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Can you talk a little bit about the interplay between incremental margins in the business over the long term
opportunities and challenges that exist in continuing to grow the supply base of alternative accommodations
can you talk a little bit about how investors should be thinking about the duration of execution and depth of investment needed to accomplish your goals with respect to international markets
What are some of the key learnings about the intensity of marketing spend that's needed to put these dynamics into the market
Where do you think the potential is internally to apply AI for efficiencies inside the company and create an additional layer of potential margin
can you talk a little bit about the signal you're getting from consumers in terms of either adoption rates
talk a little bit about the needed levels of investment over the next couple of years to scale compute and capacity
the current state of your revenue backlog as of Q4
the opportunity that's continuing to present itself in terms of rolling out more robotics and automation and the broader theme of physical AI across your operations
how do you think about positioning the company for the medium term, given all the levels of uncertainty out there about how the global trade environment might shift
when you think about the news that came out of China over the last couple of weeks and think longer term about bending the cost curve lower with AI
this seems like it's a bit of a broader proposal, ex China globally as opposed to maybe what the Trump administration is trying to
How much of that initiative can be done with what's already been built today versus incremental investments you need to make against the goals of personalization
what signal you're getting as the scale of the Genius program continues to build
what some of the key investments are that are still left to sort of building scale on the inventory side behind Connected Trip
what kind of experiments or what kind of rate of change you might be seeing in terms of improved returns
are you yourself changing any focus competitively about where you're aiming some of your incremental growth investments
any updated views around either the depth or the duration of some of the strategic investments
how do you think about that as a potential stimulant for order frequency when you think about cohort evolution
What were the key learnings of the last year that unlocked elements of either user growth, frequency, or supply
How are you thinking about the levers of either expanding activity among existing users, widening sort of pool of people in your platform
What has been the consumer receptivity this year to sort of bundling the products together between Madden and NCAA
is there any way to identify how to think about the growth investments behind Battlefield that may be aligned with the title's launch
what have been some of the key learnings about how to position Battlefield for creative and commercial success?
what do you guys see as the critical investments to make to maintain and build momentum around the enthusiast buyer part of your business
I wanted to get a little bit more granularity on what you saw in terms of return on marketing spend
how to think about demand elasticity in an environment where pricing might be going up a lot
I'm curious for your take on the overall health of the consumer
what are the building blocks of sustained Focus Category growth that you're most focused on executing on deeper into 2025
Would love to go as deep as you're willing to go on how you're thinking about the interplay between AI native channels away from the platform
how do you think about the health of your consumer-facing brands as we get deeper into 2026?
How would you characterize the current competitive positioning of your consumer facing brands?
How should we be thinking about the building blocks for medium-term growth of the amount of supply and partnerships you already have in B2B as driving organic growth?
how do you think about aligning some of your key strategic priorities and growth investments against traffic dynamics, conversion
What do you see as the biggest strategic investment you want to make in AI looking over the next 12 to 18 months
give us a little bit more granularity about the size of TPUs as a part of the revenue backlog
can you talk about some of your key learnings as you scale your TPU efforts
come back to your comments on AI infrastructure and your unique approach and how that positions you
you referenced UCP and there's been a lot of industry inertia around UCP very quickly
the pathway to closing the gaps for the need for compute
the opportunity set you see with each passing generation of custom silicon
the implications of changed consumer behavior
drive differentiation for Gemini as a platform
the long-term cost curve for AI
how you think about the priorities of investing behind those themes versus those themes building a momentum in the P&L
how much of it is a dynamic in which you need to execute on putting the right tools and mechanisms in place
growth investments that you plan on making against what you see as the opportunity set over the next couple of years
can you update us on some of your key initiatives to broaden out that appeal to the platform
how much of that opportunity do you think is available to you today based on what you’ve built out
how are you guys thinking about wanting to be ambitious on the spend, but then marrying that with the need for capital?
the opportunity set that sits in front of the company with respect to putting agentic compute in front of both consumers and enterprises
Have we yet seen the full first-order effects of scaling the business against applying more compute to it? Or how should investors think about the directional relationship between applying more com...
maybe reflect a little bit on the signals you've gotten on the way consumers across family of apps interact with Meta AI today? And how you think about scaling and exiting models from the superinte...
