Merge branch 'fix-links-10' into 'main'

Fix broken links

See merge request !9575

content/handbook/company/okrs/fy20-q4.md

@@ -85,7 +85,7 @@ This [fiscal quarter](/handbook/finance/#fiscal-year) will run from November 1,
             1. CS Ops KR: Time to engage, onboarding complete, and first value delivery.
             1. CS Ops KR: Reporting delivered for 100% Enterprise and midmarket customers.
         1. **Comm SA: Define systematic Commercial presales technical buyers journey.**
-            1. Comm SA KR: [Formalized tech eval process for 3 segments Tier 1 MM, MM, SMB](https://gitlab.com/gitlab-com/customer-success/okrs/issues/17) => First iteration completed via new [Handbook page](/handbook/customer-success/comm-sales/customer-buyer-journey.html)
+            1. Comm SA KR: [Formalized tech eval process for 3 segments Tier 1 MM, MM, SMB](https://gitlab.com/gitlab-com/customer-success/okrs/issues/17) => First iteration completed via new [Handbook page](/handbook/customer-success/comm-sales/customer-buyer-journey/)
             1. Comm SA KR: [Tech eval and handoff processes updated](https://gitlab.com/gitlab-com/customer-success/okrs/issues/17) => Next iteration completed via [this Merge Request](https://gitlab.com/gitlab-com/www-gitlab-com/merge_requests/37506/diffs) and [this Handbook page](/handbook/customer-success/csm/account-handoff/)
         1. **SA West: Establish Enterprise Large presales tech eval process.**
             1. SA West KR: Identify success patterns.

content/handbook/company/okrs/fy24-q1.md

@@ -43,5 +43,5 @@ The source of truth for GitLab OKRs and KRs is [GitLab](https://gitlab.com/gitla
 1. CEO: [Grow careers through encouraging a customer result mindset](https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/7)
    1. **CEO KR**: [Get closer to our customers through conducting value stream assessments with 100% of global top 30 customers by Ultimate ARR](https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/15)
    1. **CEO KR**: [Increase underrepresented group manager from 13% to >=15% (US)](https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/1252)
-   1. **CEO KR**: [Maintain GitLab's fast pace through delivering first [Elevate](/handbook/people-group/learning-and-development/elevate/) trainings and improving post-onboarding survey scores: [https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/16](https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/16)
+   1. **CEO KR**: [Maintain GitLab's fast pace through delivering first [Elevate](/handbook/people-group/learning-and-development/elevate-programs/) trainings and improving post-onboarding survey scores: [https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/16](https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/16)
    1. **CEO KR**: Co-create with our customers by activating 20 [leading orgs](/handbook/marketing/developer-relations/leading-organizations): [https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/17](https://gitlab.com/gitlab-com/gitlab-OKRs/-/work_items/17)

content/handbook/company/purpose.md

@@ -78,7 +78,7 @@ We empower how people work by providing thought leadership on remote work which
 1. Collaboration with [The Last Mile](https://about.gitlab.com/blog/2020/11/13/thelastmile-gitlab/)
 1. Guidance and coaching on [how to use open source contributions to build resumes and network](https://thenewstack.io/the-opportunity-of-open-source-to-create-opportunities-for-others/)
 1. Participation in internship programs such as [Outreachy](https://about.gitlab.com/blog/2021/04/15/outreachy-sponsorship-winter-2020/) and [Google of Summer Code](https://summerofcode.withgoogle.com/organizations/4961424868114432/)
-1. [Engineering Internships](/handbook/engineering/internships/) at GitLab
+1. [Engineering Internships](/handbook/hiring/emerging-talent/) at GitLab
 1. [Engineering mentoring and coaching programs](/handbook/engineering/#mentorship-and-coaching-programs) for GitLab team members
 1. [GitLab Learn](https://gitlab.edcast.com/) courses which can create pathways for targeted groups (for example, career transitioning or new to Open Source)
 

content/handbook/company/stewardship.md

@@ -97,7 +97,7 @@ Also, [we do not say no by-default to having existing paid features contributed
 
