|Target End Date||-|
|Slack||#wg_purchasing_reliability (only accessible from within the company)|
|Google Doc||Purchasing Reliability Working Group Agenda (only accessible from within the company)|
A purchase and ordering system that is well-documented and easily understood by all stakeholders. The system will be resiliant, reliable, and observable from the ground-up. In addition to addressing our current use-cases, the system will easily accomodate the addition of new purchasing workflows (like channel partners), metered billing, and project Horse. Finally, this should all be achieved without sacrifices to the buyer experience. Touchpoints with the product(s) should be even more seamless than they are today, especially if/as we begin surfacing up-sell opportunities directly in the product.
At GitLab, "fulfillment" generally refers to the Fulfillment Sub-department of Engineering.
To avoid confusion, this Working Group uses "purchasing" as an all-encompasing term to describe the end-to-end purchasing experience including (but not necessarily limited to) ordering, billing, licensing, fulfillment, and all of our internal workflows (like lead generation for Sales, and reporting for Finance).
Be aware if you see the term "fulfillment" used casually in the context of this Working Group, it is likely referring to the entire "purchasing system", not the Fulfillment Sub-department specifically.
Infrastructure team is committed to supporting Fulfillment in the migration of CustomersDot from the legacy Azure VM to GCP by the end of 2022-01. See the discussion in 2021-11-30 Engineering Allocation Review) for details.
This will help bring CustomersDot inline with the rest of our application stack in terms of how it is operated, but the application will still need to be instrumented and alerting configured in order to address our current lack of observability and insight into this app.
The charter of this working group is to obtain alignment between stackholders (i.e. Engineering (Development), Enterprise Apps, Sales, and Finance). This includes addressing some immediate-term technical debt as well as defining a clear vision and team/service boundaries going forward.
|Working Group Role||Person||Title|
|Executive Sponsor||Sid Sijbrandij||CEO|
|Facilitator||Marshall Cottrell||Principal Strategy and Operations (Technical)|
|Functional Lead||Jerome Z Ng||Senior Engineering Manager and Acting Group Product Manager, Fulfillment|
|Member||Steve Loyd||VP Infrastructure|
|Member||Bryan Wise||VP of IT|
|Member||Robert Rea||Senior Director, IT Ops|
|Member||Chase Southard||Engineering Manager, Fulfillment:Utilization|
|Member||James Lopez||Engineering Manager, Fulfillment:License|
|Member||Ragnar Hardarson||Engineering Manager, Fulfillment:Purchase|
|Member||Etienne Baqué||Senior Backend Engineer, Fulfillment:Utilization|
|Member||Tyler Amos||Staff Backend Engineer, Fulfillment:License|
|Member||Qingyu Zhao||Senior Backend Engineer, Fulfillment:Purchase|
|Member||Tatyana Golubeva||Principal Product Manager, Fulfillment:Purchase|
|Member||Daniel Parker||Senior Integrations Engineer, Business Technology|
|Member||Mark Quitevis||Senior Business Systems Analyst, Business Technology|
|Member||Courtney Meddaugh||Senior Business Systems Analyst, Business Technology|
|Member||Jack Brennan||Senior Director, Sales Systems|
|Member||Vincy Wilson||Manager, Quality|
|Member||Chloe Liu||Senior Software Engineer in Test, Quality|
|Member||Justin Farris||Sr Director, Product Monetization|
|Member||Christopher Nelson||Sr Director, Enterprise Applications|