Willem Ave

The biggest challenge with Square, like I mentioned earlier, is that we serve multiple

every segment, right?

We serve food, retail, health and beauty services, kind of a long tail of other, um, kind of types of sellers.

Um, so the core decision that we had to make to when we kind of, kind of restructure around functional versus GM was, do we, do we organize by customer or do we organize by like, like functional surface?

Right.

So like, you know, do you need, do you need like a, a retail team that wakes up every single day living in

breathing kind of the retail customers and the retail workflows?

Or do you kind of just have more generic pillars like, you know, orders and payments and stuff like that?

I think ultimately the decision we came to was both and that we have kind of key

product areas that are focused on food and bev retail and local services and then we have a whole set of i would say like kind of foundational um product capabilities that span all the different um verticals and audiences they kind of work together to prioritize and build the best experiences give me an example of those capabilities

Banking is one.

We have a financial suite team.

So financial suite is, think about a lot of the cost of goods sold.

So things like reporting, accounting, kind of, et cetera.

Then we have a growth team, right?

Every team needs kind of a growth org that helps with onboarding, conversion, et cetera.

We have an identities and trust org, right?

Helping sellers take payments safely and effectively is super important.

We have a foundations team, right?

So one of the things you need in, I would say, most orgs, either functional or divisional, is a team that's helpful for ensuring that the general experience, right, whether that be like navigation, design systems, things like that, are cohesive and good.