Mark Zuckerberg

There's like different idioms for those.

And so I think that there's like all these interesting questions that sort of need to get answered around like, how does this stuff basically fit into all of what we're doing?

Then there's a whole other part of what we're doing, which is basically pushing on the infrastructure.

If you want to stand up a gigawatt cluster, then first of all, that has a lot of implications for...

for the way that we're doing infrastructure build-outs.

It has sort of political implications for how you engage with the different states where you're building that stuff.

It has financial implications for the company in terms of, all right, there's a lot of economic uncertainty in the world.

Do we go double down on infrastructure right now?

And if so, what other trade-offs do we want to make around the company?

Those are things that it's tough for other people to really make those kind of decisions.

And then I think that there's this question around, like, taste and quality, which is, like, when is something good enough that we want to ship it?

And I do feel like, in general, I'm the steward of that for the company, although, you know, we have a lot of other people I think have good taste as well who are also filters for different things.

But, yeah, I think that those are basically the areas.

But I think...

AI is interesting because more than some of the other stuff that we do, it is more of research and model led than really product led.

Like you can't just like design the product that you want and then try to build the model to fit into it.

You really need to like design the model first and like the capabilities that you want.

And then you get some emergent properties.

Then it's like, oh, you can build some different stuff because this kind of turned out in this way.

And I think at the end of the day, like,