 **Vendor Lock-In.**
 Premium features make it more difficult to switch workflows. -
-GitLab the product [plays well with others](/handbook/product/gitlab-the-product/#plays-well-with-others). As we outline,
+GitLab the product [plays well with others](/handbook/product/categories/gitlab-the-product/#plays-well-with-others). As we outline,
 > Many other applications [integrate with GitLab](https://about.gitlab.com/partners/technology-partners/integrate/), and we are open to adding new integrations to our [technology partners page](https://about.gitlab.com/partners/technology-partners/). New integrations with GitLab can vary in richness and complexity; from a simple webhook, and all the way to a [Project Service](https://docs.gitlab.com/ee/user/project/integrations/).
 > GitLab [welcomes and supports new integrations](https://about.gitlab.com/partners/technology-partners/integrate/) to be created to extend collaborations with other products. GitLab plays well with others by providing APIs for nearly anything you can do within GitLab. GitLab can be a [provider of authentication](https://docs.gitlab.com/ee/integration/oauth_provider.html) for external applications. **GitLab is open source so people are very welcome to add anything that they are missing.**
 
@@ -136,7 +136,7 @@ When someone contributes an *existing* feature to open-source it, we weigh a num
 1. What is the quality of the submitted code?
 1. Is it a complete replacement of the source-available functionality?
 1. Does it meet the [contribution acceptance criteria](https://docs.gitlab.com/ee/development/contributing/merge_request_workflow.html#contribution-acceptance-criteria)?
-1. Is it [more relevant for mid-market organizations or larger](/handbook/product/gitlab-the-product/#paid-tiers)?
+1. Is it [more relevant for mid-market organizations or larger](/handbook/product/categories/gitlab-the-product/#paid-tiers)?
 1. Is the person or organization submitting this using GitLab in an [SMB](/handbook/sales/#market-segmentation)?
 1. Did the person or organization submitting this contribute to GitLab before?
 1. Is it something that many of our existing customers chose our paid tiers for?

content/handbook/company/strategy.md

@@ -38,7 +38,7 @@ If we effectively seed and then nurture, we can fully activate GitLab's [two gro
 ## Assumptions
 
 1. [Open source user benefits](http://buytaert.net/acquia-retrospective-2015): significant advantages over proprietary software because of its faster innovation, higher quality, freedom from vendor lock-in, greater security, and lower total cost of ownership.
-1. [Open Source stewardship](/handbook/company/stewardship/): the wider community comes first, we [play well with others](/handbook/product/gitlab-the-product/#plays-well-with-others) and share the pie with other organizations commercializing GitLab.
+1. [Open Source stewardship](/handbook/company/stewardship/): the wider community comes first, we [play well with others](/handbook/product/categories/gitlab-the-product/#plays-well-with-others) and share the pie with other organizations commercializing GitLab.
 1. [Innersourcing](https://about.gitlab.com/blog/2014/09/05/innersourcing-using-the-open-source-workflow-to-improve-collaboration-within-an-organization/) is needed and companies will choose one solution top-down.
 1. A single application where [interdependence creates exceptional value](https://medium.com/@gerstenzang/developer-tools-why-it-s-hard-to-build-a-big-business-423436993f1c#.ie38a0cls) is superior to a collection of tools or a network of tools. Even so, good integrations are important for network effects and making it possible to integrate GitLab into an organization.
 1. To be sustainable we need an open core model that includes a proprietary GitLab EE.

content/handbook/company/working-groups/account-escalation-process.md

@@ -19,7 +19,7 @@ The Account Escalation Process Working Group aims to improve the cross-functiona
 
 ### Overview
 
-The [account escalation process](/handbook/support/workflows/emergency-to-escalation-process.html) can involve stakeholders from CS, Support, Engineering as well as
+The [account escalation process](/handbook/support/workflows/emergency-to-escalation-process/) can involve stakeholders from CS, Support, Engineering as well as
 Sales or other areas of the company. This is a keystone process that requires cross-functional attention to improve.
 
