Sasan Goodarzi

And from the outside looking in, it may seem like there are sort of parts and pieces, but within we're all solving for the same thing, which is how do you win as a platform? Yeah.

And from the outside looking in, it may seem like there are sort of parts and pieces, but within we're all solving for the same thing, which is how do you win as a platform? Yeah.

And from the outside looking in, it may seem like there are sort of parts and pieces, but within we're all solving for the same thing, which is how do you win as a platform? Yeah.

Well, when we make an acquisition, whether it's Credit Karma and or MailChimp, before we make the acquisition, we create jointly with the founder of the company, but really our broad leadership team that's informed of the potential acquisition. We create a six-pager. And this six-pager really lays out what are we going to do together? Why are we buying, in this case, MailChimp?

Well, when we make an acquisition, whether it's Credit Karma and or MailChimp, before we make the acquisition, we create jointly with the founder of the company, but really our broad leadership team that's informed of the potential acquisition. We create a six-pager. And this six-pager really lays out what are we going to do together? Why are we buying, in this case, MailChimp?

Well, when we make an acquisition, whether it's Credit Karma and or MailChimp, before we make the acquisition, we create jointly with the founder of the company, but really our broad leadership team that's informed of the potential acquisition. We create a six-pager. And this six-pager really lays out what are we going to do together? Why are we buying, in this case, MailChimp?

What's the vision of what we're trying to create? And the vision is integrate to create one platform. What are the key priorities? And particularly, we focus on acceleration, not integration. Although everything we do in the product is integration, in a company of our scale and size, clarity matters a lot. And so even basic things like,

What's the vision of what we're trying to create? And the vision is integrate to create one platform. What are the key priorities? And particularly, we focus on acceleration, not integration. Although everything we do in the product is integration, in a company of our scale and size, clarity matters a lot. And so even basic things like,

What's the vision of what we're trying to create? And the vision is integrate to create one platform. What are the key priorities? And particularly, we focus on acceleration, not integration. Although everything we do in the product is integration, in a company of our scale and size, clarity matters a lot. And so even basic things like,

what we will do in the first 90 days, what we will do in the first six months. And clearly as important, what we're not gonna do is all part, not only the six pager, but sort of the playbook. So to answer your question, part of the playbook all along was we're gonna create one platform.

what we will do in the first 90 days, what we will do in the first six months. And clearly as important, what we're not gonna do is all part, not only the six pager, but sort of the playbook. So to answer your question, part of the playbook all along was we're gonna create one platform.

what we will do in the first 90 days, what we will do in the first six months. And clearly as important, what we're not gonna do is all part, not only the six pager, but sort of the playbook. So to answer your question, part of the playbook all along was we're gonna create one platform.

And when I spoke to Rania years ago to take on this role, it was very clear at the end of the day, she would take on the CEO role and that would be the title for really an interim period from a cultural transformation, but her charter is the same. And at one point, that title, it's more about the SVP of the category. And so it's important to have those conversations upfront

And when I spoke to Rania years ago to take on this role, it was very clear at the end of the day, she would take on the CEO role and that would be the title for really an interim period from a cultural transformation, but her charter is the same. And at one point, that title, it's more about the SVP of the category. And so it's important to have those conversations upfront

And when I spoke to Rania years ago to take on this role, it was very clear at the end of the day, she would take on the CEO role and that would be the title for really an interim period from a cultural transformation, but her charter is the same. And at one point, that title, it's more about the SVP of the category. And so it's important to have those conversations upfront

We're, you know, very big on, we're not interested in leaders that are pursuing titles. Even when we recruit from the outside, we're interested in folks that want to really fight for the same cause. They're in love with our mission. And, of course, everybody has to be thoughtful about what's right for me as an individual. So we take all those things into consideration.

We're, you know, very big on, we're not interested in leaders that are pursuing titles. Even when we recruit from the outside, we're interested in folks that want to really fight for the same cause. They're in love with our mission. And, of course, everybody has to be thoughtful about what's right for me as an individual. So we take all those things into consideration.

We're, you know, very big on, we're not interested in leaders that are pursuing titles. Even when we recruit from the outside, we're interested in folks that want to really fight for the same cause. They're in love with our mission. And, of course, everybody has to be thoughtful about what's right for me as an individual. So we take all those things into consideration.

But we have these conversations, you know, up front, and it was just sort of part of the transition.

But we have these conversations, you know, up front, and it was just sort of part of the transition.