Willem Ave

And then we went to Square, let's say 2.0.

This is where Cash App kind of grew and scaled as a separate business unit.

Within Square, there was a GM divisional structure where we kind of really exploded our software ecosystem to help sellers with a bunch of different jobs, right?

There was a GM for the staff tools and there was a GM for...

um kind of the order system etc as you know companies go between kind of divisional or functional structures all the time for various reasons um and i don't think there's a single right one for every company right they just it depends on the circumstance and the culture and the kind of market and a bunch of other reasons this is the underlying thesis of the show this is why i get to ask the question every time because i was like i picked one yeah

Yeah, yeah, totally.

And I do think they oscillate based on different things.

And I think the reason that kind of leads us to Square 3.0, which is really that there was a realization that the benefit of Block as a company and the benefit of the two great products that we've built with Cash App and Square is that their strength really is that the connections between the business units, it was just very difficult to do that in a divisional model, right?

Like the incentives are just completely misaligned.

Divisional models work super well if you have like completely separate P&Ls and the products rarely have to talk to each other and you can kind of hire and build whatever cultures you want within each of those areas.

It doesn't work super well when you want kind of that, you know, one plus one to equal three, let's just say, right?

And I think that's kind of the realization for Square 3.0 is that we wanted to, one, build with velocity across the business units and two, kind of really build interesting products at the intersection between all those.

So that's kind of the journey I believe Square has gone over the past couple of years.

And one of the reasons why, like very invigorating to work.

I've been here for almost 11 years, a little over 11 years now.

And I think it's the ability to move fast, the ability to make quick decisions, and the ability to kind of build these products at the intersection of both the business units, just incredibly exciting and fun.

I'll talk in generalities.

We don't share them publicly, but Block has about 12,000 and we're capped.

We're not growing past 12,000.

And then Square's, I believe, roughly like 4,000 or so.