 ### Goals
@@ -48,4 +48,4 @@ This is a non-comprehensive list of topics to be discussed.
 | Member                  | @christiaanconover | Christiaan Conover | Director of Customer Success Management (AMER) |
 | Member                  | @manuel.kraft | Manuel Kraft | Customer Success Manager (EMEA) |
 | Member                  | @ricardoamarilla  | Ricardo Amarilla | Customer Success Manager (LATAM) |
-| Member                  | @afappiano  | Anthony Fappiano | Engineering Manager, [Reliability](/handbook/engineering/infrastructure/team/reliability/) |
+| Member                  | @afappiano  | Anthony Fappiano | Engineering Manager, [Reliability](/handbook/engineering/infrastructure/team/) |

content/handbook/company/working-groups/contributor-growth.md

@@ -24,7 +24,7 @@ Implement key business iterations that results in substantial and sustained incr
    1. Create additional retention recognition => Experimented with rewarding
    1. Addition Outreach effort => Experimented with frontend themed months
 1. Delivery key joint strategy of increasing community contributors
-   1. We delivered an [open source growth strategy](/handbook/engineering/open-source/growth-strategy.html)
+   1. We delivered an [open source growth strategy](/handbook/engineering/open-source/growth-strategy/)
    1. We further iterated towards the concepts of [Resident Contributors](https://docs.google.com/document/d/1ctO5ZLRnGb22tJwo4vb2ca5t-EwIpaVIFB6-IwdtCPg/edit) (only accessible from within the company)
 1. Setup first iteration of community cohort team
 1. Define follow up working process between Developer Relations and Contributor Success teams

content/handbook/company/working-groups/database-scalability/_index.md

@@ -66,7 +66,7 @@ Although this working group is closing, our work to improve GitLab's database an
 
 ### Overview
 
-Our current architecture relies, almost exclusively and by design, on a [single database](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/strategy.html#single-data-store) to be the sole and absolute manager of data in terms of storage, consistency, and query results collation. Strictly speaking, we use a single **logical** database that is implemented across several **physical** [replicas](/handbook/engineering/architecture/practice/scalability/#example-postgres-current-state) to handle load demands on the database backend (with the single pseudo-exception of storing diffs on object storage).  Regular analysis of database load, however, is showing that this approach is unsustainable, as the primary RW database server is experiencing high peaks that are approaching the limits of vertical scalability.
+Our current architecture relies, almost exclusively and by design, on a [single database](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/strategy/#single-data-store) to be the sole and absolute manager of data in terms of storage, consistency, and query results collation. Strictly speaking, we use a single **logical** database that is implemented across several **physical** [replicas](/handbook/engineering/architecture/practice/scalability/#example-postgres-current-state) to handle load demands on the database backend (with the single pseudo-exception of storing diffs on object storage).  Regular analysis of database load, however, is showing that this approach is unsustainable, as the primary RW database server is experiencing high peaks that are approaching the limits of vertical scalability.
 
 We explored [sharding]({{< ref "sharding" >}}) last year and scoped it to the database layer. We concluded that while there are solutions available in the market, they did not fit our requirements, both in financial and product fit terms, as they would have forced us into a solution that was difficult (if not impossible) to ship as part of the product.
 

content/handbook/company/working-groups/engineering-internship.md

@@ -11,7 +11,7 @@ description: "Establish an Engineering Internship to Hire program"
 | End Date        | March 28, 2023                                                                                                  |
 | Slack           | [#wg_engineering_internship_program](https://gitlab.slack.com/archives/C03GW8WMVA9)                             |
 | Google Doc      | [Working Group Agenda](https://docs.google.com/document/d/1hcuE6I6rvdISFk_zzYYdxFdJM4ONhRrGY499ydDUiWc/edit#)   |
-| Docs            | [Handbook Page](/handbook/engineering/internships/)                                     |
+| Docs            | [Handbook Page](/handbook/hiring/emerging-talent/)                                     |
 | Meetings        | This working group meets bi-weekly (every other week) on Tuesday 21:00 UTC                                      |
 | Documents       | [Working Group - Shared Folder](https://drive.google.com/drive/folders/1KUNilJ_WPwklFO1N5_oKiMmoCAlxtqRV)       |
 
