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Marginalia Search

This search en­gine is­n’t par­tic­u­larly well equipped to an­swer­ing queries posed like ques­tions, in­stead try to imag­ine some text that might ap­pear in the web­site you are look­ing for, and search for that.

A con­crete ex­am­ple: will prob­a­bly not be help­ful, or will give bet­ter re­sults.

Don’t be afraid to scroll down in the search re­sults, un­like in many other search en­gines, de­pend­ing on what you are look­ing for, you may find the best re­sults in the mid­dle of the list­ing.

Search re­sults are not ex­haus­tive. You can eke out more re­sults by tweak­ing your query.

The search en­gine does­n’t use syn­onyms. If you don’t find any­thing with , try , , or .

The search en­gine now has lim­ited sup­port for se­quences of words. , for ex­am­ple, will re­turn fewer re­sults per­tain­ing to trai­tor­ous apos­tles than will in­quir­ing af­ter  .

New! You can now look up dic­tio­nary de­f­i­n­i­tions for words. If you for ex­am­ple don’t know what the de­f­i­n­i­tion of is is, you can in­quire thus: .

New! Convenience func­tions have been added, and the search en­gine can now per­form sim­ple cal­cu­la­tions and unit con­ver­sions. Try , or . This func­tion­al­ity is still un­der de­vel­op­ment, be pa­tient if it does­n’t work.

Refer to the Change Log for more de­tails.


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Home computing pioneer Sir Clive Sinclair dies aged 81

Sir Clive Sinclair, the in­ven­tor and en­tre­pre­neur who was in­stru­men­tal in bring­ing home com­put­ers to the masses, has died at the age of 81.

His daugh­ter, Belinda, said he died at home in London on Thursday morn­ing af­ter a long ill­ness. Sinclair in­vented the pocket cal­cu­la­tor but was best known for pop­u­lar­is­ing the home com­puter, bring­ing it to British high-street stores at rel­a­tively af­ford­able prices.

Many mod­ern-day ti­tans of the games in­dus­try got their start on one of his ZX mod­els. For a cer­tain gen­er­a­tion of gamer, the com­puter of choice was ei­ther the ZX Spectrum 48K or its ri­val, the Commodore 64.

Elon Musk, the Tesla and SpaceX chief, com­mented on Twitter on an ar­ti­cle call­ing Sir Clive the fa­ther of the ZX Spectrum: RIP, Sir Sinclair. I loved that com­puter.”

Belinda Sinclair, 57, told the Guardian: He was a rather amaz­ing per­son. Of course, he was so clever and he was al­ways in­ter­ested in every­thing. My daugh­ter and her hus­band are en­gi­neers so he’d be chat­ting en­gi­neer­ing with them.”

He left school at 17 and worked for four years as a tech­ni­cal jour­nal­ist to raise funds to found Sinclair Radionics.

In the early 1970s he de­signed a se­ries of cal­cu­la­tors de­signed to be small and light enough to fit in the pocket at a time when most ex­ist­ing mod­els were the size of an old-fash­ioned shop till. He wanted to make things small and cheap so peo­ple could ac­cess them,” his daugh­ter said.

His first home com­puter, the ZX80, named af­ter the year it ap­peared, rev­o­lu­tionised the mar­ket, al­though it was a far cry from to­day’s mod­els. At £79.95 in kit form and £99.95 as­sem­bled, it was about one-fifth of the price of other home com­put­ers at the time. It sold 50,000, units while its suc­ces­sor, the ZX81, which re­placed it, cost £69.95 and sold 250,000. Many games in­dus­try vet­er­ans got their start typ­ing pro­grams into its touch-based key­board and be­came hooked on games such as as 3D Monster Maze and Mazogs. The ZX80 and ZX81 made him very rich: in 2010 Sinclair told the Guardian: Within two or three years, we made £14m profit in a year.”

The busi­ness mogul Lord Sugar paid trib­ute to his good friend and com­peti­tor” on Twitter, writ­ing: What a guy he kick­started con­sumer elec­tron­ics in the UK with his am­pli­fier kits then cal­cu­la­tors, watches mini TV and of course the Sinclair ZX. Not to for­get his quirky elec­tric car. R. I.P Friend.”

In 1982, he re­leased the ZX Spectrum 48K. Its rub­ber keys, strange clash­ing vi­su­als and tinny sound did not pre­vent it be­ing piv­otal in the de­vel­op­ment of the British games in­dus­try. Much-loved games — now in colour — that in­spired a gen­er­a­tion in­cluded Jet Set Willy, Horace Goes Skiing, Chuckie Egg, Saboteur, Knight Lore and Lords of Midnight.

Sinclair be­came a house­hold name as his prod­ucts flew off the shelves and was awarded a knight­hood in 1983. But he would also be­come syn­ony­mous with one of his less suc­cess­ful in­ven­tions — the Sinclair C5 — which would cost him fi­nan­cially. The C5, a bat­tery-pow­ered elec­tric trike, was launched in January 1985, with Sinclair pre­dict­ing sales of 100,000 in the first year.

But it flopped, and Sinclair Vehicles found it­self in re­ceiver­ship by October of the same year. Reviews ex­pressed con­cerns about the safety of dri­ving a ve­hi­cle be­low the sight line of other mo­torists, as well as ex­po­sure to the el­e­ments. The fol­low­ing year, Sinclair sold his com­puter busi­ness to Amstrad.

The Sinclair TV80, a pocket TV, was an­other de­vice, like the C5, that did not catch on, al­though peo­ple now reg­u­larly view pro­grammes on their mo­bile phones. And al­though they do not look like the Sinclair C5, which later ac­quired cult sta­tus, elec­tric ve­hi­cles are, of course, all the rage to­day.

Belinda Sinclair said: It was the ideas, the chal­lenge, that he found ex­cit­ing. He’d come up with an idea and say, There’s no point in ask­ing if some­one wants it, be­cause they can’t imag­ine it.’”

But he did not make per­sonal use of his own in­ven­tions. His daugh­ter said he never had a pocket cal­cu­la­tor as far as she knew, in­stead car­ry­ing a slide-rule around with him at all times. And he told in­ter­view­ers he used nei­ther a com­puter nor email.

Outside in­vent­ing, his in­ter­ests in­cluded po­etry, run­ning marathons and poker. He ap­peared in the first three sea­sons of the Late Night Poker tele­vi­sion se­ries and won the first sea­son fi­nal of the Celebrity Poker Club spin­off, de­feat­ing Keith Allen.

He is sur­vived by Belinda, his sons Crispin and Bartholomew, aged 55 and 52 re­spec­tively, five grand­chil­dren and two great-grand­chil­dren.

This ar­ti­cle was amended on 17 September 2021. A ref­er­ence in an ear­lier ver­sion to Sinclair hav­ing invented” a se­ries of small cal­cu­la­tors was changed to designed”.


Read the original on www.theguardian.com »

3 1,283 shares, 37 trendiness, words and minutes reading time

story about how Atlassian fired me because my wife had cancer

#Shitlassian - story about how Atlassian fired me be­cause my wife had can­cer, who is char­ac­ter­ized for his fre­quent ten­dency to lie, which causes his nose to grow. This is a real story about how Atlassian turned the life of Software Engineer into a night­mare, and how they ter­mi­nated me while I was tak­ing care of my wife who is fight­ing can­cer. This story is about lies, vi­o­la­tions of the law, about how des­per­ate and dis­pos­able peo­ple are in this neo-feu­dal­ist or­ga­ni­za­tion - Atlassian, and about WHY YOU SHOULD NEVER JOIN ATLASSIAN, AVOID AT ALL COSTS, NEVER USE THEIR SOFTWARE AND RECONSIDER THEM IF YOU’RE ALREADY USING THEIR SOFTWARE.Interesting fact 1: Atlassian is the only com­pany that has words shit” and fuck” in their core val­ues.In­ter­est­ing fact 2: While every­day work in Atlassian might look nor­mal, the re­al­ity is that when you’re in times of strug­gle, you’ll get screwed by their toxic man­agers, HRs, PeopleOps, and founders. In Atlassian you’re dis­pos­able. Even if you feel fine in the com­pany you should se­ri­ously con­sider other op­por­tu­ni­ties. Read my story to learn moreI joined Atlassian in the be­gin­ning 2019 as a Senior Software Engineer (P5) in United States, San Francisco lo­ca­tion. Life and work were nor­mal. I did a lot for the com­pany, re­ceived recog­ni­tion from man­agers, HR, and my peers. My man­ager and team mates were happy with the work I do. I even found my per­for­mance was some­what above av­er­age: I re­mem­ber days when I was de­liv­er­ing ~10 points of work (1 points rep­re­sents 1/2 day).The first 🚩 red flag was when my man­ager said mul­ti­ple times that my salary was high. I did re­ally well in in­ter­views, and al­ready had RSUs from the pre­vi­ous, very well known and much older com­pany, so they agreed to pay me what I want.Long-term it turned out to be NOT a good move, since I re­ceived no pro­mo­tion or salary in­crease in 2.5 years. See be­low Have chil­dren? No pro­mo­tion”The next 🚩 red flag. After be­ing in the com­pany for more than a year I had found that folks with chil­dren are less likely to get a pro­mo­tion. I had no ev­i­dence, it was a feel­ing. Since I had a 6 year old child, I ap­proached my man­ager with this ques­tion, and asked him:- Is it true that en­gi­neers with chil­dren are less likely to get a pro­mo­tion?It was a silly ques­tion, I sure that this be­hav­ior ex­ists in Atlassian, but no­body likes to talk about that. In Atlassian it’s no sur­prise and my man­ager said yes, it’s true”. Just like that, ex­pos­ing the com­pany to li­a­bil­ity.At the time I did­n’t take it se­ri­ously. I later raised this ques­tion to my next man­ager, he did­n’t even bother to es­ca­late this up, it was so ob­vi­ous. I raised this ques­tion with HR and the head of peo­ple ops. No re­sponse.At later point of time I dis­cov­ered that other folks also ex­pe­ri­enced that in Atlassian. Below is screen­shots from Blind where some­body failed get­ting pro­mo­tion from P4 to P5 be­cause of parental leave:It all looks like ac­tion class law­suit, of­fi­cials should se­ri­ously look into Atlassian and in­ves­ti­gate what’s go­ing on there. The ev­i­dence is scream­ing, and the com­pany is not play­ing a fair game. I’m ready to give my tes­ti­mony.Les­son learned: never join Atlassian or ex­pect pro­mo­tion when you have chil­dren. They don’t like it.At the be­gin­ning of this year my wife got the bad news:You are a 43-year-old woman who was re­cently di­ag­nosed with rec­tal can­cer. After pre­sent­ing with sev­eral months of pro­gres­sive con­sti­pa­tion, you had a colonoscopy per­formed which re­vealed a can­cer­ous mass in your rec­tum. A biopsy of this mass con­firmed that it was a form of rec­tal can­cer known as colon ade­no­car­ci­no­maI would note that there is a ris­ing rate of new col­orec­tal can­cer di­ag­noses in pa­tients younger than 50-years-old in the United States. The rea­sons for this rise are not clear.Can­cer is the new re­al­ity. While every­one was en­joy­ing their Christmas and the New Year, we were cry­ing. The stress was so high, I was wak­ing up in the morn­ing with pain in all of my teeth.My wife was dev­as­tated, but we quickly get on our feet and started think­ing about what to do. I re­mem­ber the good vibe Atlassian pro­moted every­where, in their world-wide all hands, on so­cial net­works like LinkedIn. They promised un­lim­ited sick days (spoiler: never able to get what they even promised), I felt that the com­pany is so strong, and my con­tri­bu­tion def­i­nitely has been great, so I had no doubts they gonna help me. As my pre­vi­ous com­pany would.Here is an ex­am­ple of how Atlassian pro­mot­ing its un­lim­ited sick days. from LinkedIn leads to a link where you can find more info: best 2021 com­pany” pro­file looks like:I started work­ing in 2019, at the time they were ad­ver­tis­ing un­lim­ited sick days in their job post­ings (at least on Stackoverflow where I found them), and ac­tu­ally dur­ing the in­ter­view, my fu­ture man­ager con­firmed that.How­ever, it turned out that they lied. They tricked me into join­ing the or­ga­ni­za­tion by their false promises and I changed my em­ploy­ment from a well-es­tab­lished com­pany to Atlassian, where lies pow­ers every­thing.Les­son learned: Atlassian does­n’t hes­i­tate to lie. They promise perks that do not even ex­ist. They lie at all lev­els: man­agers, HRs, founders.At­lass­ian is re­ally into (along with unlimited sick days” scam). While unlimited PTO is scam by it­self, in Atlassian they’re tak­ing it to the whole new level. Here is how it works:They ad­ver­tise unlimited PTO in their job post­ings, LinkedIn, etc, pretty much every­where. Their re­cruiters sell it, but they never men­tion it’s up to their man­agers to de­cide whether or not they al­low you to take your PTO.When I joined, my man­ager told me ex­actly how many days I have: federal hol­i­days + 20 days”, which is con­sid­ered quite gen­er­ous for the US (exact quotes), but don’t get tricked, be­cause…It’s only when your man­ager ap­proves that. My ex­pe­ri­ence shows that they do not ap­prove PTOs, and it’s only a lure they use to at­tract work­force.

