Sasan Goodarzi

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

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

the deliverables for both the year and the next three years out. A lot of the discussions and tie-breaking happens between the team. Of course, I get involved particularly very deeply in our one and three-year mechanism. That's a mechanism where not only do we review priorities, but we actually review very specific, what are the deliverables for this year?

the deliverables for both the year and the next three years out. A lot of the discussions and tie-breaking happens between the team. Of course, I get involved particularly very deeply in our one and three-year mechanism. That's a mechanism where not only do we review priorities, but we actually review very specific, what are the deliverables for this year?

the deliverables for both the year and the next three years out. A lot of the discussions and tie-breaking happens between the team. Of course, I get involved particularly very deeply in our one and three-year mechanism. That's a mechanism where not only do we review priorities, but we actually review very specific, what are the deliverables for this year?

What are the deliverables for the next three years? What's resource, what's not, and why? And Sandeep and I, our CFO and I, will get involved if we feel like there are certain areas where the team has made all of the resource allocation trade-offs, but we have an opportunity to fund even more opportunities and we'll get involved in those types of decisions.

What are the deliverables for the next three years? What's resource, what's not, and why? And Sandeep and I, our CFO and I, will get involved if we feel like there are certain areas where the team has made all of the resource allocation trade-offs, but we have an opportunity to fund even more opportunities and we'll get involved in those types of decisions.

What are the deliverables for the next three years? What's resource, what's not, and why? And Sandeep and I, our CFO and I, will get involved if we feel like there are certain areas where the team has made all of the resource allocation trade-offs, but we have an opportunity to fund even more opportunities and we'll get involved in those types of decisions.

But I have a lot of gratitude for my team because of the mobility that we've had. They've seen all parts of the company. There's a lot of just natural debate and sort of trade-off decisions that's made within the team without an escalation to me. But once in a while, maybe once every couple of months, there's something I have to get involved with just to break a tie or make a resource decision.

But I have a lot of gratitude for my team because of the mobility that we've had. They've seen all parts of the company. There's a lot of just natural debate and sort of trade-off decisions that's made within the team without an escalation to me. But once in a while, maybe once every couple of months, there's something I have to get involved with just to break a tie or make a resource decision.

But I have a lot of gratitude for my team because of the mobility that we've had. They've seen all parts of the company. There's a lot of just natural debate and sort of trade-off decisions that's made within the team without an escalation to me. But once in a while, maybe once every couple of months, there's something I have to get involved with just to break a tie or make a resource decision.

do a lot of diligence before we make an acquisition. Let me be clear, no matter how good you are at due diligence, there are things you're going to get surprised with on the upside once it's done, and there are things you're going to get surprised with to the downside. But the three areas where we spend a lot of time on due diligence is one, just cultural fit.

do a lot of diligence before we make an acquisition. Let me be clear, no matter how good you are at due diligence, there are things you're going to get surprised with on the upside once it's done, and there are things you're going to get surprised with to the downside. But the three areas where we spend a lot of time on due diligence is one, just cultural fit.

do a lot of diligence before we make an acquisition. Let me be clear, no matter how good you are at due diligence, there are things you're going to get surprised with on the upside once it's done, and there are things you're going to get surprised with to the downside. But the three areas where we spend a lot of time on due diligence is one, just cultural fit.

because I have a very strong belief that no matter how great of a strategic fit something is, if you got two cultures that may clash, it's just not going to work. So we do a culture, deep culture assessment, and I personally get involved depending on the size of the deal to really assess the culture for myself as well. We, of course, do a very deep strategic assessment.

because I have a very strong belief that no matter how great of a strategic fit something is, if you got two cultures that may clash, it's just not going to work. So we do a culture, deep culture assessment, and I personally get involved depending on the size of the deal to really assess the culture for myself as well. We, of course, do a very deep strategic assessment.

because I have a very strong belief that no matter how great of a strategic fit something is, if you got two cultures that may clash, it's just not going to work. So we do a culture, deep culture assessment, and I personally get involved depending on the size of the deal to really assess the culture for myself as well. We, of course, do a very deep strategic assessment.

Then we do a very deep capability assessment. So this goes to your question, you know, we will assess like, What's their compensation schemes? What are the systems they have? But most importantly, we really thoroughly assess both their data and technology capabilities. And we have come a long ways, and so has technology in terms of integration.

Then we do a very deep capability assessment. So this goes to your question, you know, we will assess like, What's their compensation schemes? What are the systems they have? But most importantly, we really thoroughly assess both their data and technology capabilities. And we have come a long ways, and so has technology in terms of integration.

Then we do a very deep capability assessment. So this goes to your question, you know, we will assess like, What's their compensation schemes? What are the systems they have? But most importantly, we really thoroughly assess both their data and technology capabilities. And we have come a long ways, and so has technology in terms of integration.