@@ -43,7 +43,7 @@ This working group aims to build on the previous work from the [internship-pilot
 
 - ✅ Work through options to extend the internship in FY24
 
-Options to extend the [internship program for Engineering](/handbook/engineering/internships/) in FY24 and beyond are being worked through as part of the recruitment team emerging talent program.
+Options to extend the [internship program for Engineering](/handbook/hiring/emerging-talent/) in FY24 and beyond are being worked through as part of the recruitment team emerging talent program.
 
 ## Roles and Responsibilities
 

content/handbook/company/working-groups/incident-response-lifecycle.md

@@ -44,7 +44,7 @@ description: "The Incident Response Lifecyle working group is intended to docume
 ### How is IR done today?
 
 1. SIRT
-   - [Incident Response Guidance](/handbook/security/product-security/vulnerability-management/incident-response-guidance.html)
+   - [Incident Response Guidance](/handbook/security/product-security/vulnerability-management/incident-response-guidance/)
    - [Engaging Security Engineer On-Call]({{< ref "engaging-security-on-call" >}})
    - [GitLab SIRT On-Call Guide]({{< ref "secops-oncall" >}})
 1. [On-call](/handbook/engineering/on-call/)

content/handbook/company/working-groups/logging.md

@@ -91,7 +91,7 @@ description: "The GitLab Logging Working Group will have multiple business purpo
 - Delivery
   - As an Infrastructure Security Engineer, I need our logs to be scalable, consistent and reliable (no broken timestamps, no loss of data)
 - Retention
-  - As an Infrastructure Security Engineer, I need our logs to comply with [Retention & Disposal Requirements](/handbook/security/records-retention-deletion.html#retention--disposal-requirements-procedure), compliance with internal policies, standards, and regulatory requirements
+  - As an Infrastructure Security Engineer, I need our logs to comply with [Retention & Disposal Requirements](/handbook/security/records-retention-deletion/#retention--disposal-requirements-procedure), compliance with internal policies, standards, and regulatory requirements
 - Monitoring and Alerting
   - As an Infrastructure Security Engineer, I need to be able to easily analyze logs and threat findings for one or more infrastructure resources
   - As an Infrastructure Security Engineer, I need to be able to create alerts on rules and anomalies from my logs

content/handbook/company/working-groups/merge-request-report-widgets.md

@@ -16,7 +16,7 @@ description: "The GitLab Merge Request Report Widgets Working Group aim is to as
 | Pajamas documentation | [Region: Merge request reports](https://design.gitlab.com/regions/merge-request-reports) |
 | Design specs | [Pajamas UI Kit](https://www.figma.com/file/qEddyqCrI7kPSBjGmwkZzQ/Component-library?node-id=38193%3A30482) |
 | Associated OKRs | [product#2872](https://gitlab.com/gitlab-com/Product/-/issues/2872) |
-| DRIs for each Widget | [DRI list](/handbook/engineering/development/dev/create/code-review/report-widgets-dri-list.html) |
+| DRIs for each Widget | [DRI list](/handbook/engineering/development/dev/create/code-review/report-widgets-dri-list/) |
 
 ## Charter
 
@@ -55,7 +55,7 @@ The main target of the working group is not to implement everything themselves b
 
