Willem Ave

And it kind of acts as a check and a balance to a lot of the product teams that are moving very fast to build capabilities across their areas.

And then there's a couple other product areas as well.

Customers, for example, staff and payroll, it could kind of keep going on.

The ecosystem is broad.

It really starts with the strategy and the customer problem, right?

So we strategically say that QSRs and F&B is a priority for Square, which it is.

They're kind of the core cornerstone to the neighborhood.

Yeah, sorry, food and beverage sellers.

And then quick serve restaurants are kind of like your fast casual kind of burger, burrito, et cetera, salad spots.

So we kind of start with the customer and the strategy and be like, okay, what are the key things that they need to do?

And then basically that's kind of the top down.

This is where we're going.

And then each of the kind of orgs and product areas come up with, okay, these are the key needs.

And the combo specific example, that would be the F&B team kind of thinking, okay, this is really, really important.

for these types of sellers, and then works closely with the catalog team and a couple other teams to be like, okay, we've got to prioritize this.

And in any sizable org, you always have to kind of make sure dependencies are mapped and kind of different teams can work through the things they need to deliver.

I'm excited for this question.

So I think one is, I kind of think about this in two ways of tactical and strategic decisions, right?

So at any org of any size, speed and decision making and making sure that the machine doesn't get jammed up, so to speak, is critical, right?

So part of our decision making process, I think, for the org, and I'll get into mine specifically,