇒ 00:34:57.650 Demilade Agboola: Alright, thank you.
253 00:34:58.390 ⇒ 00:34:58.780 Rico Rejoso: Thank you.
254 00:34:58.780 ⇒ 00:35:00.109 Robert Tseng: Thanks, everyone. Bye.