 #### Documentation outcomes
 
-- [DRI List (Eng. and UX)](/handbook/engineering/development/dev/create/code-review/report-widgets-dri-list.html)
+- [DRI List (Eng. and UX)](/handbook/engineering/development/dev/create/code-review/report-widgets-dri-list/)
 - [Component technical documentation](https://docs.gitlab.com/ee/development/fe_guide/merge_request_widget_extensions.html)
 - [Contributing further and extending](/handbook/product/cross-stage-features/merge-requests/)
 

content/handbook/company/working-groups/next-architecture-workflow.md

@@ -15,7 +15,7 @@ status: active
 
 ### Problem Statements
 
-1. [Cross-functional prioritization](/handbook/product/cross-functional-prioritization/) framework allocates
+1. [Cross-functional prioritization](/handbook/product/product-processes/cross-functional-prioritization/) framework allocates
    some amount of time towards maintenance activities. It is not prescriptive
    regarding how Engineering Managers and Engineers might coordinate across
    multiple teams to execute on large-scale cross-functional projects like those
@@ -48,7 +48,7 @@ great results by using it.
   [AppSec reviews](/handbook/security/product-security/application-security/runbooks/review-process),
   and [creation of release posts](/handbook/marketing/blog/release-posts/).
 - Develop strategy for incorporating this process and the Engineering roadmap into Product planning
-  and prioritization via the [Cross-functional Prioritization](/handbook/product/cross-functional-prioritization/) framework.
+  and prioritization via the [Cross-functional Prioritization](/handbook/product/product-processes/cross-functional-prioritization/) framework.
 
 ### Context
 
@@ -62,7 +62,7 @@ great results by using it.
   initiatives have a low rate of success. Many *choose* to produce blueprints
   as part of their exit criteria, but blueprints are not standard and do very
   little to ensure the work gets done.
-- [Cross-functional Prioritization](/handbook/product/cross-functional-prioritization/) aims to replace
+- [Cross-functional Prioritization](/handbook/product/product-processes/cross-functional-prioritization/) aims to replace
   [Engineering Allocations](/handbook/engineering/#engineering-allocation) but is not prescriptive
   regarding how efforts involving engineers across multiple Product stages will
   be coordinated.

content/handbook/company/working-groups/real-time/design_document.md

@@ -61,7 +61,7 @@ This diagram shows the current steps involved in establishing an open WebSocket
         participant Workhorse
         participant Rails/AC
 
-      
+
         Client->>Workhorse: HTTP GET `Upgrade: websocket`
         Workhorse->>Rails/AC: proxy
         Rails/AC->>Rails/AC: open connection
@@ -84,7 +84,7 @@ This diagram shows the current steps involved in establishing an open WebSocket
 
 ### Prototype model / Testing plan
 
-The feature is currently available for internal team-members to demo on the dev.gitlab.org instance. This is a [single-instance deployment of CE](/handbook/engineering/infrastructure/core-platform/systems/distribution/maintenance/dev-gitlab-org.html#devgitlaborg).
+The feature is currently available for internal team-members to demo on the dev.gitlab.org instance. This is a [single-instance deployment of CE](/handbook/engineering/infrastructure/core-platform/systems/distribution/maintenance/dev-gitlab-org/#devgitlaborg).
 
 [Performance testing Action Cable with Puma](https://gitlab.com/gitlab-org/quality/performance/-/issues/256) determined no impact on resource usage but only tested while idle. In the absence of simulated workloads, the recommendation was to [roll the feature out gradually](https://gitlab.com/gitlab-org/quality/performance/-/issues/256#note_444323391).
 

content/handbook/company/working-groups/sharding.md

@@ -19,11 +19,11 @@ We have decided to close this Sharding focused working group and will open a Sca
 
 Additionally, we have come to the consensus that sharding is not the desired approach for our long term scalability needs.  This decision was informed through investigation, proofs of concept, research, interviews and various implementation proposals.  Here's a brief list of items that helped to inform our decision to close this working group:
 
-- [Introducing PostgreSQL table partitioning to GitLab's database](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/partitioning.html)
-- [Table partitioning: Issue group search as an example](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/issue-group-search-partitioning.html)
-- [Sharding with CitusDB](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/citus.html)
-- [Postgres: Sharding with foreign data wrappers and partitioning](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/fdw-sharding.html)
-- [Sharding GitLab by root namespace](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/root-namespace-sharding.html)
+- [Introducing PostgreSQL table partitioning to GitLab's database](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/partitioning/)
+- [Table partitioning: Issue group search as an example](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/issue-group-search-partitioning/)
+- [Sharding with CitusDB](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/citus/)
+- [Postgres: Sharding with foreign data wrappers and partitioning](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/fdw-sharding/)
+- [Sharding GitLab by root namespace](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/root-namespace-sharding/)
 - [Database Sharding Proposal: Sharding by Namespace](https://drive.google.com/drive/search?q=sharding%20by%20namespace)
 - [An Alternateive Database Sharding Proposal: Tenant Sharding](https://drive.google.com/drive/search?q=Tenant%20sharding%20by%20namespace)
 