I wanted to know what your key learnings were as you went deep into that strategy that informed some of the shifts in both talent, acquisition and compute
I want to know if you go a little bit deeper on how we should be thinking about those two components driving some of the commentary you've given around OpEx and CapEx over the next 12 to 18 months
Can you bring us into a little bit the decision process to do a standalone app, what that might change in terms of utility, frequency, or scale relative to what you see inside Family of Apps today?
how your approach to open source could possibly bend the cost curve and improve return on capital for AI over the medium to long-term?
how would you characterize the current competitive landscape for content?
How does the company’s approach to the role AI can play in the creative process continue to evolve?
You are in your fifth year of the gaming strategy. What have been the key learnings?
how are you thinking about what the highest return areas are for incremental growth investments
I just want to go a little bit deeper in terms of his areas of focus
how you see Pinterest broadly fitting into this increasingly competitive landscape for digital advertising budget dollars?
can you characterize more broadly the digital ad environment that you find yourself operating in
How would you characterize the current demand state for digital ads broadly?
where do you think you are in that journey? And what is the receptivity across the advertising landscape
I want to know what your key takeaways are from 2024 in terms of how the platform evolved
How do you think about the competitive landscape continuing to evolve both within gaming but also among younger users
can you help us better understand why that was the right number to move to in terms of higher DevEx?
what have been the key lessons you've learned about the opportunity that sits in front of you
Can you share with us key learnings as older age cohorts continue to scale as a percentage of the mix in the business?
how you're thinking about the building blocks for commerce as opposed to advertising
when you think about the evolution of marrying engagements with ads. Any update on richer media formats and how you continue to make progress on elements of video
When you think about your strategic priorities or where the business sits internationally relative to domestically, how should we be thinking about the runway
how you're thinking about the evolution of the mix of revenue in the business
some of the execution pieces that still have to be put in place as you look towards the remainder of this year
Can you just go a little bit deeper into what you've built on the platform and the application and use case side?
how much of those dynamics around content for AI, you feel you need to own, operate and build yourself
Can you discuss the backlog of enterprise and government contracts
any evolution in your thinking about mobile gaming and being more tied into AAA quality of content
any new learnings about what the opportunity set might look like or the ceiling of that opportunity might be to grow, the percentage of mix from DTC
How are you thinking about the signals as more mobile advertising becomes driven by AI and machine learning, with respect to either being able to deploy more dollars
what continues to be some of the key learnings from scaling games via Netflix as a distribution partner?
any updated views about the way you're thinking about the intersection between sports and gaming as a long-term opportunity
Have you seen any shifts in consumer behavior with respect to openness to experiment with newer titles
how would you think about long-term incremental margins in the business from both a business mix perspective
Can you talk a little bit about what you're seeing in January relative to what you saw in Q4
how do you think about your line of sight into that capacity and the step function changes that increased compute could actually lead to
can you unpack a little bit some of the drivers of that acceleration
critical technology investments you're making on the consumer-facing side to tie all of these services together
Can you lay out some of the strategic priorities and growth investments that are top of mind for you guys in terms of maintaining that momentum
can you talk a little bit about how much of that is a stimulant to new user growth for Uber Eats or a driver of increased frequency
where you have rolled out AVs today, what have you learned so far with respect to the impact of more supply on the road
how much of this in your early learnings continues to come down to consumer knowledge, array of supply or even affordability in terms of driving some of this cross-platform behavior
if you could give us a bit of an update on what you’re seeing competitively, especially around either pricing dynamics or incenting supply and demand
What is that doing to user behavior, frequency, basket size? How should we be thinking about supply impacting those dynamics in the delivery business
You talked on prior earnings calls about sort of extending the network as a potential stimulant for rider growth and supply density
What are some of the investments, whether it's product development, go-to-market that you plan to make to support that and what are the potential differences in structural margins going forward bet...
are you seeing sort of a more broad-based macro pressures within the Services segment as well?
how much are there abilities for you as a company to sort of invest behind demand generation