TS Anil

It does. And that's why I said we're trying to figure out what's the differentiating thing that we can really uniquely bring.

So I think it's possible to be insanely ambitious and very disciplined at the same time. So it sounds like a catch-all, but let me explain what not doing that would look like. Not doing that would look like we look at the US and say, we have an okay product. Now let's just go buy growth. So that's being ambitious, but not being disciplined.

So I think it's possible to be insanely ambitious and very disciplined at the same time. So it sounds like a catch-all, but let me explain what not doing that would look like. Not doing that would look like we look at the US and say, we have an okay product. Now let's just go buy growth. So that's being ambitious, but not being disciplined.

So I think it's possible to be insanely ambitious and very disciplined at the same time. So it sounds like a catch-all, but let me explain what not doing that would look like. Not doing that would look like we look at the US and say, we have an okay product. Now let's just go buy growth. So that's being ambitious, but not being disciplined.

We're saying, we're going to build a great product first, not burn a whole bunch of cash on the way to getting there, not painting buses and doing crazy things anytime soon. Build a great product, see that customers are using it, it's resonating with them. And then sure as hell, be incredibly ambitious about building scale in that market.

We're saying, we're going to build a great product first, not burn a whole bunch of cash on the way to getting there, not painting buses and doing crazy things anytime soon. Build a great product, see that customers are using it, it's resonating with them. And then sure as hell, be incredibly ambitious about building scale in that market.

We're saying, we're going to build a great product first, not burn a whole bunch of cash on the way to getting there, not painting buses and doing crazy things anytime soon. Build a great product, see that customers are using it, it's resonating with them. And then sure as hell, be incredibly ambitious about building scale in that market.

So Europe is still building out the strategy, still working with the regulators, still sort of building out what we think the game looks like. In the meantime, we have people building product for the US. So in some sense, this is back to my sort of play across horizons point, right? Because you're planting flowers and bushes and trees all the time.

So Europe is still building out the strategy, still working with the regulators, still sort of building out what we think the game looks like. In the meantime, we have people building product for the US. So in some sense, this is back to my sort of play across horizons point, right? Because you're planting flowers and bushes and trees all the time.

So Europe is still building out the strategy, still working with the regulators, still sort of building out what we think the game looks like. In the meantime, we have people building product for the US. So in some sense, this is back to my sort of play across horizons point, right? Because you're planting flowers and bushes and trees all the time.

On a snapshot basis, this year, it's more like 3 in 7 in 90. Wow. 3 in U.S. ? Yeah, because I don't need to spend that just yet, right? I could take the opposite approach that says, no, no, no, I want to show user growth. I want to show numbers and I want to sort of manage this for a short term uptake. When does it become like 20?

On a snapshot basis, this year, it's more like 3 in 7 in 90. Wow. 3 in U.S. ? Yeah, because I don't need to spend that just yet, right? I could take the opposite approach that says, no, no, no, I want to show user growth. I want to show numbers and I want to sort of manage this for a short term uptake. When does it become like 20?

On a snapshot basis, this year, it's more like 3 in 7 in 90. Wow. 3 in U.S. ? Yeah, because I don't need to spend that just yet, right? I could take the opposite approach that says, no, no, no, I want to show user growth. I want to show numbers and I want to sort of manage this for a short term uptake. When does it become like 20?

On the other side of feeling like we've got the high conviction product. Absolutely. Not shy to invest, not shy to aim for big numbers and build an extraordinary business in the US, just like we have over here. But it's a little bit cart before the horse to say, why aren't we spending 20 today?

On the other side of feeling like we've got the high conviction product. Absolutely. Not shy to invest, not shy to aim for big numbers and build an extraordinary business in the US, just like we have over here. But it's a little bit cart before the horse to say, why aren't we spending 20 today?

On the other side of feeling like we've got the high conviction product. Absolutely. Not shy to invest, not shy to aim for big numbers and build an extraordinary business in the US, just like we have over here. But it's a little bit cart before the horse to say, why aren't we spending 20 today?

Here's the thing about Europe. Obviously, it's easy to see it as a single market, and it is in some ways, and it's not in a whole bunch of others. So when Europe is a different question than sort of which markets and so on, that's the work we're doing right now. Which do you think is the most important in Europe to win for you? I think in the long arc of time, everything, right?

Here's the thing about Europe. Obviously, it's easy to see it as a single market, and it is in some ways, and it's not in a whole bunch of others. So when Europe is a different question than sort of which markets and so on, that's the work we're doing right now. Which do you think is the most important in Europe to win for you? I think in the long arc of time, everything, right?

Here's the thing about Europe. Obviously, it's easy to see it as a single market, and it is in some ways, and it's not in a whole bunch of others. So when Europe is a different question than sort of which markets and so on, that's the work we're doing right now. Which do you think is the most important in Europe to win for you? I think in the long arc of time, everything, right?

We want to be big across Europe. Sequencing it as a function of where do we think size and odds of success sort of match up better. But the thing that we will do in the US, in Europe, just as we've done over here, like what won't change? Build a single global tech stack on the back of which we can build amazing products and ship them. Number two, build close to the customer, right?