When I re­quested my PTO, the man­ager just said no”. Not be­cause I took too much PTO in the past - I haven’t taken any for quite some time. It’s just no” be­cause they can. He did­n’t ex­plain too much, just sent me a link to their pol­icy, where they say how ex­actly it is unlimited” - it’s quite lim­ited.The first time I asked my man­ager about us­ing my PTO to take care of my spouse: - Can I take some of my PTO, I should have plenty, to take care of my wife? - I said. - No, it’s not even a ques­tion, be­cause you won’t be us­ing it as a va­ca­tion, right? Technically you won’t be on PTO, so take a med­ical leave.It sounds very touch­ing, but I did­n’t rec­og­nize the trick here. They wanted me to use my med­ical leave, be­cause they did­n’t want to pay for the PTO I earned.I was able to get only 10 days of PTO in 1.5 years. I was re­quest­ing it for 2 months. Clarification as of 9/17 - I was not re­quest­ing 2 months of PTO, I wanted to take at least some­thing, and it took me 2 months to get 10 days ap­proved. I was ask­ing for this PTO for more than 2 months, send­ing emails back and forth, fil­ing tick­ets, and at­tend­ing meet­ings with peo­ple ops, man­agers, man­ager of my man­ager. They de­nied any­thing be­yond 10 days (which was su­per hard to get). Imagine like hit­ting the wall every time you ask for it. And you’re get­ting a link here is our pol­icy”, in­stead of PTO:There is a lot you can say from this email:they say is more gen­er­ous”. It’s so gen­er­ous, you can only re­quest 10 days in 1.5 years”how­ever you man­ager may need to deny your re­quest” - this is how it’s gonna work for you in Atlassian, for business rea­sons”, which are (of course) more im­por­tant that a hu­man life”team short on re­sources, in­clud­ing R.” - that guy was a man­ager, who did­n’t let me use my hard-earned va­ca­tion, took him­self 1 month of PTO, came back and gave his no­tice. He left the com­pany, and S., who is the man­ager of my man­ager R., ap­proved that. But did­n’t ap­prove va­ca­tion I earned. being out of the of­fice” - po­lite way to say your man­ager is on PTO, he took one month with no prob­lem to en­joy time with the fam­ily, while you try to do harder to get 10 days ap­proved out of one year and a half, oh and good luck fight­ing can­cer”.Les­son learned: there is a lot of fa­voritism in the com­pany. If you make good jokes with your man­ager, you’ll get your va­ca­tion ap­proved. If you’re tak­ing care of your loved one, you’re fucked.Let’s be hon­est, Covid has been a chal­leng­ing time for all of us with no ex­cep­tion. It’s no sur­prise en­gi­neers from tech com­pa­nies try to find ways to over­come de­pres­sion and burnout. Below is the only one ex­am­ple of out­cry among mul­ti­tude oth­ers you can find on Blind:

