Sasan Goodarzi

Probably one of our largest advantages in the company is what we term our Intuit operating system. It's the mechanisms in which we run the company. And this is important context to answer your question. If you look at our mechanisms, We have a set of mechanisms around how we set expectations and set strategy. We have a set of mechanisms in terms of execution.

Probably one of our largest advantages in the company is what we term our Intuit operating system. It's the mechanisms in which we run the company. And this is important context to answer your question. If you look at our mechanisms, We have a set of mechanisms around how we set expectations and set strategy. We have a set of mechanisms in terms of execution.

Probably one of our largest advantages in the company is what we term our Intuit operating system. It's the mechanisms in which we run the company. And this is important context to answer your question. If you look at our mechanisms, We have a set of mechanisms around how we set expectations and set strategy. We have a set of mechanisms in terms of execution.

And then we have a set of mechanisms in terms of how we galvanize the leaders at all levels and all of our employees. And so, therefore, we have mechanisms like six-year plan. And it's not a financial plan. It's actually just looking way into the future and looking back to consider what has to change. We have three- and one-year plan mechanisms.

And then we have a set of mechanisms in terms of how we galvanize the leaders at all levels and all of our employees. And so, therefore, we have mechanisms like six-year plan. And it's not a financial plan. It's actually just looking way into the future and looking back to consider what has to change. We have three- and one-year plan mechanisms.

And then we have a set of mechanisms in terms of how we galvanize the leaders at all levels and all of our employees. And so, therefore, we have mechanisms like six-year plan. And it's not a financial plan. It's actually just looking way into the future and looking back to consider what has to change. We have three- and one-year plan mechanisms.

I won't bore you with all the mechanisms, but that's important to context to answer your question. Our six-year mechanism is really structured such that we question everything that we do. One of the things that we believe in strongly, I believe in strongly is never to fall in love with what you've declared and always fall in love with the customer and the trends and how the world is moving.

I won't bore you with all the mechanisms, but that's important to context to answer your question. Our six-year mechanism is really structured such that we question everything that we do. One of the things that we believe in strongly, I believe in strongly is never to fall in love with what you've declared and always fall in love with the customer and the trends and how the world is moving.

I won't bore you with all the mechanisms, but that's important to context to answer your question. Our six-year mechanism is really structured such that we question everything that we do. One of the things that we believe in strongly, I believe in strongly is never to fall in love with what you've declared and always fall in love with the customer and the trends and how the world is moving.

So our mechanisms are set up for certain outcomes and decisions. Our six-year mechanism, the decision is, does anything change in our strategy and bets? And if so, what is it? So the output of it, the decision is, what changed and why?

So our mechanisms are set up for certain outcomes and decisions. Our six-year mechanism, the decision is, does anything change in our strategy and bets? And if so, what is it? So the output of it, the decision is, what changed and why?

So our mechanisms are set up for certain outcomes and decisions. Our six-year mechanism, the decision is, does anything change in our strategy and bets? And if so, what is it? So the output of it, the decision is, what changed and why?

Our three- and one-year plan mechanism is all structured around not only the key priorities, but the actual deliverables, what we call input goals, which is a best practice we borrowed from Amazon. where every input goal has a leader assigned to it, has success measures, and we ensure that it's resourced, and we also know what's below the line.

Our three- and one-year plan mechanism is all structured around not only the key priorities, but the actual deliverables, what we call input goals, which is a best practice we borrowed from Amazon. where every input goal has a leader assigned to it, has success measures, and we ensure that it's resourced, and we also know what's below the line.

Our three- and one-year plan mechanism is all structured around not only the key priorities, but the actual deliverables, what we call input goals, which is a best practice we borrowed from Amazon. where every input goal has a leader assigned to it, has success measures, and we ensure that it's resourced, and we also know what's below the line.

Those are all decisions that our teams make, but the decisions that I make are capital allocation, because not everything is created equal, and where do we put our dollars and capital? And then the last one is we spend a lot of time on culture and people. And those are decisions I'm involved with.

Those are all decisions that our teams make, but the decisions that I make are capital allocation, because not everything is created equal, and where do we put our dollars and capital? And then the last one is we spend a lot of time on culture and people. And those are decisions I'm involved with.

Those are all decisions that our teams make, but the decisions that I make are capital allocation, because not everything is created equal, and where do we put our dollars and capital? And then the last one is we spend a lot of time on culture and people. And those are decisions I'm involved with.

Like just last week, we had an all day, which we have it four times a year, all day session focused on people and succession planning. Those are decisions, right? Who's potential successor for key roles. And a principle that we have is teams can propose who the successors are, but if it's a direct report, to the CEO one day, I decide if they're actual schedules. So those are decisions.

Like just last week, we had an all day, which we have it four times a year, all day session focused on people and succession planning. Those are decisions, right? Who's potential successor for key roles. And a principle that we have is teams can propose who the successors are, but if it's a direct report, to the CEO one day, I decide if they're actual schedules. So those are decisions.