Sasan Goodarzi

First of all, when I look back at the last five years, there are big decisions that I've made, and then there are really, really tough decisions that we've made, that I've made. And this is one of them, because at the end of the day, everyone we have in the company, we believe, is very talented. And when you make a decision like this, you're impacting people's lives. And so one...

First of all, when I look back at the last five years, there are big decisions that I've made, and then there are really, really tough decisions that we've made, that I've made. And this is one of them, because at the end of the day, everyone we have in the company, we believe, is very talented. And when you make a decision like this, you're impacting people's lives. And so one...

These decisions never come easy. The second is we were very clear across five areas, particularly our five bets. We've seen so much progress that as we thought about, this is part of our six-year and three-year mechanism. As we thought about the next two years, three years, and five years, we felt that it was important to accelerate investments in five key areas.

These decisions never come easy. The second is we were very clear across five areas, particularly our five bets. We've seen so much progress that as we thought about, this is part of our six-year and three-year mechanism. As we thought about the next two years, three years, and five years, we felt that it was important to accelerate investments in five key areas.

These decisions never come easy. The second is we were very clear across five areas, particularly our five bets. We've seen so much progress that as we thought about, this is part of our six-year and three-year mechanism. As we thought about the next two years, three years, and five years, we felt that it was important to accelerate investments in five key areas.

Majority of them are around our big bets. And we also felt that in order to do that, there was an opportunity to reallocate dollars from within while we, by the way, continue to add to our overall investment portfolio. So this was all driven by acceleration, momentum and growth. To answer your question in terms of how we picked those folks, it was all bottoms up.

Majority of them are around our big bets. And we also felt that in order to do that, there was an opportunity to reallocate dollars from within while we, by the way, continue to add to our overall investment portfolio. So this was all driven by acceleration, momentum and growth. To answer your question in terms of how we picked those folks, it was all bottoms up.

Majority of them are around our big bets. And we also felt that in order to do that, there was an opportunity to reallocate dollars from within while we, by the way, continue to add to our overall investment portfolio. So this was all driven by acceleration, momentum and growth. To answer your question in terms of how we picked those folks, it was all bottoms up.

We have a performance management system where, in essence, managers will go in and they will rate their employees. Generally, 10% of the company is what we call trajectory changing. About 20% exceeds expectations. So about 30% of the company exceeds or trajectory changing. And generally, about 60% to 65% are achieved expectations, which is, by the way,

We have a performance management system where, in essence, managers will go in and they will rate their employees. Generally, 10% of the company is what we call trajectory changing. About 20% exceeds expectations. So about 30% of the company exceeds or trajectory changing. And generally, about 60% to 65% are achieved expectations, which is, by the way,

We have a performance management system where, in essence, managers will go in and they will rate their employees. Generally, 10% of the company is what we call trajectory changing. About 20% exceeds expectations. So about 30% of the company exceeds or trajectory changing. And generally, about 60% to 65% are achieved expectations, which is, by the way,

We have very bold goals and to achieve expectations is actually really strong performance. And generally five to 10% that does not meet expectations. And that's a process that we go through once a year where managers will put into the system their ratings. And so this was done bottoms up at every layer of the organization. It was not a top-down decision.

We have very bold goals and to achieve expectations is actually really strong performance. And generally five to 10% that does not meet expectations. And that's a process that we go through once a year where managers will put into the system their ratings. And so this was done bottoms up at every layer of the organization. It was not a top-down decision.

We have very bold goals and to achieve expectations is actually really strong performance. And generally five to 10% that does not meet expectations. And that's a process that we go through once a year where managers will put into the system their ratings. And so this was done bottoms up at every layer of the organization. It was not a top-down decision.

But the decision that we made this year was that in order to move with the velocity that we need to move to reallocate the resources and the dollars, is that we would, in essence, lay off the 10% that fell into, it was actually more like 8% that fell into the bucket of does not meet expectations.

But the decision that we made this year was that in order to move with the velocity that we need to move to reallocate the resources and the dollars, is that we would, in essence, lay off the 10% that fell into, it was actually more like 8% that fell into the bucket of does not meet expectations.

But the decision that we made this year was that in order to move with the velocity that we need to move to reallocate the resources and the dollars, is that we would, in essence, lay off the 10% that fell into, it was actually more like 8% that fell into the bucket of does not meet expectations.

So that's the very bottoms up, very disciplined and rigorous, although very tough in terms of how we made the decision.

So that's the very bottoms up, very disciplined and rigorous, although very tough in terms of how we made the decision.

So that's the very bottoms up, very disciplined and rigorous, although very tough in terms of how we made the decision.