Founders cul­ti­vate fake car­ing com­pany cul­ture. You see these lies every­where. Mike (one of the founders) says No Atlassian [employee] should hes­i­tate to put their well-be­ing on us”. Covid it­self was a strug­gle for lots of peo­ple. For me cir­cum­stances were much more chal­leng­ing:At­lass­ian forced me to move to a new team, with new lan­guage and tech­nol­ogy I had no ex­pe­ri­ence with, blocked the ways for me go­ing back (I tried and was said nobody likes those who jump the ship”)All of the above hap­pened at the same time­And the caring com­pany cul­ture” for me turned out in em­ploy­ment ter­mi­na­tion be­cause I did­n’t de­liver enough points while I was tak­ing care of my spouse who was barely mov­ing and re­cov­er­ing at home af­ter the surgery­Les­son learned: lies are mas­sive. Founders do not hes­i­tate to lie. How they can promise (exact quote) No Atlassian [employee] should hes­i­tate their well-be­ing on us”, while they ter­mi­nate em­ploy­ees who strug­gle with deadly dis­ease? I per­formed over 100 tech­ni­cal in­ter­views in Atlassian, was rec­og­nized by HR team as one of the best in­ter­view­ers, got their ku­dos, in­clud­ing mon­e­tary recog­ni­tion at the time my man­ager al­ready said that he’s not happy with my per­for­mance at work. Personally, I like do­ing in­ter­views and al­ways cared about the can­di­date ex­pe­ri­ence. At least I tried to make peo­ple en­joy the process.How­ever, I stopped do­ing any in­ter­views, and one of the rea­sons is hir­ing law vi­o­la­tions in Atlassian. For ex­am­ple, we were hir­ing one lady for a P4 role. Everyone in in­ter­view de­brief pro­vided pos­i­tive tech­ni­cal feed­back.How­ever, at the end of the in­ter­view man­ager said: We have just started hir­ing, and this is one of the first can­di­dates we’re in­ter­view­ing. I don’t want to hire the first per­son out there, just kinda want to com­pare”. She passed all the tech­ni­cal rounds, every­one said she is strong enough to be a P4 en­gi­neer, but they said she’s not a good fit! The co­or­di­na­tor quickly jumped in and say­ing that the lady is prob­a­bly not a good fit­not the right timewe will en­cour­age her to ap­ply the next time­Les­son learned: Atlassian man­agers and HR don’t hes­i­tate to vi­o­late the law, they don’t care about em­ploy­ees and can­di­dates. Managers and HRs are cov­er­ing each other. They’re the kings and queens in this org. ICs and small lit­tle peo­ple are dis­pos­able.They will gaslight you all the way. One of the ex­am­ples of what my man­ager said:- What is your plan to be back se­nior en­gi­neer on the team again?They did­n’t de­mote me, and I was still em­ployed as Senior Software Engineer. Actually, it even was in the mid­dle of our treat­ment, be­tween chemo and ra­di­a­tion, which made things more cruel. They asked this ques­tion mul­ti­ple times.At the same time my man­ager said about the PTO I earned and can­not use:- I can’t give you PTO, it needs to be ap­proved, we just lost one se­nior en­gi­neer, we can’t af­ford to lose an­other one, we have dead­li­nes­Note that he does­n’t chal­lenge the fact that I have PTO, which kinda con­firms my point that I had those PTOs earned. He says that they’ve lost se­nior en­gi­neer, and they want me to work with­out PTO, and pretty much em­pha­sized that their dead­lines are more im­por­tant that deadly dis­ease we were deal­ing with.“Dead­lines” point is bull­shit by it­self, be­cause the same man­ager who did­n’t ap­prove the use of va­ca­tion I earned got him­self one month of PTO and left the or­ga­ni­za­tion right af­ter that. Lesson learned: yes, they know you earned your va­ca­tion. They are well-aware of their 20 days per-year pol­icy they promised. They just don’t let you use it. They gaslight you like you do not be­long to the place you call work any­more, re­gard­less of your achieve­ments in the past.Fuck you, peo­ple of color in AtlassianMe and my wife are from Slavic com­mu­nity, and by some or­ga­ni­za­tions as peo­ple of color. We’re im­mi­grants, my spouse speaks very ba­sic English and needs a trans­la­tor al­most every time she goes to the hos­pi­tal. We have no par­ents or any other rel­a­tives liv­ing in the United States at all. I’m the only one who works in the fam­ily, and we have a child.Yes, Atlassian pushed us to the brink of ex­is­tence. We rent and are tak­ing money out of our emer­gency fund to cover our ba­sic needs now. The place we rent is ba­si­cally the only one home we have. We have nowhere to go, the only des­ti­na­tion is un­der the bridge.We live in HCOL area, be­cause we’re kinda locked with our hos­pi­tals, sur­geons, and other doc­tors at the mo­ment. It’s go­ing to be more harsh over time, since Atlassian made us pay for the health in­sur­ance out of the pocket. In case of a new em­ploy­ment we’ll need to pay new max out of pocket per year”.Even if you’re soft­ware en­gi­neer in Atlassian, the chances for you to end up un­der the bridge are quite high. They don’t care who you are - your color, age, fam­ily, health, cir­cum­stances don’t mat­ter. They will do dam­age to your men­tal health by ly­ing to you about ben­e­fits they have. There is a lot of gaslight­ing, fa­voritism. Managers take va­ca­tion with no ques­tions asked. Employees who strug­gle with life and death is­sues get kicked.So don’t get tricked, if you’re still em­ployed - look for other op­por­tu­ni­ties. If I would only have known they lie about pretty much every­thing that your life de­pends on, I would have left them im­me­di­ately.When they ter­mi­nate you, they locked you out every­where right away. They put me in awk­ward po­si­tion, and my cowork­ers think that I’ve been slack­ing off for quite some time for no rea­son. I had no chance to say bye and ex­plain what was go­ing on.The rea­son for lock­ing out my ac­count is to pre­vent this in­for­ma­tion to be spread across the or­ga­ni­za­tion. They don’t want you to see the truth. Also, re­mem­ber what our doc­tor said:I would note that there is a ris­ing rate of new col­orec­tal can­cer di­ag­noses in pa­tients younger than 50-years-old in the United States. The rea­sons for this rise are not clear.If you’re em­ployed in Atlassian now, you’re vul­ner­a­ble.Em­ploy­ment ter­mi­na­tion can hap­pen to any­one, your friend, your loved ones, even child. And it will hap­pen at the time you’re the most vul­ner­a­ble. No Atlassian should hes­i­tate to put their well-be­ing on us” is only one of their lies. They cul­ti­vate fake car­ing com­pany cul­ture.You should con­sider look­ing for other com­pa­nies who are very known for tak­ing care of em­ploy­ees dur­ing their hard times. Atlassian is sim­ply not the right place for a ca­reer. One of my man­agers (who is/​was prob­a­bly one of your man­agers) said that you’re right, in Atlassian they talk the talk, but don’t walk the walk­For every­one out there - I had no chance to say good­bye, so if you’re okay to burn some bridges with this toxic or­ga­ni­za­tion, do not hes­i­tate to share the link to this web­site on your last day. And who­ever is leav­ing last, please shut off the lights.Here is what Atlassian em­ploy­ees think about the com­pany:Les­son learned: your em­ploy­ment ter­mi­na­tion will hap­pen at the time you’re the most vul­ner­a­ble, when you or your loved one is be­tween surg­eries, fight­ing can­cer, you ran out of money, and have no­body to ask for help.Bonus pay­ment for ref­er­enc­ing my friend in the or­ga­ni­za­tion - bonus not paid as of the mo­ment of writ­ing.Bonus pay­ment for the pre­vi­ous fi­nan­cial year. Everyone who made it to the end of August if el­i­gi­ble. Payment for un­used va­ca­tion. I’m go­ing to fight them in the court. They said I have 20 days, they said it to every­one on our team. We gonna in­vite you folks, es­pe­cially those of you who were in Statuspage team to the court, you will tes­tify and con­firm that. We’ll no­tify you on class ac­tion law­suit. For know, while (and if) you are em­ployed, col­lect the ev­i­dence. More is bet­ter. See con­tact in­for­ma­tion be­low.My em­ploy­ment - they ter­mi­nated me at the time when I could use the va­ca­tion I earned, at the time when I could use 30 days no ques­tions asked” leave they say em­ploy­ees have, un­lim­ited sick days they ad­ver­tise em­ploy­ees have. They forced me into working” while not ap­prov­ing va­ca­tion and other leaves.How the real help looks like when you’re deal­ing with can­cer in AtlassianI took FMLA, which is paid from my taxes. Atlassian can’t pre­vent you from tak­ing FMLA, it’s il­le­gal in United States.Atlassian put me on 6-week Performance Improvement Plan (PIP) right af­ter I got back from FMLA. They fired me be­ing two weeks into PIP.The only help I re­ceived from Atlassian is 10 days of PTO ap­proval in one and a half years.Les­son learned: no, they don’t help at all. Nothing. Like lit­er­ally N-O-T-H-I-N-G. Only par­tial PTO ap­proval of 10 days was their help”. Am I sup­posed to be grate­ful for the 10 days of PTO ap­proval while in re­al­ity I had earned 20+ days?At­lass­ian of­fered me 6 weeks of sev­er­ance with con­di­tions that 1) I don’t sue them and 2) I will not share the truth about what had hap­pened. You can imag­ine how fam­i­lies are des­per­ate in Atlassian, and can take that money, while neo-feu­dals like Mike and Scott take ad­van­tage of their cir­cum­stances and si­lence them.Les­son learned: Atlassian founders Mike and Scott build fake car­ing com­pany cul­ture while in re­al­ity they fail, try to hide it, and of­fer sev­er­ance pack­ages to si­lence peo­ple.Is­sues I’m deal­ing with be­cause of AtlassianIf I only knew I don’t have ben­e­fits of PTO and Unlimited Sick Days as they ad­ver­tised pretty much every­where, I would have taken un­paid leave, or left the com­pany, or most prob­a­bly would have left the com­pany well in ad­vance be­fore it all even started. The is­sue with them is that they lie so much, you never know where is the truth.So now we have to deal with the sec­ond surgery at the end of the month. Probably some­thing else is go­ing to come up, short hos­pi­tal stay, or nurse vis­it­ing us at home like it was be­fore, and I will def­i­nitely need to buy COBRA. In case of a new em­ploy­ment and in­sur­ance I’ll have to pay the sec­ond fam­ily max out of pocket in a year.It’s about money, maybe not too much for Mike and Scott, but when you’re deal­ing with can­cer you pay well above your in­sur­ance pays. Food sup­plies, for ex­am­ple, aren’t cov­ered. Uber for 30 days to the hos­pi­tal while you’re on ra­di­a­tion and back be­cause you can­not drive. Extra colostomy bags so you can change them more fre­quently.At­lass­ian in­tro­duced lots of lev­els of un­cer­tainty and com­pli­ca­tions to our treat­ment, Atlassian the worst em­ployer ever, be­cause they’re un­pre­dictable. You never know what to ex­pect.Good news is that the prog­no­sis is op­ti­mistic and we’re re­cov­er­ing. I’m just blam­ing my­self for be­ing dumb enough to lis­ten to what Mike says No Atlassian should hes­i­tate to put their well-be­ing on us”, dumb enough to trust their fake car­ing cul­ture. Don’t trust them.Com­mu­ni­ca­tion in Atlassian and about the only com­pany val­ueThey are ag­gres­sive while talk­ing to you. Literally, they raise their voice, and use every chance to push you to the brink. For ex­am­ple, their man­ager S., said ” - ex­act quote, when I was ask­ing for PTO for mul­ti­ple months, the PTO I earned. I think this is the real com­pany value - Atlassian owes you noth­ing”.When I tried to ex­plain him what’s go­ing on, he said this is not the an­swer, say yes or no, will you be able to be at work at all times?”. I don’t know where they found these in­ter­rog­a­tive tech­niques, they’re def­i­nitely not ed­u­cated and there is ZERO re­spect to em­ploy­ees, they do what they want and feel above the law.Be sure that Atlassian top man­age­ment is well aware of every­thing men­tioned here. They peo­ple ops, top man­age­ment knew all of that well in ad­vance. They had op­por­tu­nity to es­tab­lish a healthy di­a­log. I put a lot of ef­fort into ex­plain­ing what’s go­ing on. I asked for their un­der­stand­ing, em­pa­thy, and com­pas­sion mul­ti­ple times, in mul­ti­ple meet­ings.They just pre­fer the other way - in­tim­i­date, si­lence, raise their voice, dis­re­spect, lie, and dis­pose you.What other peo­ple thinkIf you ask Atlassian ex­ec­u­tives and raise the ques­tion about non-ex­ist­ing ben­e­fits, they might want to play this off and claim some­thing like this em­ployee did­n’t want to take ad­van­tage of op­tions pro­vided to him”, or refused to take the leave we have”, or has long his­tory of un­der-de­liv­er­ing”. This is not true, don’t trust them. If you’re will­ing to hear the sec­ond side of the story, you can al­ways reach out to me by email spec­i­fied in the Contact” sec­tion be­low. You are en­cour­aged to con­tact with what they say, and will hon­estly ex­plain if it’s true or false.Ev­i­dence shows that there is plenty of law vi­o­la­tions in all coun­tries. While you’re in, col­lect the in­for­ma­tion that can be used in class ac­tion law­suit. You need screen­shots, notes af­ter meet­ings with your man­agers, record­ings (consult your lawyer first, record­ings might be il­le­gal, like in California, for ex­am­ple), emails. I’m happy to share the in­for­ma­tion I have with your lawyer and ready to co­op­er­ate. See con­tact in­for­ma­tion be­low.At­lass­ian thinks they’re above the law. However, ev­i­dence is cream­ing, and they will pay a big price for their con­sec­u­tive and de­lib­er­ate law vi­o­la­tions.At­lass­ian will never change un­less we take ac­tion. As of to­day there is no apol­ogy, man­agers are still em­ployed in the org, prac­tices are all the same, noth­ing changed. Have your story? Don’t hide it. It can be pub­lished right here, on this web­site. See con­tact in­for­ma­tion be­low. Please use throw-away email ac­count if you want to re­main anony­mous.You are not alone, share your story and we’ll make them ac­count­able for their ac­tions, law vi­o­la­tions, and ir­re­versible dam­age they made to us and to our fam­i­lies., ex-At­lass­ian man­ager with a child, em­ploy­ment was ter­mi­nated with the pos­i­tive feed­back re­ceived, con­firm­ing it is sys­temic is­sue. The doc­u­ment also re­veals Atlassian man­age­ment prac­tices, like push­ing peo­ple into Off Year so they can’t leave a team - see here Another ex-At­lass­ian says I joined Atlassian in 2016 and re­signed this year…” - story is com­ing soon­Some folks say the ar­ti­cle should be read with grain of salt. It should­n’t. So I de­cided to put Q&As to clar­ify some points. Atlassian fella says:mean­ing me - au­thor of this story] for­get to men­tion the 30 odd days of no ques­tions asked” spe­cial leave we got over the past 2 years.^ This leave is a lie, I was never given an op­tion of tak­ing these 30 days of no ques­tions asked” spe­cial leave. It’s a lie lie lie. I can’t em­pha­size it more, it sim­ply does­n’t ex­ist. Maybe it’s some­where in Confluence or (c). There is just no such leave, I checked it for you, and now I’m out. I had would­n’t get ter­mi­nated if Atlassian has such a leave. Some de­tails from my setup are:End of FMLA - right be­fore the first surgery (used my last days of FMLA)If I only could have this 30 days of no ques­tions asked” leave ap­proved, I would­n’t have got ter­mi­nated at all. I’m adding this com­ment on 9/17, as you can see it’s much less than 30 days.This is a kind of lie you deal with in Atlassian. They say they have PTOs, Unlimited Sick Days, some kind of 30 days no ques­tions asked” leave. But in re­al­ity it’s up to their ap­proval. If they say it’s there, you should know it for sure - prob­a­bly it just does­n’t ex­ist. It’s a lie.The ques­tion you should ask your­self - if they ad­ver­tise unlimited sick days” and unlimited PTO, why do they have 30 days of no ques­tions leave” at all? They in­tro­duce these ab­surd perks to show fake love and trick folks into switch­ing jobs and work for Atlassian.If this leave ex­ists, re­sume my em­ploy­ment right now, be­cause my ter­mi­na­tion was wrong­ful. And if you’re read­ing this text, my dear friend, my em­ploy­ment has­n’t been re­sumed, and no­body even apol­o­gized.Why did­n’t you sim­ply quit when you found Atlassian does­n’t treat you right?You never know what to ex­pect - they promised Unlimited sick days, they promised Unlimited PTO, they promised 30 days no ques­tions asked” leave, but when you re­quest a leave, your man­ager says I will check with HR what we can do”, and it turns out that we don’t have it. This ex­act man­ager says that Atlassian talk the talk, but don’t walk the walk”. I have con­fi­dence the man­ager will have no prob­lem con­firm­ing that in a court, since ly­ing in a court is a crim­i­nal of­fense. And not ly­ing is just tes­ti­fy­ing against the com­pany with no con­se­quences. Also, you hear how Atlassian ad­ver­tise their cool­ness every­where, in­ter­nally and ex­ter­nally. See LinkedIn screen­shots above, links are still ac­tive - you can check it your­self. Employees are sure the com­pany will sup­port them, but they’re wrong about the com­pany.There are com­pa­nies who sup­port their em­ploy­ees, but Atlassian is not that com­pany. I checked that for you. You can imag­ine how I re­gret join­ing Atlassian, and re­gret I was lured into the job by their false promises. My pre­vi­ous com­pany is one of the com­pa­nies who ac­tu­ally sup­port peo­ple, and by shar­ing the story I hope the next per­son out there will make a right choice and will not join.This dude did­n’t tell the other side of the story, the en­tire thing looks con­fus­ing­How am I sup­posed to tell the side? They tried to si­lence me for a rea­son with a sev­er­ance pack­age know­ing that in my crit­i­cal cir­cum­stances I’d ac­cept that. As for other side, we can hear it only from the other side. Also, I’m work­ing on de­tails of the story, so you have time­line and other info that will make things a lit­tle bit more clear. I had to put this web­site real quick to fight back. It’s go­ing to be bet­ter over the time, we’ll hope­fully hear the other side, and I will have a chance to com­ment.I know all the peo­ple in­volved in this story and can tell you this is not a very fair ac­count of what hap­pened… the story as told is far from com­pleteI un­der­stand that the story which is pre­sented here is in­com­plete to some de­gree. I high­lighted crit­i­cal points that are most im­por­tant for folks who are in Atlassian and still be­lieve their b/​s, and who are out­side of Atlassian and con­sid­er­ing to join.In 3 days (the do­main reg­is­tered 3 days ago) it’s al­most im­pos­si­ble for a sin­gle per­son to or­ga­nize nine months of bat­tling can­cer, work­ing and deal­ing with toxic man­agers, peo­pleops, HRs in the com­pany. If you’re will­ing more com­plete­ness, I will tell you what you feel when you deal with can­cer.One day, be­cause of ag­gres­sive med­ica­tion, half of the face of my beloved wife got par­a­lyzed. You can imag­ine what feel­ings a woman can ex­pe­ri­ence look­ing at the mir­ror.The other day my wife said It’s so nice when you don’t have nau­sea. So nice to have ap­petite again. It’s like com­ing back to life again. I just love these days”. She said that on Saturday, be­cause she does­n’t take any med­ica­tion on week­ends.An­other day one of the man­agers was say­ing how I am prob­a­bly taking ad­van­tage of the com­pany”. That night my spouse was vom­it­ing all night, and I had no sleep, and had to work and fight again and again to get my PTOs ap­proved.Did you know that we were strug­gling with a weight loss, and could­n’t af­ford to lose more than 5 pounds, be­cause for us it would mean the end of the bat­tle? At the time my man­ager said I can’t get PTOs be­cause we have dead­lines.Have you ever felt help­less, like you can’t do any­thing, do you know how it feels? Will you ever be able to han­dle a frac­tion of that stress? How about adding an­other layer of Atlassian sauce to make this whole ex­pe­ri­ence even worse.Have you ever thought what hap­pens when your loved one comes back home af­ter chemo, and you have no right to get sick, but some­how you man­aged to get sick with high tem­per­a­ture and the only per­son who is not sick is your 7 year old child? You have no rel­a­tives in this coun­try, and you don’t have any sup­port from the com­pany you’ve worked for. Moreover, they’re try­ing to ter­mi­nate you.Have you ever signed End-of-Life pa­per­work with a per­son you love? What if some­body at work at the same time says what’s your plan to be back se­nior en­gi­neer on the team?”.Have you ever dreamed of the end of a chemo treat­ment? Have you ever fuck­ing cel­e­brated that?How­ever, I en­cour­age you, my friend to reach out from an anony­mous email and let me know what is the next im­por­tant thing I have to accurate por­tray”. I will do it for you, and if you know me per­son­ally, I will pri­or­i­tize that. As of to­day no­body reached out to show where ex­actly this story is in­com­plete and what im­por­tant de­tails I am miss­ing.I think the gist is 1) wife got can­cer 2) he took leave to help 3) he wanted to keep sup­port­ing / get more time off 4) com­pany did­n’t ac­cept that, and moved to ter­mi­nate. Seems pretty… nor­mal? Not re­ally sure what Atlassian is do­ing wrong here­At­lass­ian is ly­ing. That’s why you see Pinocchio theme with big noses here. They talk the talk, but don’t walk the walk” ← this is what one of my man­agers said, and he’s on Atlassian side. I blame them for their lies. They tricked me into join­ing the or­ga­ni­za­tion with ben­e­fits that don’t even ex­ist. They pro­mote ben­e­fits that do not ex­ist. They pretty much made my shitty times of care­giv­ing even more worse, ter­ri­ble. They did dam­age to my men­tal health be­cause of the lies. I will have to deal with that for years to come only be­cause they lied.It would­n’t be a prob­lem if it’s a fair game. Like, you got can­cer - fuck you, good­bye. I would ac­cept that. But say­ing that take it easy bro, we’ll take care of you” and ter­mi­nat­ing you when you’re the most vul­ner­a­ble… is be­yond in­hu­mane.They have money and will sue youI’m at the point when I’m sell­ing my as­sets to sup­port us, sec­ond car, tak­ing money out of my 401k, and other ac­counts. At the mo­ment my bank ac­count is al­most empty, much less than what I had when I re­lo­cated to United States, and I had only $9k back then. My pants is what they can pos­si­bly get. You’re pretty much broke when you have se­ri­ous med­ical is­sues in the US. You’re in debt and highly likely will go bank­rupt.Thanks for ask­ing. With this kind of dis­ease you can’t re­ally tell long-term. However, the prog­no­sis is op­ti­mistic for a stage 3 can­cer. There is (hopefully) one surgery left at the end of the month, which (I don’t want to down­play the surgery, but) should­n’t be hard - this is what doc­tors say. And hope­fully, it’s go­ing to be it, the end of the treat­ment (and start of main­te­nance mode).At­lass­ian fired me right be­fore the end of my setup of fail­ure. The next month or so we plan and hope to start liv­ing our nor­mal lives.Spread the word, spread the in­for­ma­tion on­line, use hash tags. When you ever see the pic­tures of founders, don’t hes­i­tate do fix the im­ages with draw­ing them all big noses for their lies, lack of em­pa­thy and com­pas­sion.Links on­line, up­vote if you can: - /r/progamming sub­red­dit (thanks for sub­mit­ting to /r/programming!) - (thanks for sub­mit­ting to HN)Downvote if you can: - Atlassian Glassdoor rat­ing is 4.6, and it should­n’t be above 29/16 - added few com­ments about what other peo­ple think (usernames masked)9/​17 - added is­sues I’m deal­ing with be­cause of Atlassian9/18 - added fuck you peo­ple of color in AtlassianThat’s not it, folks. More to come. I have lots of other in­for­ma­tion, and will re­lease more de­tails soon * * *