@@ -87,7 +87,7 @@ While we continue to investigate Namespace vs. Tenant sharding, we can continue
   - Measure results
 - Investigation
   - [x] [Explore CitusDB as a sharding solution](https://gitlab.com/gitlab-org/gitlab/issues/207833)
-  - [x] Document impact of [Sharding GitLab by root namespace](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/root-namespace-sharding.html#data-access-pattern)
+  - [x] Document impact of [Sharding GitLab by root namespace](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/root-namespace-sharding/#data-access-pattern)
     - Identify application changes required by namespace sharding
   - Review Tenant Sharding approach
     - Identify application changes required by namespace sharding
@@ -128,7 +128,7 @@ The agenda doc can be found in our Google Drive when searching for "Sharding Wor
   - Issue created to investigate issues where sharding would have helped
 - 2020-02-24
   - Partitioning Issue [Spike](https://gitlab.com/gitlab-org/gitlab/issues/201871)
-  - Handbook entry published [On table partitioning](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/partitioning.html)
+  - Handbook entry published [On table partitioning](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/partitioning/)
   - PG11 Nightly pipeline for [gitlab-org/gitlab](https://gitlab.com/gitlab-org/gitlab/issues/200036#note_291786476)
   - PG11 10k Reference Architecture [test](https://gitlab.com/gitlab-org/quality/team-tasks/issues/389#note_292242462)
 - 2020-03-02
@@ -136,7 +136,7 @@ The agenda doc can be found in our Google Drive when searching for "Sharding Wor
 - 2020-03-09
   - Incident Review [feedback](https://gitlab.com/gitlab-org/gitlab/issues/207327#breakdown-by-priority-and-severity)
   - Handbook entry update to explicitly set [priorities](https://gitlab.com/gitlab-com/www-gitlab-com/-/merge_requests/42496/diffs) for sharding
-  - Handbook entry [Introducing PostgreSQL table partitioning to GitLab's database](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/partitioning.html)
+  - Handbook entry [Introducing PostgreSQL table partitioning to GitLab's database](/handbook/engineering/infrastructure/core-platform/data_stores/database/doc/partitioning/)
 - 2020-03-16
   - Partitioning spike [complete](https://gitlab.com/gitlab-org/gitlab/-/issues/201871)
   - Run GDK against a [Citus Installation](https://gitlab.com/gitlab-org/gitlab/-/issues/207833#note_302891589)
@@ -193,4 +193,3 @@ The agenda doc can be found in our Google Drive when searching for "Sharding Wor
   - Working group updates
   - Timeline of Tenant vs. Namespace Sharding
   - Discussions of incremental database changes
-  
\ No newline at end of file

content/handbook/company/working-groups/token-management.md

@@ -33,7 +33,7 @@ The Token Management Working Group will deliver:
 
 - Publish the first iteration of an official token and secrets management policy that is based on the [Token Standard](https://gitlab.com/gitlab-com/gl-security/security-research/cryptographic-standards/-/blob/main/token-standard.md) previously created
   - Status: Complete
-  - Results: [GitLab Token Management Standard](/handbook/security/token-management-standard.html)
+  - Results: [GitLab Token Management Standard](/handbook/security/token-management-standard/)
 - Proposed fixes, with risk assessments, for each identified low effort high risk item
   - Status: Complete
   - Results: [Risk assessments](https://gitlab.com/gitlab-com/gl-security/product-security/appsec/appsec-team/-/issues/354) and [effort estimations](https://docs.google.com/spreadsheets/d/1selwO27d-Tk2KMlSy5ozY1DnHu7GmGxKO6o7axO7omc/edit#gid=0)

content/handbook/company/working-groups/transient-bugs.md

@@ -18,7 +18,7 @@ description: "Build tooling for transient issues and outline process for sustain
 
 Build tooling for transient issues and outline process to sustainable prevent transient issues early on.
 
