Mark Zuckerberg

led me and i think a lot of other folks in the industry to think about hey are we are we kind of doing this as much as we should like can we is like could we make our companies better by pushing on some of these same principles

Yeah, I mean, that's it.

And that's it.

I mean, it's, and you basically have a significant number of people who, you know, this is just not the end of their time at Meta that they or, or I, you know, would have hoped for when they joined the company.

And,

I mean, running a company, people are constantly joining and leaving the company for different directions, but for different reasons.

And layoffs are uniquely challenging and tough in that you have a lot of people leaving

for reasons that aren't connected to their own performance or the culture not being a fit at that point.

It's really just, it's a kind of strategy decision and sometimes financially required.

But not fully in our case, especially on the changes that we made this year.

A lot of it was more kind of culturally and strategically driven by this push where I wanted us to become a stronger technology company with more of a focus on building more technical and more of a focus on building higher quality products faster.

And I just view the external world as quite volatile right now.

And I wanted to make sure that we had a stable position to be able to continue investing in these long-term ambitious projects that we have around continuing to push AI forward and continuing to push forward all the metaverse work.

And in order to do that in light of the

pretty big thrash that we had seen over the last 18 months you know some of it macroeconomic induced some of it specific some of it competitively induced some of it just because of bad decisions right or things that we got wrong and

um i don't know i just i decided that we needed to get to a point where we were a lot leaner and but look i mean but then okay it's it's one thing to do that to like decide that at a high level then the question is how do you execute that as compassionately as possible and there's no good way um there's no perfect way for sure and it's it's it's gonna be tough no matter what but i i

as a leadership team here, we've certainly spent a lot of time just thinking, okay, given that this is a thing that sucks, what is the most compassionate way that we can do this?

And that's what we've tried to do.

Yeah, I mean, I wanted to

I want to empower engineers more, the people who are building things, the technical teams.