Sasan Goodarzi

So to specifically answer your question, one of the wonderful things about Credit Karma and MailChimp, and I'll just use Credit Karma in this case as an example, is the amount of consumer data that they have and the amount of consumer data that we have within TurboTax. And the reason it's a very attractive acquisition is then what we can do with customers' consent to

So to specifically answer your question, one of the wonderful things about Credit Karma and MailChimp, and I'll just use Credit Karma in this case as an example, is the amount of consumer data that they have and the amount of consumer data that we have within TurboTax. And the reason it's a very attractive acquisition is then what we can do with customers' consent to

So to specifically answer your question, one of the wonderful things about Credit Karma and MailChimp, and I'll just use Credit Karma in this case as an example, is the amount of consumer data that they have and the amount of consumer data that we have within TurboTax. And the reason it's a very attractive acquisition is then what we can do with customers' consent to

to use their data to deliver benefits to them that otherwise nobody else can, because we know a 360 view of their information. But rather than having to take their data lake and our data lake and the cloud that they sit on, which is Google Cloud, the rest of the company is on AWS, rather than integrating,

to use their data to deliver benefits to them that otherwise nobody else can, because we know a 360 view of their information. But rather than having to take their data lake and our data lake and the cloud that they sit on, which is Google Cloud, the rest of the company is on AWS, rather than integrating,

to use their data to deliver benefits to them that otherwise nobody else can, because we know a 360 view of their information. But rather than having to take their data lake and our data lake and the cloud that they sit on, which is Google Cloud, the rest of the company is on AWS, rather than integrating,

we actually innovated across the technologies where we built a data pipe where data is shared without all the data having to be all integrated, for instance. We've actually built bridges in terms of how Google Cloud and AWS work together. A lot of our technology innovation, because we're API-oriented services-based, is actually about connection versus integration.

we actually innovated across the technologies where we built a data pipe where data is shared without all the data having to be all integrated, for instance. We've actually built bridges in terms of how Google Cloud and AWS work together. A lot of our technology innovation, because we're API-oriented services-based, is actually about connection versus integration.

we actually innovated across the technologies where we built a data pipe where data is shared without all the data having to be all integrated, for instance. We've actually built bridges in terms of how Google Cloud and AWS work together. A lot of our technology innovation, because we're API-oriented services-based, is actually about connection versus integration.

That's really what has propelled what's possible because Credit Karma is a great platform, data platform, AI platform. We didn't have to replace it or create sort of one integration of a platform, but we built, in essence, pipes where we can achieve the product innovation for our customers. So that's the approach that we've been taking.

That's really what has propelled what's possible because Credit Karma is a great platform, data platform, AI platform. We didn't have to replace it or create sort of one integration of a platform, but we built, in essence, pipes where we can achieve the product innovation for our customers. So that's the approach that we've been taking.

That's really what has propelled what's possible because Credit Karma is a great platform, data platform, AI platform. We didn't have to replace it or create sort of one integration of a platform, but we built, in essence, pipes where we can achieve the product innovation for our customers. So that's the approach that we've been taking.

And that's what we do in the due diligence, just to make sure that we can, in fact, do that. Because of a platform of this scale, if you have to rewrite the entire code or integrate the stacks, it just becomes too much work and not worth it.

And that's what we do in the due diligence, just to make sure that we can, in fact, do that. Because of a platform of this scale, if you have to rewrite the entire code or integrate the stacks, it just becomes too much work and not worth it.

And that's what we do in the due diligence, just to make sure that we can, in fact, do that. Because of a platform of this scale, if you have to rewrite the entire code or integrate the stacks, it just becomes too much work and not worth it.

The big downsides is what I mentioned earlier, which is anytime you do due diligence, there's things you're going to be surprised to the upside. There's going to be things that you are surprised on the downside. And the devil is in the details. For instance, in one of the acquisitions, it wasn't on any cloud, and we've been working on getting all of it on AWS.

The big downsides is what I mentioned earlier, which is anytime you do due diligence, there's things you're going to be surprised to the upside. There's going to be things that you are surprised on the downside. And the devil is in the details. For instance, in one of the acquisitions, it wasn't on any cloud, and we've been working on getting all of it on AWS.

The big downsides is what I mentioned earlier, which is anytime you do due diligence, there's things you're going to be surprised to the upside. There's going to be things that you are surprised on the downside. And the devil is in the details. For instance, in one of the acquisitions, it wasn't on any cloud, and we've been working on getting all of it on AWS.

And that's taken about six months longer than what we thought. And so that's an element of an example of where you get surprised, where you assume it's going to take a six-month period to do something, but it takes a year. And we sort of bake that into our thinking that we're going to be wrong in certain instances.

And that's taken about six months longer than what we thought. And so that's an element of an example of where you get surprised, where you assume it's going to take a six-month period to do something, but it takes a year. And we sort of bake that into our thinking that we're going to be wrong in certain instances.