Sasan Goodarzi

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.

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.

And so if you were to spend a week in the company, what you'd really get a sense for is what we're trying to do to win with our business platform, what we're trying to do to win with our consumer platform versus There's a bunch of pieces and parts and everybody is working towards their own true north. There's really one true north that we really work towards. And that's how we run the company.

And so if you were to spend a week in the company, what you'd really get a sense for is what we're trying to do to win with our business platform, what we're trying to do to win with our consumer platform versus There's a bunch of pieces and parts and everybody is working towards their own true north. There's really one true north that we really work towards. And that's how we run the company.

And so if you were to spend a week in the company, what you'd really get a sense for is what we're trying to do to win with our business platform, what we're trying to do to win with our consumer platform versus There's a bunch of pieces and parts and everybody is working towards their own true north. There's really one true north that we really work towards. And that's how we run the company.

It's our leadership expectations. It's the mechanisms of the company and how we measure success.

It's our leadership expectations. It's the mechanisms of the company and how we measure success.

It's our leadership expectations. It's the mechanisms of the company and how we measure success.

Let me be clear. Ronnie is no longer the CEO of MailChimp. She is the segment leader, senior vice president that runs our grow segment. MailChimp is a part of it. And we did that very intentionally at the beginning just from a cultural integration. But we don't have CEOs within the company. Even Joe Kaufman that runs our Credit Karma business, he is –

Let me be clear. Ronnie is no longer the CEO of MailChimp. She is the segment leader, senior vice president that runs our grow segment. MailChimp is a part of it. And we did that very intentionally at the beginning just from a cultural integration. But we don't have CEOs within the company. Even Joe Kaufman that runs our Credit Karma business, he is –

Let me be clear. Ronnie is no longer the CEO of MailChimp. She is the segment leader, senior vice president that runs our grow segment. MailChimp is a part of it. And we did that very intentionally at the beginning just from a cultural integration. But we don't have CEOs within the company. Even Joe Kaufman that runs our Credit Karma business, he is –

reporting now to Mark Norturani that owns our consumer business. And he is the head of Credit Karma, a senior vice president that runs Credit Karma. So the first thing I wanted to sort of start with is that CEO element was just a cultural transition. We have leaders that at the end of the day, when they look at their paycheck, it's Intuit, and their expectation is to serve our customers.

reporting now to Mark Norturani that owns our consumer business. And he is the head of Credit Karma, a senior vice president that runs Credit Karma. So the first thing I wanted to sort of start with is that CEO element was just a cultural transition. We have leaders that at the end of the day, when they look at their paycheck, it's Intuit, and their expectation is to serve our customers.

reporting now to Mark Norturani that owns our consumer business. And he is the head of Credit Karma, a senior vice president that runs Credit Karma. So the first thing I wanted to sort of start with is that CEO element was just a cultural transition. We have leaders that at the end of the day, when they look at their paycheck, it's Intuit, and their expectation is to serve our customers.

And it goes back to the way I answered the question earlier. If you were within the company, what you'd get a sense for is really two things. One, we have mission-based teams because in order for teams to have a cause to fight for, they have to know they're fighting for creating the best sort of payments capabilities, bill pay capability, accounting capability.

And it goes back to the way I answered the question earlier. If you were within the company, what you'd get a sense for is really two things. One, we have mission-based teams because in order for teams to have a cause to fight for, they have to know they're fighting for creating the best sort of payments capabilities, bill pay capability, accounting capability.

And it goes back to the way I answered the question earlier. If you were within the company, what you'd get a sense for is really two things. One, we have mission-based teams because in order for teams to have a cause to fight for, they have to know they're fighting for creating the best sort of payments capabilities, bill pay capability, accounting capability.

And that's what we term mission-based teams. They have a mission. And their focus is that mission, payments, MailChimp, TurboTax, whatever it may be. But the other element is the leader's job is the mission is the platform and to win as a platform. And so it's really our discipline and our rigor and how we run the company is actually our strength.

And that's what we term mission-based teams. They have a mission. And their focus is that mission, payments, MailChimp, TurboTax, whatever it may be. But the other element is the leader's job is the mission is the platform and to win as a platform. And so it's really our discipline and our rigor and how we run the company is actually our strength.

And that's what we term mission-based teams. They have a mission. And their focus is that mission, payments, MailChimp, TurboTax, whatever it may be. But the other element is the leader's job is the mission is the platform and to win as a platform. And so it's really our discipline and our rigor and how we run the company is actually our strength.