-[Transient bugs](/handbook/engineering/infrastructure/engineering-productivity/issue-triage/index.html#transient-bugs) have become our focus in FY21Q4 OKRs. We have multiple cross-functional efforts and KRs in both Development and Quality and want to shore-up the momentum on addressing these issues earlier with the appropriate tooling and process in place.
+[Transient bugs](/handbook/engineering/infrastructure/engineering-productivity/issue-triage/#transient-bugs) have become our focus in FY21Q4 OKRs. We have multiple cross-functional efforts and KRs in both Development and Quality and want to shore-up the momentum on addressing these issues earlier with the appropriate tooling and process in place.
 
 ### Exit Criteria (100% progress)
 

content/handbook/customer-success/csm/_index.md

@@ -213,7 +213,7 @@ Landing Zones
 #### Digital Customer Programs
 
 - [Digital Customer Programs Handbook Page](/handbook/sales/field-operations/customer-success-operations/cs-ops-programs/)
-  - [CSM Assigned Customer Programs](/handbook/sales/field-operations/customer-success-operations/cs-ops-programs/available-programs/index.html#csm-assigned-account-programs)
+  - [CSM Assigned Customer Programs](/handbook/sales/field-operations/customer-success-operations/cs-ops-programs/available-programs/#csm-assigned-account-programs)
 
 ### CSM Managers
 

content/handbook/customer-success/csm/adoption-landing-zones/ci.md

@@ -55,7 +55,7 @@ description: "A page containing links to helpful CI resources for the CSM team a
        - [Pitch Template](https://gitlab.highspot.com/items/64d9afedc17499f9125f9ca3?lfrm=srp.1)
        - [Pitch Style](https://gitlab.highspot.com/items/63ca2a7a7d574a620e8b41e0?lfrm=srp.0)
 2. DevOps Solution Resource: Continous Integration: [Public Handbook Page](/handbook/marketing/brand-and-product-marketing/product-and-solution-marketing/usecase-gtm/ci/#sample-discovery-questions)
-3. CI Workshop Planning Overview: [Public Handbook Page](/handbook/customer-success/workshops/ci-workshop.html)
+3. CI Workshop Planning Overview: [Public Handbook Page](/handbook/customer-success/workshops/ci-workshop/)
 
 ## Migrating to GitLab
 

content/handbook/customer-success/csm/aspiring-leaders-program.md

@@ -52,7 +52,7 @@ Once you feel confident you're interested in exploring management, it's time to
       - Leave each meeting with agreed-upon action items for both parties.
 1. Read through the [leadership page](/handbook/leadership/) of the handbook.
    - See if any [recommended leadership books](/handbook/leadership/#books) interest you and, if so, [expense](/handbook/finance/expenses/#expense-policy-outline) them.
-1. Take the [Elevate](/handbook/people-group/learning-and-development/elevate/) course provided by the L&D team (formerly known as the [Manager Challenge](/handbook/people-group/learning-and-development/manager-challenge/)) if available.
+1. Take the [Elevate](/handbook/people-group/learning-and-development/elevate-programs/) course provided by the L&D team (formerly known as the [Manager Challenge](/handbook/people-group/learning-and-development/manager-challenge/)) if available.
 1. Take the [Crucial Conversations](/handbook/people-group/learning-and-development/learning-initiatives/#crucial-conversations) course.
 1. Review to see if there is a new [LifeLabs cohort](https://gitlab.com/gitlab-com/people-group/learning-development/training-curriculum/-/issues/29) coming soon.
 1. Take the [New Manager Foundations](https://www.linkedin.com/learning/new-manager-foundations-2/) LinkedIn Learning course.