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4 1,012 shares, 39 trendiness, words and minutes reading time

Facebook Knows Instagram Is Toxic for Teen Girls, Company Documents Show

A mul­ti­ple ex­po­sure por­trait of Anastasia Vlasova at home last month.

The Facebook Files

Facebook Knows Instagram Is Toxic for Teen Girls, Company Documents Show

Its own in-depth re­search shows a sig­nif­i­cant teen men­tal-health is­sue that Facebook plays down in pub­lic

A mul­ti­ple ex­po­sure por­trait of Anastasia Vlasova at home last month.

About a year ago, teenager Anastasia Vlasova started see­ing a ther­a­pist. She had de­vel­oped an eat­ing dis­or­der, and had a clear idea of what led to it: her time on Instagram.

She joined the plat­form at 13, and even­tu­ally was spend­ing three hours a day en­tranced by the seem­ingly per­fect lives and bod­ies of the fit­ness in­flu­encers who posted on the app.

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5 954 shares, 30 trendiness, words and minutes reading time

Apple just copied a developer's Apple Watch keyboard after yanking it from the App Store

Apple to­day held its California Streaming keynote, dur­ing which it un­veiled the iPhone 13 as well as up­dated ver­sions of the Apple Watch and iPad mini. But one, seem­ingly mi­nor prod­uct an­nounce­ment has caused a stir in the de­vel­oper com­mu­nity: the new full soft­ware key­board that Apple is adding to the Apple Watch.

It was just last month that Kosta Eleftheriou, the de­vel­oper of FlickType, an­nounced that his swipe-based key­board for the blind would be pulled off the App Store over ob­jec­tions by Apple. Its rea­son­ing was un­clear, with Eleftheriou say­ing that Apple had be­gun re­ject­ing up­dates for the app be­cause it re­quired full sys­tem ac­cess, a fact that Eleftheriou dis­puted, say­ing that it still worked with­out the per­mis­sions.

A sep­a­rate ver­sion for the Apple Watch would re­main, but then Apple pulled that one as well, telling Eleftheriou that key­boards aren’t al­lowed on the Apple Watch.

Now Apple has an­nounced its own, nearly-iden­ti­cal key­board for the Apple Watch — and seven years af­ter the smart­watch was in­tro­duced, no less. Eleftheriou be­lieves there’s no co­in­ci­dence here. So now we know,” he wrote in a tweet. See you in court, [Apple].” Eleftheriou has al­ready sued Apple for block­ing his iPhone-based key­board, a move he ar­gues is anti-com­pet­i­tive.

Sherlocking — Apple has in the past taken ideas from the de­vel­oper com­mu­nity and built them into its prod­ucts. There’s ac­tu­ally a name for it — Sherlocked,” or the phe­nom­e­non where Apple takes a pop­u­lar third-party tool and ren­ders it un­nec­es­sary by copy­ing it di­rectly. It’s hap­pened many times over, but un­der the cur­rent cli­mate where sen­ti­ment by de­vel­op­ers is not in Apple’s fa­vor, it looks par­tic­u­larly bad.

Being based in California, Apple’s move against FlickType could be in di­rect vi­o­la­tion of the state’s Unfair Competition Law (UCL), which is broadly writ­ten but for­bids un­fair busi­ness acts and al­lows the court to or­der in­junc­tions to pre­vent un­fair com­pe­ti­tion. Apple does­n’t al­low de­vel­op­ers to of­fer their apps out­side the App Store, mean­ing they have to fol­low its rules and are al­ways at its mercy.

It’s un­der the UCL law that Apple was re­cently forced by a judge to change its App Store rules and al­low de­vel­op­ers to link to out­side pay­ment meth­ods, where they don’t have to pay it a com­mis­sion. Developers ar­gue Apple’s de­mand that they use its pay­ment method is harm­ful to com­pe­ti­tion as they might get a bet­ter deal from an­other pay­ment proces­sor if it was al­lowed, and the fees, in gen­eral, harm small busi­nesses.

Changing tides — Developers used to be much more def­er­en­tial to­wards Apple for cre­at­ing slick tools and a safe mar­ket­place for sell­ing apps. But now they’ve be­come em­bit­tered over Apple’s strict, byzan­tine sys­tem of rules, and the 15-30 per­cent tax it charges on in-app sales.

The com­pany is­n’t the small, re­bel­lious up­start it was once, but a $2.5 tril­lion be­he­moth that brings in gobs of cash. Developers can­not as eas­ily ab­sorb the costs Apple charges and are al­ways at risk of los­ing their busi­ness, as in the case of FlickType. Apple’s de­mands no longer feel fair or rea­son­able, and crit­ics say that its de­fense that it’s en­sur­ing a safe en­vi­ron­ment for con­sumers is cover for it to con­tinue mak­ing bil­lions off the App Store. It’s be­lieved Apple gen­er­ates more than $20 bil­lion in rev­enue from the App Store each year.


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6 933 shares, 37 trendiness, words and minutes reading time

Please Stop Closing Forums And Moving People To Discord

Please Stop Closing Forums And Moving People To DiscordThey are not the same thing, and will never be the same thing

A few days ago Eurogamer closed their fo­rums, bring­ing to an end over 20 years of com­mu­nity dis­cus­sion. The site ex­plained the move like sites and com­pa­nies al­ways do (only a few are still us­ing them), and it made sense the way it al­ways does (that’s a lot of money for not much gain), but that does­n’t mean the process it­self is­n’t some­thing that sucks.

The fo­rums were closed on September 10, with Eurogamer’s de­ci­sion ex­plained as:I am sorry to say that we are go­ing to turn off ac­cess to the fo­rum on 10th September 2021. The fo­rum has been a long-stand­ing part of Eurogamer, and at its peak wel­comed thou­sands of ac­tive con­trib­u­tors each day.Sadly, times change and the way peo­ple com­mu­ni­cate also has changed. Traditional fo­rums are no longer a pop­u­lar place for peo­ple to come to­gether to talk, and have been re­placed in pop­u­lar­ity with more mod­ern com­mu­nity plat­forms like Discord, Twitter, and Twitch.Due to this, our fo­rum com­mu­nity has de­clined over the years to the point where there are only a hand­ful of peo­ple left ac­tively us­ing the fo­rum. This makes it dif­fi­cult for us to spend re­sources keep­ing the fo­rum run­ning. You will have no­ticed how lit­tle at­ten­tion the fo­rum has had in terms of up­dates and changes over the past few years, which is a di­rect re­sult of them not be­ing used so much.Read­ers are then urged to move to the site’s Discord, be­cause of course they would be. Now, I don’t want to pick on Eurogamer here, as like I said up top, in every in­di­vid­ual case com­pa­nies and sites have their rea­sons for do­ing this. The most fre­quently cited are the fact that fo­rums need to be main­tained (true!) and that peo­ple’s con­ver­sa­tional habits have changed, with fo­rum use dwin­dling (also true!).But I sim­ply do not care, be­cause a) I don’t work for these com­pa­nies, and b) I’m more in­ter­ested in look­ing at the long-term dam­age this is do­ing to the in­ter­net. Forums and Discord are ap­ples and or­anges. Users aren’t be­ing moved from one sim­i­lar thing to an­other, they’re be­ing shifted to plat­forms with fun­da­men­tally dif­fer­ent ways of ap­proach­ing dis­cus­sions.G/​O Media may get a com­mis­sionDis­cord is great for talk­ing in the mo­ment. It’s a place for real-time con­ver­sa­tions (or at lease those a few hours old if they’re not as busy), a fancy way to man­age mul­ti­ple chat rooms and voice comms, and if that’s what you want—and mil­lions of peo­ple around the world do, for loads of needs and wants—then great!Fo­rums aren’t the same though. They’re noth­ing like it. Forums are more de­lib­er­ate, more con­sid­ered, and while they’re far from per­fect—I’m sure you can post a bil­lion ex­am­ples of peo­ple be­ing nei­ther de­lib­er­ate nor con­sid­ered on fo­rums—the point is that they’re more per­ma­nent. Forums cre­ate a record, an archive we can search through, so that when­ever we want to re­visit is­sues, or find help with a prob­lem, or see what was hap­pen­ing dur­ing a cer­tain time, we can do that. There’s a pa­per trail, and while some­times that leads to em­bar­rass­ing takes on tv shows and game re­veals, other times it’s pro­vid­ing an enor­mous help with tech­ni­cal is­sues or parts of a game you’re stuck on.Dis­cord sim­ply can’t pro­vide that. It’s a river run­ning in real-time, and while it does have search func­tions, the way the whole app is struc­tured means you’re sim­ply never go­ing to get the same lev­els of de­tailed dis­cus­sion or archived in­for­ma­tion as we can get from fo­rums. If places want to open a Discord and run that as some­thing else, then cool, but us­ing it as a re­place­ment for fo­rums is a dis­as­ter.While every com­pany clos­ing fo­rums and mov­ing peo­ple to Discord in 2021 might have their rea­sons, if this trend keeps up we’re go­ing to look around in 2026, not be able to find a whole ton of cool and/​or in­ter­est­ing stuff, and dis­cover to our hor­ror that, some­how, the in­ter­net had got even worse.


