Sasan Goodarzi

even our payroll offering, MailChimp, Credit Karma, they're all acquisitions. But to answer your question, particularly in the last five years, a lot of our platform play and where we are today has been based on a lot of organic innovation and investment.

But also we bought these two sort of big brands, two number ones in their space, Credit Karma and MailChimp, because one, they come with a lot of data And a lot of sort of AI capabilities, particularly Credit Karma has a lot of machine learning and really AI capabilities that we've coined as Lightbox, which I can get into at some point down the road if you're interested.

But also we bought these two sort of big brands, two number ones in their space, Credit Karma and MailChimp, because one, they come with a lot of data And a lot of sort of AI capabilities, particularly Credit Karma has a lot of machine learning and really AI capabilities that we've coined as Lightbox, which I can get into at some point down the road if you're interested.

But also we bought these two sort of big brands, two number ones in their space, Credit Karma and MailChimp, because one, they come with a lot of data And a lot of sort of AI capabilities, particularly Credit Karma has a lot of machine learning and really AI capabilities that we've coined as Lightbox, which I can get into at some point down the road if you're interested.

And really the intent of all of this is to create one platform. It's to really integrate the products.

And really the intent of all of this is to create one platform. It's to really integrate the products.

And really the intent of all of this is to create one platform. It's to really integrate the products.

customer back so that customers in one place can grow their business run their business and as a consumer be able to manage your personal life so i think five years from now we're going to look back and go wow the addition of all the things you had plus what you did with credit karma and mailchimp were just really the key to ignite the next chapter of the company but the answer to your question is yes we're stitching it all together to create one seamless platform

customer back so that customers in one place can grow their business run their business and as a consumer be able to manage your personal life so i think five years from now we're going to look back and go wow the addition of all the things you had plus what you did with credit karma and mailchimp were just really the key to ignite the next chapter of the company but the answer to your question is yes we're stitching it all together to create one seamless platform

customer back so that customers in one place can grow their business run their business and as a consumer be able to manage your personal life so i think five years from now we're going to look back and go wow the addition of all the things you had plus what you did with credit karma and mailchimp were just really the key to ignite the next chapter of the company but the answer to your question is yes we're stitching it all together to create one seamless platform

Yeah, well, first of all, the way we run the company, we're very intentional about goal setting, sort of the three, four things that really are key artifacts that create who we are today. It's our True North goals, which is how we set goals for the company. Two, it's our mission. And third, it's our values. And then last but not least is sort of our strategy and the five bets of the company.

Yeah, well, first of all, the way we run the company, we're very intentional about goal setting, sort of the three, four things that really are key artifacts that create who we are today. It's our True North goals, which is how we set goals for the company. Two, it's our mission. And third, it's our values. And then last but not least is sort of our strategy and the five bets of the company.

Yeah, well, first of all, the way we run the company, we're very intentional about goal setting, sort of the three, four things that really are key artifacts that create who we are today. It's our True North goals, which is how we set goals for the company. Two, it's our mission. And third, it's our values. And then last but not least is sort of our strategy and the five bets of the company.

Those four things are the way we run the company. And the reason I started there is we have very specific leaders that, you know, lead parts of the company and But the expectation, the goals are about how we are creating a platform. And so, for instance, in the case of MailChimp, the charter of MailChimp is not to be run standalone.

Those four things are the way we run the company. And the reason I started there is we have very specific leaders that, you know, lead parts of the company and But the expectation, the goals are about how we are creating a platform. And so, for instance, in the case of MailChimp, the charter of MailChimp is not to be run standalone.

Those four things are the way we run the company. And the reason I started there is we have very specific leaders that, you know, lead parts of the company and But the expectation, the goals are about how we are creating a platform. And so, for instance, in the case of MailChimp, the charter of MailChimp is not to be run standalone.

It has two charters, just like payments, payroll, our accounting team. The charter is one. It's about how we integrate across the platform because we win as a platform. That's a lot of what's ignited our growth over the years.

It has two charters, just like payments, payroll, our accounting team. The charter is one. It's about how we integrate across the platform because we win as a platform. That's a lot of what's ignited our growth over the years.

It has two charters, just like payments, payroll, our accounting team. The charter is one. It's about how we integrate across the platform because we win as a platform. That's a lot of what's ignited our growth over the years.

But then too, on a standalone basis, whether it's MailChimp, whether it's payments, whether it's payroll, whether it's TurboTax, they have to be good products and they have to perform on a standalone basis. So the expectations are such that we win as a platform. and how we integrate our products to be able to win. And that's how I measure every leader.