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It's certainly one of our focuses and maybe if it's helpful, I can sort of step back and give you a sense of like, what are the big like strategic rocks that we're focused on? Yes, please. What you're referencing is certainly one of the focus areas, but there's a few kind of strategic initiatives that we sort of disproportionately focus on as part of our strategy. The first is health. You know, it's been, it's been a long focus for us over the last few years because it's important
Well, we have, we have sort of frameworks that we use to classify customers based on their behavior. Here, for example, we look at the behavior of what we call composers, like people who tend to create content very differently. They sort of had different behaviors than folks who are heavy content consumers. They spend a lot of time on the service, but they're not so much active on the content production side. They're more consumers. And so that's sort of one framework we use and then we sort of
that period of time where for two years we focused on refining the core, that focus is what actually returned the company to user growth. Like building the ranked timeline, building sophistication around machine learning to be able to recommend content to people, which is like fundamentally people come to Twitter to stay informed about their interests. If we're not good at recommending content, we're nowhere. And that period of time, even though it didn't spark a bunch of divergent bets that wou
we've gone through an acquisition before like we know what that that growth process is like and and how much the the culture and everything changes and I think if you just take five a group of five people in a startup and put them into a 4,000 person company um things change really quickly and you don't necessarily get to focus on that startup mentality in the way that it deserves
I think that's a that's a subjective question and for us absolutely it's important I think that if you're truly building a startup you need to have your own space you need to have your own pace you have you need to have your own snacks your own you know everything just little it's the culture is really important
we have our own product we have our own identity um we have our own engineering organization and product organization we have our own office physically
the operational thesis is we are running a startup with the resources of a bigger company
even independent companies like mirat have the natural inclination to want to use Twitter as the syndication platform or the identity platform for that matter
Twitter is the closest thing the world has had to a live platform ... it is the pulse of what the world is thinking and saying right now which is why we got excited about this potential partnership with them
what they wanted was to let us just keep doing what we were doing but just give us the resources to do it better faster stronger
our vision was really aligned with Twitter's vision