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As filed with the Securities and Exchange Commission on September 17, 2021.

Approximate date of com­mence­ment of pro­posed sale to the pub­lic:

As soon as prac­ti­ca­ble af­ter the ef­fec­tive date of this reg­is­tra­tion state­ment.

If any of the se­cu­ri­ties be­ing reg­is­tered on this Form are to be of­fered on a de­layed or con­tin­u­ous ba­sis pur­suant to Rule 415 un­der the Securities Act of 1933, as amended, or Securities Act, check the fol­low­ing box: ☐

If this Form is filed to reg­is­ter ad­di­tional se­cu­ri­ties for an of­fer­ing pur­suant to Rule 462(b) un­der the Securities Act, please check the fol­low­ing box and list the Securities Act reg­is­tra­tion state­ment num­ber of the ear­lier ef­fec­tive reg­is­tra­tion state­ment for the same of­fer­ing. ☐

If this Form is a post-ef­fec­tive amend­ment filed pur­suant to Rule 462(c) un­der the Securities Act, check the fol­low­ing box and list the Securities Act reg­is­tra­tion state­ment num­ber of the ear­lier ef­fec­tive reg­is­tra­tion state­ment for the same of­fer­ing. ☐

If this Form is a post-ef­fec­tive amend­ment filed pur­suant to Rule 462(d) un­der the Securities Act, check the fol­low­ing box and list the Securities Act reg­is­tra­tion state­ment num­ber of the ear­lier ef­fec­tive reg­is­tra­tion state­ment for the same of­fer­ing. ☐

Indicate by check mark whether the reg­is­trant is a large ac­cel­er­ated filer, an ac­cel­er­ated filer, a non-ac­cel­er­ated filer, a smaller re­port­ing com­pany, or an emerg­ing growth com­pany. See the de­f­i­n­i­tions of large ac­cel­er­ated filer,” accelerated filer,” smaller re­port­ing com­pany,” and emerging growth com­pany” in Rule 12b-2 of the Securities Exchange Act of 1934, as amended.

If an emerg­ing growth com­pany, in­di­cate by check mark if the reg­is­trant has elected not to use the ex­tended tran­si­tion pe­riod for com­ply­ing with any new or re­vised fi­nan­cial ac­count­ing stan­dards pro­vided pur­suant to Section 7(a)(2)(B) of the Securities Act. ☐

Title of Each Class of Securities to be Registered

Estimated solely for the pur­pose of cal­cu­lat­ing the amount of the reg­is­tra­tion fee in ac­cor­dance with Rule 457(o) of the Securities Act.

Includes the ag­gre­gate of­fer­ing price of ad­di­tional shares that the un­der­writ­ers have the op­tion to pur­chase, if any.

The reg­is­trant hereby amends this reg­is­tra­tion state­ment on such date or dates as may be nec­es­sary to de­lay its ef­fec­tive date un­til the reg­is­trant shall file a fur­ther amend­ment which specif­i­cally states that this reg­is­tra­tion state­ment shall there­after be­come ef­fec­tive in ac­cor­dance with Section 8(a) of the Securities Act or un­til the reg­is­tra­tion state­ment shall be­come ef­fec­tive on such date as the Securities and Exchange Commission, act­ing pur­suant to said Section 8(a), may de­ter­mine.

We are a re­mote-only com­pany. Accordingly, we do not main­tain a head­quar­ters. For pur­poses of com­pli­ance with ap­plic­a­ble re­quire­ments of the Securities Act and Securities Exchange Act of 1934, as amended, any stock­holder com­mu­ni­ca­tion re­quired to be sent to our prin­ci­pal ex­ec­u­tive of­fices may be di­rected to the agent for ser­vice of process named above, or to the email ad­dress: reach.git­lab@git­lab.com.

The in­for­ma­tion in this pre­lim­i­nary prospec­tus is not com­plete and may be changed. Neither we nor the sell­ing stock­holder may sell these se­cu­ri­ties un­til the reg­is­tra­tion state­ment filed with the Securities and Exchange Commission is ef­fec­tive. This pre­lim­i­nary prospec­tus is not an of­fer to sell these se­cu­ri­ties and nei­ther we nor the sell­ing stock­holder are so­lic­it­ing of­fers to buy these se­cu­ri­ties in any ju­ris­dic­tion where the of­fer or sale is not per­mit­ted.

This is an ini­tial pub­lic of­fer­ing of shares of Class A com­mon stock of GitLab Inc. We are sell­ing           shares of our Class A com­mon stock and the sell­ing stock­holder named in this prospec­tus is sell­ing            shares of our Class A com­mon stock. We will not re­ceive any of the pro­ceeds from the sale of the shares by the sell­ing stock­holder.

Prior to this of­fer­ing, there has been no pub­lic mar­ket for our Class A com­mon stock. It is cur­rently es­ti­mated that the ini­tial pub­lic of­fer­ing price per share will be be­tween $      and $     . We have ap­plied to list the Class A com­mon stock on the Nas­daq Global Market un­der the sym­bol GTLB.”

We have two classes of au­tho­rized com­mon stock, Class A com­mon stock and Class B com­mon stock. The rights of the hold­ers of Class A com­mon stock and Class B com­mon stock are iden­ti­cal, ex­cept with re­spect to vot­ing and con­ver­sion rights. Each share of Class A com­mon stock is en­ti­tled to one vote per share. Each share of Class B com­mon stock is en­ti­tled to 10 votes per share and is con­vert­ible into one share of Class A com­mon stock. Outstanding shares of Class B com­mon stock will rep­re­sent ap­prox­i­mately          % of the vot­ing power of our out­stand­ing cap­i­tal stock im­me­di­ately fol­low­ing the com­ple­tion of this of­fer­ing, with our di­rec­tors, ex­ec­u­tive of­fi­cers, and ben­e­fi­cial own­ers of 5% or greater of our out­stand­ing cap­i­tal stock, and their re­spec­tive af­fil­i­ates, hold­ing ap­prox­i­mately           % of the vot­ing power of our out­stand­ing cap­i­tal stock im­me­di­ately fol­low­ing the com­ple­tion of this of­fer­ing, as­sum­ing no ex­er­cise of the un­der­writ­ers’ op­tion to pur­chase ad­di­tional shares.

We have ap­plied to list our Class A com­mon stock on the Nasdaq Global Market under the sym­bol GTLB.”

We are an emerging growth com­pany” as de­fined un­der the fed­eral se­cu­ri­ties laws and, as such, we have elected to com­ply with cer­tain re­duced re­port­ing re­quire­ments for this prospec­tus and may elect to do so in fu­ture fil­ings. See Prospectus Summary—Implications of Being an Emerging Growth Company.”

See Risk Factors” on page 18 to read about fac­tors you should con­sider be­fore buy­ing shares of our Class A com­mon stock.

Proceeds, be­fore ex­penses, to us­Pro­ceeds to the Selling Stockholder (before ex­penses)

See the sec­tion ti­tled Underwriting” for a de­scrip­tion of the com­pen­sa­tion payable to the un­der­writ­ers.

We have granted the un­der­writ­ers an op­tion to pur­chase up to an ad­di­tional          shares of our Class A com­mon stock, at the ini­tial pub­lic of­fer­ing price less the un­der­writ­ing dis­count

The Securities and Exchange Commission and state se­cu­ri­ties reg­u­la­tors have not ap­proved or dis­ap­proved these se­cu­ri­ties, or de­ter­mined if this prospec­tus is truth­ful or com­plete. Any rep­re­sen­ta­tion to the con­trary is a crim­i­nal of­fense

The un­der­writ­ers ex­pect to de­liver the shares of Class A com­mon stock to pur­chasers on                      , 2021.

Management’s Discussion and Analysis of Financial Condition and Results of OperationsMaterial U. S. Federal Income Tax Consequences to Non-U.S. Holders of Our Class A Common StockWhere You Can Find Additional Information

Through and in­clud­ing          , 2021 (the 25th day af­ter the date of this prospec­tus), all deal­ers ef­fect­ing trans­ac­tions in these se­cu­ri­ties, whether or not par­tic­i­pat­ing in this of­fer­ing, may be re­quired to de­liver a prospec­tus. This is in ad­di­tion to a deal­er’s oblig­a­tion to de­liver a prospec­tus when act­ing as an un­der­writer and with re­spect to an un­sold al­lot­ment or sub­scrip­tion.

Neither we, the sell­ing stock­holder, nor the un­der­writ­ers have au­tho­rized any­one to pro­vide any in­for­ma­tion or to make any rep­re­sen­ta­tions other than those con­tained in this prospec­tus or in any free writ­ing prospec­tuses pre­pared by or on be­half of us or to which we have re­ferred you. Neither we, the sell­ing stock­holder, nor the un­der­writ­ers take any re­spon­si­bil­ity for, and can pro­vide no as­sur­ance as to the re­li­a­bil­ity of, any other in­for­ma­tion that oth­ers may give you. We and the sell­ing stock­holder are of­fer­ing to sell, and seek­ing of­fers to buy, shares of Class A com­mon stock only in ju­ris­dic­tions where of­fers and sales are per­mit­ted. The in­for­ma­tion con­tained in this prospec­tus is ac­cu­rate only as of the date of this prospec­tus, re­gard­less of the time of de­liv­ery of this prospec­tus or of any sale of the shares of Class A com­mon stock. Our busi­ness, op­er­at­ing re­sults, fi­nan­cial con­di­tion and prospects may have changed since the date of this prospec­tus.

For in­vestors out­side the United States: Neither we, the sell­ing stock­holder, nor any of the un­der­writ­ers have taken any ac­tion that would per­mit this of­fer­ing or pos­ses­sion or dis­tri­b­u­tion of this prospec­tus in any ju­ris­dic­tion where ac­tion for that pur­pose is re­quired, other than in the United States. You are re­quired to in­form your­selves about and to ob­serve any re­stric­tions re­lat­ing to this of­fer­ing and the dis­tri­b­u­tion of this prospec­tus.

The fol­low­ing sum­mary high­lights se­lected in­for­ma­tion that is pre­sented in greater de­tail else­where in this prospec­tus. This sum­mary does not con­tain all the in­for­ma­tion you should con­sider be­fore in­vest­ing in our Class A com­mon stock. You should care­fully read this prospec­tus in its en­tirety be­fore in­vest­ing in our Class A com­mon stock, in­clud­ing the sec­tions ti­tled Risk Factors,” Management’s Discussion and Analysis of Financial Condition and Results of Operations,” Special Note Regarding Forward-Looking Statements,” and our con­sol­i­dated fi­nan­cial state­ments and the ac­com­pa­ny­ing notes in­cluded else­where in this prospec­tus. Our fis­cal year end is January 31, and our fis­cal quar­ters end on April 30, July 31, October 31, and January 31. Our fis­cal years ended January 31, 2020 and 2021 are re­ferred to herein as fis­cal 2020 and fis­cal 2021, re­spec­tively.

We be­lieve in an in­no­v­a­tive world pow­ered by soft­ware. To re­al­ize this vi­sion, we pi­o­neered The DevOps Platform, a fun­da­men­tally new ap­proach to DevOps con­sist­ing of a sin­gle code­base and in­ter­face with a uni­fied data model. The DevOps Platform al­lows every­one to con­tribute to build bet­ter soft­ware rapidly, ef­fi­ciently, and se­curely.

Today, every in­dus­try, busi­ness, and func­tion within a com­pany is de­pen­dent on soft­ware. To re­main com­pet­i­tive and sur­vive, nearly all com­pa­nies must dig­i­tally trans­form and be­come ex­perts at build­ing and de­liv­er­ing soft­ware.

