Add GitLab.com strategy

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This MR adds a direction page for gitlab.com, where we will host the gitlab.com strategy that cascades down to and aligns with other groups direction in SaaS Platforms

Preview link - https://dotcom-strategy.about.gitlab-review.app/direction/saas-platforms/dotcom/

Author and Reviewer Checklist

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• Provided a concise title for this Merge Request (MR)
• Added a description to this MR explaining the reasons for the proposed change, per say why, not just what
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  • Team: For changes that affect your direct team, share in your group Slack channel
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Commits

• Init Draft

---

source/direction/saas-platforms/dotcom/index.html.md

@@ -10,13 +10,9 @@ canonical_path: "/direction/saas-platforms/dotcom/"
 ## Overview
-GitLab is available in three deployment methods: Self-managed, multi-tenant SaaS (commonly referred to as GitLab.com), and our single-tenant SaaS solution GitLab Dedicated.
-Our multi-tenant SaaS platform, GitLab.com, provides the easiest and quickest way to adopt GitLab and the lowest overall total cost of ownership. GitLab.com is targeted at early adopting Mid Market, SMB and ICs.
-
-GitLab Dedicated, our single-tenant SaaS platform, provides strong tenant isolation, private networking, and is available in specific regions. GitLab Dedicated is targeted at large enterprises in regulated industries with strict compliance needs.
-
-Our SaaS offerings make up an [increasing percentage of revenue](https://ir.gitlab.com/node/7861/html) and we see further growth opportunities because of the benefits of SaaS for our customers. For this reason, we continue to advance our [GitLab-hosted first](https://about.gitlab.com/direction/#gitlab-hosted-first) theme.
+Our multi-tenant SaaS platform, GitLab.com, provides the easiest and quickest way to adopt GitLab and the lowest overall total cost of ownership. GitLab.com should be the default for all customer profiles.
+Our SaaS offerings make up an [increasing percentage of revenue](https://ir.gitlab.com/financials/quarterly-results/default.aspx) and we see further growth opportunities because of the benefits of SaaS for our customers. 
 ## Challenges
 <!-- Optional section. What are our constraints? (team size, product maturity, lack of brand, GTM challenges, etc). What are our market/competitive challenges? -->
@@ -25,6 +21,18 @@ Our SaaS offerings make up an [increasing percentage of revenue](https://ir.gitl
 Example Challenges subsection
+### High Operational Load
+
+Gitlab.com teams are responsible for the continued operations of the systems that are essential to deliver our mutli tenant platform. Onboarding, operating, and maintaining these systems have a high cognitive and operational load. As a consequence, project work that could evolve our deployment capabilities and unlock new business opportunities can be deprioritized over “keep the lights on work” which prevents/mitigates user impact.
+
+### Ownership of a Shared Platform
+
+GitLab teams have a large amount of autonomy and are empowered to work on things that are the most important for their stage and user base. This can be great for the development of features, categories and stages, but can create a challenging environment for building and operating a platform at scale. Since stage teams are empowered to make the changes they need and GitLab operates with a bias for action, stage teams may decide that a shared implementation does not fit their requirements and end up building their own. This can lead to redundancy, the inability to share and re-use code and ultimately increases the tech debt of GitLab. It is therefore important to balance the overall velocity and scalability of GitLab with individual stage team's desire to ship value to our customers.
+
+### Staffing & Perception
+
+Infrastrucutre teams are typically staffed very lean as a consequence of being understood as a "cost centre" for the business. Preventative cost avoidance is hard to account for and model and often leads to underinvestment in groups that prevent and manage negative business outcomes. We are already starting to change the perception of SaaS Platforms into a revenue generator or "profit centre" with GitLab Dedicated and Runway and there is a significant opportunity to build more compelling faetures which further drive our transformation into a principal revenue generator for GitLab.
+
 ## 3-5 Year Strategy
 <!-- Where will the product be in 3 years? How will the customer's life/workflow be different in 3 years as a result of our product? -->