Sasan Goodarzi

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

We're really structured as a platform. What that means is we have a leader that runs our consumer platform. We have a leader that runs our business platform. We actually have a leader that looks at the network effect and the ecosystem effect between consumer and businesses.

We're really structured as a platform. What that means is we have a leader that runs our consumer platform. We have a leader that runs our business platform. We actually have a leader that looks at the network effect and the ecosystem effect between consumer and businesses.

We're really structured as a platform. What that means is we have a leader that runs our consumer platform. We have a leader that runs our business platform. We actually have a leader that looks at the network effect and the ecosystem effect between consumer and businesses.

And then we have a CTO that is really responsible for all of our technology in the company, all of the spend in technology and... The segment leaders, the consumer segment leader, the business segment leader, they decide what's most important to drive growth and deliver for customers.

And then we have a CTO that is really responsible for all of our technology in the company, all of the spend in technology and... The segment leaders, the consumer segment leader, the business segment leader, they decide what's most important to drive growth and deliver for customers.

And then we have a CTO that is really responsible for all of our technology in the company, all of the spend in technology and... The segment leaders, the consumer segment leader, the business segment leader, they decide what's most important to drive growth and deliver for customers.

It's our CTO that owns all the technology that then decides, how do I need to ensure that I allocate the dollars, the people to achieve what we want to achieve across the platform? And then we have a customer success platform leader that owns all of customer success across the company. And of course, then really very important roles around M&A, people and places, legal and finance.

It's our CTO that owns all the technology that then decides, how do I need to ensure that I allocate the dollars, the people to achieve what we want to achieve across the platform? And then we have a customer success platform leader that owns all of customer success across the company. And of course, then really very important roles around M&A, people and places, legal and finance.

It's our CTO that owns all the technology that then decides, how do I need to ensure that I allocate the dollars, the people to achieve what we want to achieve across the platform? And then we have a customer success platform leader that owns all of customer success across the company. And of course, then really very important roles around M&A, people and places, legal and finance.

But we run the company as a platform and the leaders in the case of the consumer and the business leader.

But we run the company as a platform and the leaders in the case of the consumer and the business leader.

But we run the company as a platform and the leaders in the case of the consumer and the business leader.

the business segment leader, they're responsible for the outcomes of the segment, but I also hold them accountable for how the company performs because I want to make sure we're making trade-offs to win as a company for customers and not just have blinders on in our segment, but we're in essence organized around being a platform.

the business segment leader, they're responsible for the outcomes of the segment, but I also hold them accountable for how the company performs because I want to make sure we're making trade-offs to win as a company for customers and not just have blinders on in our segment, but we're in essence organized around being a platform.

the business segment leader, they're responsible for the outcomes of the segment, but I also hold them accountable for how the company performs because I want to make sure we're making trade-offs to win as a company for customers and not just have blinders on in our segment, but we're in essence organized around being a platform.

I don't tie break enough. And sometimes I talk to the team about is enough stuff getting to me. So I don't play a huge tie breaker role. It's actually even better today than it was three to four years ago. And the reason is Mariana and Mark. Mariana runs our business segment. Mark runs our consumer segment. Mariana used to be our CTO.

I don't tie break enough. And sometimes I talk to the team about is enough stuff getting to me. So I don't play a huge tie breaker role. It's actually even better today than it was three to four years ago. And the reason is Mariana and Mark. Mariana runs our business segment. Mark runs our consumer segment. Mariana used to be our CTO.

I don't tie break enough. And sometimes I talk to the team about is enough stuff getting to me. So I don't play a huge tie breaker role. It's actually even better today than it was three to four years ago. And the reason is Mariana and Mark. Mariana runs our business segment. Mark runs our consumer segment. Mariana used to be our CTO.

She was heading up all of technology for the company before this role. And Mark was actually leading all of our customer success before stepping into running the consumer platform. We, in essence, promoted both of their proteges. And so my point is, there is a very, I would say, thoughtful collaboration between the team, because we're very clear about our strategy. We're very clear about