GitLab is The DevOps Platform, a sin­gle ap­pli­ca­tion that brings to­gether de­vel­op­ment, op­er­a­tions, IT, se­cu­rity, and busi­ness teams to de­liver de­sired busi­ness out­comes. Having all teams on a sin­gle ap­pli­ca­tion with a sin­gle in­ter­face rep­re­sents a step change in how or­ga­ni­za­tions plan, build, se­cure, and de­liver soft­ware.

The DevOps Platform ac­cel­er­ates our cus­tomers’ abil­ity to cre­ate busi­ness value and in­no­vate by re­duc­ing their soft­ware de­vel­op­ment cy­cle times from weeks to min­utes. It re­moves the need for point tools and de­liv­ers en­hanced op­er­a­tional ef­fi­ciency by elim­i­nat­ing man­ual work, in­creas­ing pro­duc­tiv­ity, and cre­at­ing a cul­ture of in­no­va­tion and ve­loc­ity. The DevOps Platform also em­beds se­cu­rity ear­lier into the de­vel­op­ment process, im­prov­ing our cus­tomers’ soft­ware se­cu­rity, qual­ity, and over­all com­pli­ance.

DevOps is the set of prac­tices that com­bines soft­ware de­vel­op­ment (dev) and IT op­er­a­tions (ops). It aims to al­low teams to col­lab­o­rate and work to­gether to shorten the de­vel­op­ment life­cy­cle and evolve from de­liv­er­ing soft­ware on a slow, pe­ri­odic ba­sis to rapid, con­tin­u­ous up­dates. When DevOps started, each team bought their own tools in iso­la­tion, lead­ing to a Bring Your Own DevOps” en­vi­ron­ment. The next evo­lu­tion was stan­dard­iz­ing com­pany-wide on the same tool for each stage across the DevOps life­cy­cle. However, these tools were not con­nected, lead­ing to a Best in Class DevOps” en­vi­ron­ment. Companies tried to rem­edy this frag­men­ta­tion and in­ef­fi­ciency by man­u­ally in­te­grat­ing these DevOps point so­lu­tions to­gether defin­ing the next phase: DIY DevOps.”

At the same time, the faster de­liv­ery of soft­ware re­quired more DevOps tools per pro­ject. Increased adop­tion of a mi­croser­vice ar­chi­tec­ture led to more pro­jects. The com­bi­na­tion caused an ex­po­nen­tial in­crease in the num­ber of tool-pro­ject in­te­gra­tions. This has of­ten led to poor user ex­pe­ri­ences, higher costs, and in­creased time to de­liver new soft­ware. As a re­sult, busi­ness out­comes of­ten failed and the po­ten­tial for DevOps was never fully re­al­ized. In short, an en­tirely new plat­form for DevOps was needed. We pi­o­neered The DevOps Platform to solve this prob­lem.

The DevOps Platform re­places the DIY DevOps ap­proach. It en­ables or­ga­ni­za­tions to re­al­ize the full po­ten­tial of DevOps and be­come soft­ware-led busi­nesses. It spans all stages of the DevOps life­cy­cle, from pro­ject plan­ning, or Plan, to source code man­age­ment, or Create, to con­tin­u­ous in­te­gra­tion, or Verify, to sta­tic and dy­namic ap­pli­ca­tion se­cu­rity test­ing, or Secure, to pack­ag­ing ar­ti­facts, or Package, to

con­tin­u­ous de­liv­ery and de­ploy­ment, or Release, to con­fig­ur­ing in­fra­struc­ture for op­ti­mal de­ploy­ment, or Configure, to mon­i­tor­ing it for in­ci­dents, or Monitor, to pro­tect­ing the pro­duc­tion de­ploy­ment, or Protect, and man­ag­ing the whole cy­cle with value stream an­a­lyt­ics, or Manage. It also al­lows cus­tomers to man­age and se­cure their ap­pli­ca­tions across any cloud through a sin­gle plat­form.

The DevOps Platform has broad use across or­ga­ni­za­tions. It helps prod­uct and busi­ness teams to work with de­vel­op­ers to in­tro­duce new fea­tures and drive suc­cess­ful busi­ness out­comes. It helps Chief Technology Officers, or CTOs, mod­ern­ize their DevOps en­vi­ron­ment and drive de­vel­oper pro­duc­tiv­ity. It helps Chief Information Officers, or CIOs, adopt mi­croser­vices and cloud na­tive de­vel­op­ment to im­prove the ef­fi­ciency, scale, and per­for­mance of their soft­ware ar­chi­tec­ture. It helps Chief Information Security Officers, or CISOs, re­duce se­cu­rity vul­ner­a­bil­i­ties and de­liver soft­ware faster. It helps or­ga­ni­za­tions at­tract and re­tain top tal­ent by al­low­ing peo­ple to fo­cus more time on their job and less time man­ag­ing tools.

The ma­jor­ity of our cus­tomers be­gin by us­ing Create and Verify. Developers use Create to col­lab­o­rate to­gether on the same code base with­out con­flict­ing or ac­ci­den­tally over­writ­ing each oth­er’s changes. Create also main­tains a run­ning his­tory of soft­ware con­tri­bu­tions from each de­vel­oper to al­low for ver­sion con­trol. Teams use Verify to en­sure changes to code go through de­fined qual­ity stan­dards with au­to­matic test­ing and re­port­ing. We be­lieve serv­ing as this sys­tem of record for code and our high en­gage­ment with de­vel­op­ers is a com­pet­i­tive ad­van­tage in re­al­iz­ing our sin­gle ap­pli­ca­tion vi­sion as it cre­ates in­ter­de­pen­dence and adop­tion across more stages of the DevOps life­cy­cle, such as Package, Secure, and Release. As more stages are ad­dressed within a sin­gle ap­pli­ca­tion, the ben­e­fits of The DevOps Platform are en­hanced.

We are com­mit­ted to ad­vanc­ing The DevOps Platform. Our dual fly­wheel de­vel­op­ment strat­egy lever­ages both de­vel­op­ment spend from our re­search and de­vel­op­ment team mem­bers as well as com­mu­nity con­tri­bu­tions via our open core busi­ness model. By lever­ag­ing the power of each, we cre­ate a vir­tu­ous cy­cle where more con­tri­bu­tions lead to more fea­tures, which leads to more users, lead­ing back to more con­tri­bu­tions.

We em­pha­size it­er­a­tion to drive rapid in­no­va­tion in our de­vel­op­ment strat­egy. This it­er­a­tive ap­proach has en­abled us to re­lease a new ver­sion of our soft­ware on the 22 day of every month for 118 months in a row as of July 31, 2021. This is also due in part to our over 2,600 con­trib­u­tors in our global, open source com­mu­nity as of July 31, 2021. GitLab team mem­bers also use The DevOps Platform to power our own DevOps life­cy­cle. By do­ing so, we ben­e­fit from the in­her­ent ad­van­tages of us­ing a sin­gle ap­pli­ca­tion. We lever­age these learn­ings to es­tab­lish a rapid feed­back loop to con­tin­u­ally and rapidly im­prove The DevOps Platform.

We have been a 100% re­mote work­force since in­cep­tion and, as of July 31, 2021, had ap­prox­i­mately 1,350 team mem­bers in over 65 coun­tries. Operating re­motely al­lows us ac­cess to a global tal­ent pool that en­ables us to hire tal­ented team mem­bers, re­gard­less of lo­ca­tion, pro­vid­ing a strong com­pet­i­tive ad­van­tage. We fos­ter a cul­ture of re­sults built on our core val­ues of col­lab­o­ra­tion, re­sults, ef­fi­ciency, di­ver­sity-in­clu­sion-be­long­ing, it­er­a­tion, and trans­parency. We aim to be trans­par­ent to build align­ment and affin­ity with our com­mu­nity and cus­tomers. This is ex­em­pli­fied through our cor­po­rate hand­book, or the Handbook, our cen­tral repos­i­tory that de­tails how we run GitLab and is shared with the world. It con­sists of over 2,000 web­pages of text, in­clud­ing our strat­egy and roadmap. We wel­come every­one, both in­side and out­side of the com­pany, to con­tribute to the Handbook.

We have an open core busi­ness model. We of­fer a free tier with a large num­ber of fea­tures to en­cour­age use of The DevOps Platform, so­licit con­tri­bu­tions, and serve as tar­geted lead gen­er­a­tion for paid cus­tomers. We also of­fer two paid sub­scrip­tion tiers with ac­cess to ad­di­tional fea­tures that are more rel­e­vant to man­agers, di­rec­tors, and ex­ec­u­tives. Our sub­scrip­tion plans are avail­able as a self-man­aged of­fer­ing where cus­tomers typ­i­cally down­load to run The DevOps Platform in their own ac­count in the pub­lic cloud, and also a Software-as-a-Service, or SaaS, of­fer­ing which is man­aged by GitLab and hosted in our ac­count in the pub­lic cloud.

The DevOps Platform is used glob­ally by or­ga­ni­za­tions of all sizes across a broad range of in­dus­tries. To reach, en­gage and help drive suc­cess at each, our sales force is am­pli­fied by our strate­gic hy­per­scaler part­ner­ships, in­clud­ing Google Cloud and Amazon Web Services, or AWS, who of­fer The DevOps Platform on their mar­ket­places. We also ben­e­fit from strate­gic al­liance part­ner­ships, which re­sell The DevOps Platform to large en­ter­prise cus­tomers, and our strong chan­nel part­ner­ships rang­ing from large global sys­tems in­te­gra­tors to re­gional dig­i­tal trans­for­ma­tion spe­cial­ists, and vol­ume re­sellers.

We em­ploy a land-and-ex­pand sales strat­egy. Our cus­tomer jour­ney typ­i­cally be­gins with de­vel­op­ers and then ex­pands to more teams and up to se­nior ex­ec­u­tive buy­ers. Our Dollar-Based Net Retention Rate was 148% and 152% as of January 31, 2021 and July 31, 2021, re­spec­tively. Our co­hort of cus­tomers gen­er­at­ing $5,000 or more in an­nual re­cur­ring rev­enue, or ARR, which we re­fer to as Base Customers, grew from 1,662 as of January 31, 2020 to 2,745 as of January 31, 2021 and 3,632 as of July 31, 2021.

Our busi­ness has ex­pe­ri­enced rapid growth. We gen­er­ated rev­enue of $81.2 mil­lion and $152.2 mil­lion in fis­cal 2020 and 2021, re­spec­tively, rep­re­sent­ing growth of 87%. We gen­er­ated rev­enue of $63.9 mil­lion and $108.1 mil­lion for the six months ended July 31, 2020 and July 31, 2021, re­spec­tively, rep­re­sent­ing year over year growth of 69%. During this pe­riod, we con­tin­ued to in­vest in grow­ing our busi­ness to cap­i­tal­ize on our mar­ket op­por­tu­nity. Our net loss was $130.7 mil­lion, $192.2 mil­lion, and $69.0 mil­lion in fis­cal 2020, fis­cal 2021, and the six months ended July 31, 2021, re­spec­tively. Our op­er­at­ing cash flow mar­gin, which we de­fine as op­er­at­ing cash flows as a per­cent­age of rev­enue, was (74.1)%, (48.4)%, and (35.8)% for fis­cal 2020, fis­cal 2021, and the six months ended July 31, 2021, re­spec­tively. Our gross profit was 88%, 88%, and 87% for fis­cal 2020, fis­cal 2021, and the six months ended July 31, 2021, re­spec­tively.

Important in­dus­try and tech­nol­ogy trends for our busi­ness in­clude:

Digital trans­for­ma­tion dri­ven by in­ter­nal soft­ware de­vel­op­ment is a cor­po­rate im­per­a­tive to­day ir­re­spec­tive of in­dus­try. We are in the midst of a gen­er­a­tional dis­rup­tion whereby non-dig­i­tal na­tive com­pa­nies are seek­ing to be­come soft­ware-led busi­nesses.

Modern soft­ware de­vel­op­ment re­quires com­pa­nies to em­brace both DevOps and DevSecOps. DevOps aims to al­low teams to col­lab­o­rate and work to­gether to shorten the de­vel­op­ment life­cy­cle and pro­vide con­tin­u­ous de­liv­ery of high qual­ity soft­ware. Increasingly, DevSecOps, which com­bines IT se­cu­rity prac­tices into DevOps, is be­ing adopted to em­bed se­cu­rity best prac­tices ear­lier in the de­vel­op­ment process to en­hance se­cu­rity while also main­tain­ing ve­loc­ity.

