Evan Spiegel

Obviously, software companies in particular, like ours, I think, are on the cutting edge of the way that AI is changing how things get built and what gets done.

We really wanted to bring some order to that chaos.

And so the way that we did that was really by starting with the jobs to be done for our community and our advertisers.

So getting really, really basic and straightforward on, okay,

you know for snapchatters right or jobs to be done it's as simple as like get people to download the app right get them to add their close friends you know get them to you know i don't know use lenses something like that on the advertiser front right it could be you know getting bringing people into the ad platform configuring their campaign etc and so by listing out all these jobs to be done you know really for the for the community journey and for advertisers as well

it became very clear where we could use agents, where we needed to be very focused in terms of building cross-functional teams around those jobs supported by AI tools.

And it's also given us, I think, a really helpful mechanism to track our progress against the business outcomes for each of those jobs.

So I think...

For us, while I think in this moment of time, you certainly want to have a thousand flowers bloom and people are building agents and experimenting, I think at the same time, making sure that we stay focused on what matters to our community, what matters to advertisers is really, really important.

Yeah, I think it's hard to comprehend how much the job changes over time.

I mean, it's really quite extraordinary to go from, you know, in the early days with Bobby and I, I was, you know, helping design the product, but I was also answering customer support emails.

I was, you know, trying to get our legal filing sorted out.

I was trying to raise money, right?

As, you know, the company grows and things evolve, like so much more of the job is about leadership, right, about making sure you're really developing people, selecting the right people to be on the team, developing the culture, doing that really, really seriously.

And, you know, in some ways, creating a structure that can enforce that, you know, to have a cohesive culture and a vision around the company.

Yeah.

you know, it becomes about strategy, right?

Managing through, you know, enormous change, like what we're seeing with artificial intelligence today, but also, you know, several years ago, managing through the pandemic or managing through rebuilding our advertising platform as the landscape, you know, changed.

So the job has just changed so dramatically.

And I think that's part of what's so energizing about it, what I enjoy so much about it, but it's also something I like never in a million years could have imagined