Faster time to mar­ket through cy­cle time com­pres­sion is key to busi­ness suc­cess. Reducing the cy­cle times to de­liver new soft­ware from months to weeks, hours, or min­utes is crit­i­cal to or­ga­ni­za­tional ob­jec­tives and main­tain­ing in­dus­try com­pet­i­tive­ness.

Companies are em­brac­ing mi­croser­vices to en­hance their speed and ef­fi­ciency. Companies are mod­u­lar­iz­ing ap­pli­ca­tions into smaller com­po­nents through mi­croser­vices to re­lease new fea­tures or amend ex­ist­ing fea­tures faster.

Companies have em­braced a cloud-first strat­egy to scale their DevOps ini­tia­tives, pro­vid­ing teams with faster, cheaper, and more flex­i­ble in­fra­struc­ture that does­n’t re­quire man­ual over­head.

To stream­line ef­fi­ciency or­ga­ni­za­tions are con­sol­i­dat­ing point tools and adopt­ing full plat­form ser­vices.

Best-in-class plat­forms are es­sen­tial to hir­ing the right de­vel­op­ers. It is a strate­gic pri­or­ity for or­ga­ni­za­tions to in­vest in hir­ing the best de­vel­oper tal­ent. In or­der to hire the best de­vel­op­ers, it is es­sen­tial to have a DevOps plat­form with good doc­u­men­ta­tion, open trans­parency, and an en­gag­ing com­mu­nity.

Existing ap­proaches to DevOps suf­fer from some or all of the fol­low­ing lim­i­ta­tions:

Built to only ad­dress cer­tain stages of the DevOps life­cy­cle. The un­der­ly­ing ar­chi­tec­tures and code­bases of point prod­ucts were orig­i­nally de­signed to ad­dress dis­crete parts of the DevOps life­cy­cle.

DIY DevOps prod­ucts of­ten have much slower soft­ware cy­cle re­lease times that can be mea­sured in weeks or months in­stead of min­utes or hours.

We be­lieve DIY DevOps makes teams less pro­duc­tive as they spend more of their time man­ag­ing in­te­gra­tions across their tools rather than build­ing new soft­ware and prod­ucts.

DIY DevOps re­sults in man­ag­ing re­la­tion­ships, li­cens­ing, and pro­cure­ment across a num­ber of ven­dors. This re­sults in ex­cess di­rect costs to the or­ga­ni­za­tion. Further, this ap­proach cre­ates in­di­rect costs due to lost vis­i­bil­ity and trans­parency re­sult­ing from nu­mer­ous hand­offs across stages.

DIY DevOps re­quires dis­crete tools across de­vel­op­ment, op­er­a­tions and se­cu­rity teams of­ten lead­ing to lower qual­ity code with more se­cu­rity vul­ner­a­bil­i­ties.

Platforms with fea­tures op­ti­mized to run more ef­fi­ciently on cer­tain clouds limit the abil­ity for or­ga­ni­za­tions to em­brace a true multi-cloud strat­egy.

Inability to gov­ern, au­to­mate, mea­sure, and an­a­lyze leads to poor com­pli­ance. DIY DevOps cre­ates a lack of abil­ity to over­see the ful­some process and to an­a­lyze and au­to­mate the DevOps process as one co­he­sive unit.

con­sists of a sin­gle code­base and in­ter­face with a uni­fied data model. It is pur­pose-built to ad­dress every stage of the DevOps life­cy­cle:

Helps or­ga­ni­za­tions op­ti­mize and an­a­lyze the flow of work through the full DevOps value stream.

Helps teams col­lab­o­ra­tively plan to­gether in the same sys­tem, which en­ables faster and more ef­fi­cient work in all other stages of The DevOps Platform.

Helps teams de­sign, de­velop and se­curely man­age code and pro­ject data from a sin­gle dis­trib­uted ver­sion con­trol sys­tem to en­able rapid it­er­a­tion and de­liv­ery of busi­ness value.

Helps soft­ware teams fully em­brace Continuous Integration, or CI, to au­to­mate the builds, in­te­gra­tion and ver­i­fi­ca­tion of their code.

Enables teams to man­age the nec­es­sary com­po­nents of their ap­pli­ca­tions and de­pen­den­cies, man­age con­tain­ers, and build ar­ti­facts with ease.

Provides a host of up to date se­cu­rity test­ing en­vi­ron­ments to as­sure users de­liver sage, se­cure, and com­pli­ant soft­ware. These en­vi­ron­ments in­clude Static Application Security Testing, or SAST, Dynamic Application Security Testing, or DAST, Fuzz Testing, Container Scanning, and Dependency Scanning.

Helps au­to­mate the re­lease and de­liv­ery of ap­pli­ca­tions, short­en­ing the de­liv­ery life­cy­cle, stream­lin­ing man­ual processes, and ac­cel­er­at­ing team ve­loc­ity.

Helps teams to con­fig­ure and man­age their ap­pli­ca­tion en­vi­ron­ments.

Provides feed­back in the form of er­rors, traces, met­rics, logs, and alerts to help re­duce the sever­ity and fre­quency of in­ci­dents so that users can re­lease soft­ware fre­quently with con­fi­dence.

Provides cloud na­tive pro­tec­tions, in­clud­ing uni­fied pol­icy man­age­ment, con­tainer scan­ning, and con­tainer net­work and host se­cu­rity.

The DevOps Platform ac­cel­er­ates our cus­tomers’ abil­ity to cre­ate busi­ness value and in­no­vate by re­duc­ing their soft­ware de­vel­op­ment cy­cle times from weeks to min­utes. It re­moves the need for point tools and de­liv­ers en­hanced op­er­a­tional ef­fi­ciency by elim­i­nat­ing man­ual work, in­creas­ing pro­duc­tiv­ity, and cre­at­ing a cul­ture of in­no­va­tion and ve­loc­ity. The DevOps Platform also em­beds se­cu­rity ear­lier into the de­vel­op­ment process, im­prov­ing our cus­tomers’ soft­ware se­cu­rity, qual­ity, and over­all com­pli­ance.

stream­line work­flows and processes, and en­hance over­all pro­duc­tiv­ity and ef­fi­ciency;

en­hance their in­no­va­tion and rev­enue growth due to faster time to mar­ket;

in­crease se­cu­rity by find­ing and cor­rect­ing se­cu­rity vul­ner­a­bil­i­ties in soft­ware ear­lier or elim­i­nat­ing in­ef­fi­cien­cies in the soft­ware de­vel­op­ment process al­to­gether;

more eas­ily log, track, and trace dif­fer­ent steps across the DevOps life­cy­cle to bet­ter un­der­stand gov­er­nance and im­prove their com­pli­ance pos­ture;

at­tract world-class tal­ent and boost team mem­ber morale, re­sult­ing in greater pro­duc­tiv­ity by spend­ing more time build­ing, de­ploy­ing, and se­cur­ing soft­ware, and less time man­ag­ing, in­te­grat­ing, and triag­ing across dif­fer­ent tools;

re­duce costs by en­hanc­ing pro­duc­tiv­ity, con­sol­i­dat­ing point tools, and elim­i­nat­ing in­te­gra­tions; and

em­brace the ben­e­fits of al­low­ing our cus­tomers to have con­sis­tent com­pli­ance and value stream an­a­lyt­ics while us­ing mul­ti­ple clouds.

Our busi­ness ben­e­fits from the fol­low­ing com­pet­i­tive strengths:

The DevOps Platform is pur­pose-built to ad­dress every stage of the DevOps life­cy­cle as a sin­gle ap­pli­ca­tion, act­ing as a sys­tem of record for code and the key start­ing point from which all sub­se­quent work­flows in the DevOps life­cy­cle ex­tend;

our dual fly­wheel de­vel­op­ment strat­egy lever­ages de­vel­op­ment spend and com­mu­nity con­tri­bu­tions. It cre­ates a vir­tu­ous cy­cle where more con­tri­bu­tions leads to more fea­tures, which leads to more users, lead­ing back to more con­tri­bu­tions;

we em­pha­size it­er­a­tion to drive rapid in­no­va­tion in our de­vel­op­ment strat­egy. This has en­abled us to re­lease a new ver­sion of our soft­ware on the 22nd day of every month for 118 months in a row as of July 31, 2021;

our large open source in­stalled base al­lows us to ef­fi­ciently iden­tify and ob­tain new pay­ing cus­tomers;

The DevOps Platform main­tains full fea­ture par­ity and the same sin­gle ap­pli­ca­tion ex­pe­ri­ence across any cloud en­vi­ron­ment;

we are ag­nos­tic as to who we serve, how we sell, and where we de­ploy; and

we are a pi­o­neer and thought leader in all-re­mote work which en­hances our brand with cus­tomers and team mem­bers.

Today, we be­lieve the ad­dress­able mar­ket op­por­tu­nity for the DevOps Platform is ap­prox­i­mately $40 bil­lion. To es­ti­mate our cur­rent ad­dress­able mar­ket we have cat­e­go­rized com­pa­nies of what we view as ad­e­quate scale into tiers based off of em­ployee count as re­ported by S&P Global. We then mul­ti­ply these co­horts by the av­er­age an­nual re­cur­ring rev­enue from the top 25% of cus­tomers in each of these cat­e­gories as of January 31, 2021. Given the wide ap­plic­a­bil­ity of our plat­form, we be­lieve we are well suited to grow our mar­ket op­por­tu­nity over time.

According to Gartner, the to­tal ad­dress­able mar­ket for Global Infrastructure Software is es­ti­mated to be $328 bil­lion by the end of 2021 and $458 bil­lion by the end of 2024. We be­lieve that we can serve $43 bil­lion of this mar­ket by the end of 2021 and $55 bil­lion by the end of 2024. We cal­cu­lated these fig­ures by de­ter­min­ing the mar­kets cur­rently ad­dressed by the most com­mon use cases for our plat­form and sum­ming their es­ti­mated sizes as re­ported by Gartner.

We in­tend to con­tinue mak­ing sig­nif­i­cant in­vest­ments in sales and mar­ket­ing, re­search and de­vel­op­ment, and our part­ner ecosys­tem to drive our growth. Key el­e­ments of our strat­egy in­clude:

ad­vance our fea­ture ma­tu­rity across more stages of the DevOps life­cy­cle;

grow and in­vest in our part­ner net­work; and

Our busi­ness is sub­ject to nu­mer­ous risks and un­cer­tain­ties, in­clud­ing those in the sec­tion ti­tled Risk Factors” im­me­di­ately fol­low­ing this prospec­tus sum­mary. These risks in­clude the fol­low­ing:

Our busi­ness and op­er­a­tions have ex­pe­ri­enced rapid growth, and if we do not ap­pro­pri­ately man­age fu­ture growth, if any, or are un­able to im­prove our sys­tems, processes and con­trols, our busi­ness, fi­nan­cial con­di­tion, re­sults of op­er­a­tions, and prospects will be ad­versely af­fected.

Our re­cent growth may not be in­dica­tive of our fu­ture growth, and we may not be able to sus­tain our rev­enue growth rate in the fu­ture. Our growth also makes it dif­fi­cult to eval­u­ate our fu­ture prospects and may in­crease the risk that we will not be suc­cess­ful.

We have a his­tory of losses, an­tic­i­pate in­creases in our op­er­at­ing ex­penses in the fu­ture, and may not achieve or sus­tain prof­itabil­ity on a con­sis­tent ba­sis. If we can­not achieve and sus­tain prof­itabil­ity, our busi­ness, fi­nan­cial con­di­tion, and op­er­at­ing re­sults may be ad­versely af­fected.


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FORCEDENTRY: NSO Group iMessage Zero-Click Exploit Captured in the Wild

While an­a­lyz­ing the phone of a Saudi ac­tivist in­fected with NSO Group’s Pegasus spy­ware, we dis­cov­ered a zero-day zero-click ex­ploit against iMes­sage. The ex­ploit, which we call FORCEDENTRY, tar­gets Apple’s im­age ren­der­ing li­brary, and was ef­fec­tive against Apple iOS, MacOS and WatchOS de­vices.

We de­ter­mined that the mer­ce­nary spy­ware com­pany NSO Group used the vul­ner­a­bil­ity to re­motely ex­ploit and in­fect the lat­est Apple de­vices with the Pegasus spy­ware. We be­lieve that FORCEDENTRY has been in use since at least February 2021.

The Citizen Lab dis­closed the vul­ner­a­bil­ity and code to Apple, which has as­signed the FORCEDENTRY vulnerability CVE-2021-30860 and de­scribes the vul­ner­a­bil­ity as processing a ma­li­ciously crafted PDF may lead to ar­bi­trary code ex­e­cu­tion.”

Today, September 13th, Apple is re­leas­ing an up­date that patches CVE-2021-30860. We urge read­ers to im­me­di­ately up­date all Apple de­vices.

Devices af­fected by CVE-2021-30860 per Apple:

All iPhones with iOS ver­sions prior to 14.8, All Mac com­put­ers with op­er­at­ing sys­tem ver­sions prior to OSX Big Sur 11.6, Security Update 2021-005 Catalina, and all Apple Watches prior to watchOS 7.6.2.

In March 2021, we ex­am­ined the phone of a Saudi ac­tivist who has cho­sen to re­main anony­mous, and de­ter­mined that they had been hacked with NSO Group’s Pegasus spy­ware. During the course of the analy­sis we ob­tained an iTunes backup of the de­vice.

Figure 1: The GIF files we found on the phone.

Recent re-analy­sis of the backup yielded sev­eral files with the .gif” ex­ten­sion in Library/SMS/Attachments that we de­ter­mined were sent to the phone im­me­di­ately be­fore it was hacked with NSO Group’s Pegasus spy­ware.

27 copies of an iden­ti­cal file with the .gif” ex­ten­sion. Despite the ex­ten­sion, the file was ac­tu­ally a 748-byte Adobe PSD file. Each copy of this file caused an IMTranscoderAgent crash on the de­vice. These files each had ran­dom-look­ing ten-char­ac­ter file­names.

Four dif­fer­ent files with the .gif” ex­ten­sion that were ac­tu­ally Adobe PDF files con­tain­ing a JBIG2-encoded stream. Two of these files had 34-character names, and two had 97-character names.

The out­put of the pdfid tool on these four .gif” files was (NB: the stream had vary­ing length):

PDF Comment %PDF-1.3\n\n’

obj 1 0

Type: /XRef


Contains stream

<< /Type /XRef /Size 9 /W [1 3 1] /Length … /Filter [/FlateDecode /FlateDecode /JBIG2Decode] /DecodeParms >>


<< /Size 2 >>

startxref 10

PDF Comment %%EOF\n’

Because the for­mat of the files matched two types of crashes we had ob­served on an­other phone when it was hacked with Pegasus, we sus­pected that the .gif” files might con­tain parts of what we are call­ing the FORCEDENTRY ex­ploit chain.

Citizen Lab for­warded the ar­ti­facts to Apple on Tuesday, September 7. On Monday, September 13, Apple con­firmed that the files in­cluded a zero-day ex­ploit against iOS and MacOS. They des­ig­nated the FORCEDENTRY ex­ploit CVE-2021-30860, and de­scribe it as processing a ma­li­ciously crafted PDF may lead to ar­bi­trary code ex­e­cu­tion.”

The ex­ploit works by ex­ploit­ing an in­te­ger over­flow vul­ner­a­bil­ity in Apple’s im­age ren­der­ing li­brary (CoreGraphics). We are pub­lish­ing lim­ited tech­ni­cal in­for­ma­tion about CVE-2021-30860 at this time.

We ob­served mul­ti­ple dis­tinc­tive el­e­ments that al­lowed us to make a high-con­fi­dence at­tri­bu­tion to NSO Group:

The spy­ware in­stalled by the FORCEDENTRY ex­ploit ex­hib­ited a foren­sic ar­ti­fact that we call CASCADEFAIL, which is a bug whereby ev­i­dence is in­com­pletely deleted from the phone’s DataUsage.sqlite file. In CASCADEFAIL, an en­try from the file’s ZPROCESS table is deleted, but not en­tries in the ZLIVEUSAGE table that re­fer to the deleted ZPROCESS en­try. We have only ever seen this type of in­com­plete dele­tion as­so­ci­ated with NSO Group’s Pegasus spy­ware, and we be­lieve that the bug is dis­tinc­tive enough to point back to NSO. The spe­cific CASCADEFAIL ar­ti­fact can be de­tected by


The spy­ware in­stalled by the FORCEDENTRY ex­ploit used mul­ti­ple process names, in­clud­ing the name setframed”. That process name was used in an at­tack with NSO Group’s Pegasus spy­ware on an Al Jazeera jour­nal­ist in July 2020. Notably, we did not pub­lish that de­tail at the time.

FORCEDENTRY is the lat­est in a string of zero-click ex­ploits linked to NSO Group. In 2019, WhatsApp fixed CVE-2019-3568, a zero-click vul­ner­a­bil­ity in WhatsApp call­ing that NSO Group used against more than 1400 phones in a two-week pe­riod dur­ing which it was ob­served, and in 2020, NSO Group em­ployed the KISMET zero-click iMes­sage ex­ploit.

To our knowl­edge, the KISMET vul­ner­a­bil­ity was never pub­licly iden­ti­fied, though we sus­pect that the un­der­ly­ing vul­ner­a­bil­ity (if it still ex­ists) can no longer be ex­ploited via iMes­sage due to Apple’s in­tro­duc­tion of the BlastDoor mit­i­ga­tion in iOS14. We sus­pect that NSO Group de­vel­oped FORCEDENTRY, which cir­cum­vents BlastDoor, in re­sponse to this mit­i­ga­tion.

Despite promis­ing their cus­tomers the ut­most se­crecy and con­fi­den­tial­ity, NSO Group’s busi­ness model con­tains the seeds of their on­go­ing un­mask­ing. Selling tech­nol­ogy to gov­ern­ments that will use the tech­nol­ogy reck­lessly in vi­o­la­tion of in­ter­na­tional hu­man rights law ul­ti­mately fa­cil­i­tates dis­cov­ery of the spy­ware by in­ves­ti­ga­tory watch­dog or­ga­ni­za­tions, as we and oth­ers have shown on mul­ti­ple prior oc­ca­sions, and as was the case again here.

In 2016, we ti­tled our re­port on the dis­cov­ery of an iOS and MacOS Apple zero-day the Million Dollar Dissident.” The ti­tle was cho­sen to re­flect the huge sums that au­to­cratic gov­ern­ments are will­ing to pay to hack their crit­ics. Mercenary spy­ware com­pa­nies de­vote sub­stan­tial re­sources to iden­ti­fy­ing soft­ware vul­ner­a­bil­i­ties on widely used ap­pli­ca­tions and then pack­age those ex­ploits to ea­ger gov­ern­ment clients, cre­at­ing a highly lu­cra­tive but widely abused com­mer­cial sur­veil­lance mar­ket­place.

Our lat­est dis­cov­ery of yet an­other Apple zero day em­ployed as part of NSO Group’s ar­se­nal fur­ther il­lus­trates that com­pa­nies like NSO Group are fa­cil­i­tat­ing despotism-as-a-service” for un­ac­count­able gov­ern­ment se­cu­rity agen­cies. Regulation of this grow­ing, highly prof­itable, and harm­ful mar­ket­place is des­per­ately needed.

Our find­ing also high­lights the para­mount im­por­tance of se­cur­ing pop­u­lar mes­sag­ing apps. Ubiquitous chat apps have be­come a ma­jor tar­get for the most so­phis­ti­cated threat ac­tors, in­clud­ing na­tion state es­pi­onage op­er­a­tions and the mer­ce­nary spy­ware com­pa­nies that ser­vice them. As presently en­gi­neered, many chat apps have be­come an ir­re­sistible soft tar­get. Without in­tense en­gi­neer­ing fo­cus, we be­lieve that they will con­tinue to be heav­ily tar­geted, and suc­cess­fully ex­ploited.

We thank the tar­gets of Pegasus spy­ware that have al­lowed us to an­a­lyze their de­vices, with a spe­cial thanks to the in­di­vid­ual that worked with us on this case. It is thanks to them, and their brav­ery, that we were able to make this dis­cov­ery.

Special thanks to all at Apple for quick and re­spon­sive ac­tion.

Thanks to our Citizen Lab col­leagues for feed­back and edit­ing.


Read the original on citizenlab.ca »

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Google, Apple remove Navalny app from stores as Russian elections begin

MOSCOW, Sept 17 (Reuters) - Alphabet’s Google (GOOGL. O) and Apple (AAPL.O) have re­moved jailed Kremlin critic Alexei Navalny’s tac­ti­cal vot­ing app from their stores, his team said on Friday, af­ter Russia ac­cused the U.S. tech firms of med­dling in its in­ter­nal af­fairs.

Russia goes to the polls on Friday to elect a new par­lia­ment in a three-day vote that the rul­ing United Russia party is ex­pected to win de­spite a rat­ings slump af­ter the biggest crack­down on the Kremlin’s crit­ics in years. read more

Allies of Navalny, President Vladimir Putin’s fiercest do­mes­tic op­po­nent, planned to use the mo­bile app to or­gan­ise a tac­ti­cal vot­ing cam­paign to deal a blow to United Russia.

Russia de­manded this month that Apple and Google re­move the app from their stores, say­ing a re­fusal to do so would be treated as med­dling in its par­lia­men­tary elec­tion.

Apple and Google did not im­me­di­ately re­spond to re­quests for com­ment.

On Thursday, Russia said of­fi­cial ap­proaches had been made to the two com­pa­nies’ chief ex­ec­u­tives. read more

Ivan Zhdanov, a Navalny ally based abroad, said on Friday the re­moval amounted to po­lit­i­cal cen­sor­ship.


Read the original on www.reuters.com »

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Apple co-founder announces private space company to clean space debris

The com­pany has been founded along­side Alex Fielding, who was a mem­ber of the first iMac team and founded Wheels of Zeus” (‘WoZ’) in 2002 — a com­pany that cre­ated wire­less lo­ca­tion track­ers - but it is un­clear ex­actly what the com­pany will do.

Privateer’s web­site is cur­rently in stealth mode”, with more de­tails to be re­vealed at the AMOS (Advanced Maui Optical and Space Surveillance) 2021 con­fer­ence, which starts to­day.

Mr Wozniak also shared a short video — a com­pi­la­tion of var­i­ous space de­vel­op­ments over time with in­spi­ra­tional voice over and mu­sic - that says that it’s up to us to do what is right and what is good … so the next gen­er­a­tion can be bet­ter to­gether”, along­side other generic plat­i­tudes.

Many pri­vate space com­pa­nies, such as Elon Musk’s SpaceX, Jeff Bezos’ Blue Origin, and Richard Branson’s Virgin Galactic, are at­tempt­ing to push space travel for pri­vate cit­i­zens, such as SpaceX’s Inspiration4 voy­age. Privateer, how­ever, ap­pears to be fo­cused on space de­bris, which is be­com­ing a ma­jor prob­lem around the Earth.

In a press re­lease for a 3D ti­ta­nium al­loy printer, spot­ted by Gizmodo, Privateer is de­scribed as a satellite com­pany fo­cused on mon­i­tor­ing and clean­ing up ob­jects in space”, with Mr Wozniak quoted as say­ing that the team at Privateer Space will be able to achieve the af­ford­abil­ity and light­weight­ing ca­pa­bil­i­ties needed to pave the way for our satel­lite de­sign and launch.”

The num­ber of ac­tive and de­funct satel­lites around the Earth has in­creased from 3300 to over 7600 in the last decade, and that num­ber could grow to as many as 100,000 satel­lites be­fore 2030.

Such a sub­stan­tial in­crease runs the risk pre­dicted in 1978 by Nasa sci­en­tist Donald Kessler: that the domino ef­fect of such an event could cre­ate an im­pen­e­tra­ble layer of de­bris that would make ter­res­trial space launches im­pos­si­ble — es­sen­tially trap­ping us on Earth.

Earlier this month, a group of for­mer as­tro­nauts, in­ter­na­tional space agen­cies, Nobel Laureates, and gov­ern­ment of­fi­cials across the world signed an open let­ter to stop anti-satel­lite weapons (ASAT) test­ing in or­der to try and ham­per this even­tu­al­ity.


Read the original on www.independent.co.uk »

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