War for Tech Talent & Information

front lines of the other war. Russia is waging a war on information. Plus, I will speak exclusively with Aaron Levy, CEO of Box after the company's investor Day, his thoughts on another kind of war happening here on the home front, and that is the war for talent. In a rapidly evolving work world, the idea of work, of course, has changed a lot in the last two years. We're gonna break down a top work shifting survey and show you

how there's no going back to how it used to be. Tuesday, an employee of Russia's state Channel one television interrupted the main broadcast with a protest against putent invasion of Ukraine saying, don't believe the propaganda they're lying to you. This protester was later taken into custody find but released and is

now awaiting an additional penalty. I want to talk more about all of this with Joan Donovan, the research director at the Harvard Kennis Kennedy School shorn Stein Center on Media, Politics and Public Policy, and that woman Joan was able to release a video of of some more context why she was speaking out before she ultimately made that appearance on that main news program. But what she did is absolutely incredible and and certainly a major risk. She's been

released from custody in Russia. Why do you think Putin would do that? Well, it's the first major test of this new law that was put into practice UM a few days ago, essentially saying that reporting about this quote unquote special military operation had to use certain words, could not use the word war. And so this UM editor jumping out on screen she worked at the at the TV station. UH is a is a huge deal, and the fact that she's been let out is it's strange.

It's actually propelling a lot of conspiracy theories online where uh, you know, people are saying this has managed dissent. As long as people feel like there's a voice out there advocating against the war, then there's not much that they're going to do about it. Um. But I happen to think that this was an authentic and real UH cry from the media itself that they didn't want to be

part of this UH war. This information blackout, the digitalizing curtain coming down in Russia, the blocking of Facebook and Twitter. What does this actually mean for everyday Russian citizens? What kind of information are they actually receiving? How many of them can actually get around the firewalls and access information that is available outside the country. Yeah, it's it's it's burdensome,

but it's not Uh. They can deal with it. Um. What's what's happening is essentially that they still have access to UH television and radio, and so there's a large amount of state media still on the rails. But with the Internet it's different because the media from outside of Russia has a difficult time penetrating audiences and getting in

and so Russians have been um. According to some recent reporting and Time magazine, for instance, Russians have been creating VPN parties where people get together and learn how to circumvent the band so that they can access outside content

that has been banned by the Russian government. Um. What's even more difficult, though, is because of the way that platform companies have been acting very unevenly, it's hard to tell exactly what kind of content people are seeking out and if they are essentially trying to seek out um more Russian state media because maybe YouTube was the place that they originally were or watching it, or if they're reaching out and finding more independent news and are able

to access uh information about the war that may sway their opinion. So to that extent, we've obviously seen video of Russians protesting in the streets. What do we know about how the vast majority of Russian citizens feel about the war? Do they support it or are they against it? Well, this is another thing. It's complicated by, uh, you know, the the the iron curtain, the digital iron curtain, if

you will. Uh. Lots of independent media, particularly even the New York Times have removed their reporters, and so getting a sense of what's happening in the streets is difficult absent really deeply searching on social media to find TikTok videos um. And you know, you're showing footage of people burning their Russian passports that they don't want to be citizens uh of Russia, knowing what Russia is doing to Ukraine.

And so as long as those videos and those the content about the protests is circulating, we can imagine the momentum is going to grow more and more towards this anti war sentiment as unfortunately the death toll rises and the damage that's being done to the to the Russian

economy increases. And so that's how I gauge as a sociologist what the temperament of the people are is how many people are going out in the streets, how many people are getting arrested and uh, with every twist and turn of the sanctions, how many more people are willing to stand up uh for their own freedoms as well as to express this anti war sentiment. How are organizations like yours finding and debunking disinformation about the war on Ukraine?

And I'd like to take it one step further, which is why does Russia's disinformation campaign matter to a global citizen? Why does it matter to someone who isn't in the country and not necessarily on their direct receiving end of that. Well, the the y is a big deal for us, which is why we do this work, which is essentially, UH we believe on our team and UM, I think being an academic, I believe that humans have a right to

access the truth. And I believe that if you were to search on a platform for you know, did the hall cost happen, you shouldn't get a bunch of anti Semitic websites and posts. You should actually get content that

is going to UH satiate that need for information. And so when we go out and look for UH disinformation, one of the things that we look for is essentially what is a hot button issue that has the potential to be polarized, and then we look on either side of the issue and try to assess First and foremost, we look for is there any what we would call digital shenanigans going on and their bought networks, questionable engagements, UH lots of seemingly to be is spanning accounts participating.

So that's like the low level easy stuff to spot. And then as we start to look at very well crafted propaganda campaigns, especially the ones that come out of Russia, we see them across every platform. They're not on a single platform. They're very well spread out, but they tend to have a kernel of the same messaging and they sometimes will use a very particular word that it kind

of comes out of nowhere. Like for instance, at the beginning of the war, people had heard the term denazification, and that was a very strange word, and so UM we looked into that and saw that there were different propaganda networks trying to make that uh, that idea that putin was going into Ukraine to denazify Ukraine. UM. You know, the different networks that you were trying to make that happen and why it was not a very successful one.

Another one that we would look at in particular is we're always keeping an eye on things like bio labs or bioweapons because of the way in which those words were contorted during UM the pandemic, and of course we're still in it. But sometimes if you pay attention to disinformation long enough, it's in a path earn and so we often see the same tropes come back again and the same actors come back, and so with the bio

lab one. Over the past few days, we've been hearing that the US and Ukraine have been colluding to build biological weapons together. Of course that's UH something that you know, people of roundly UH debunked. But at the same time it becomes a really important source of UH animosity and confusion,

and and it can lead to demoralization. UH. You know of people that would be in support of ending the war feeling as if maybe there's there's something worth um, you know, there's something that Russia might be onto here. And so I think the last thing I'll say on this is that, you know, truth needs an advocate, and so our work is that that work. Joan. We're grateful

for your work to get us to the truth. Thank you for breaking down some of these really complex issues, Joan Donovan, research director at the Harvard Kennedy School Shorenstein Center. Appreciate your time helping students achieve their dreams. That's the ultimate goal of the new fintech company Moss by re event imagining banking for gen Z and helping students overcome financial barriers to pursue higher education. This as we come out hopefully of a two year pandemic that has greatly

impacted young people's schooling and their mental health. I want to talk about all of this and more with founder and CEO Amira ya Yowe. Amira, thank you so much for joining us. You're such a fascinating personal story, and I want to start there with what drove you to found your company. You were a leader of the Arab Spring in Tunisia. You fled to Paris, you couldn't get a college degree yourself, and that's what led you to the Can you talk a little bit about your background

and your own experience with social movements? Yeah? Absolutely, Emily, thank you for having me. You know, unfortunately a year ago my story was not that common. It's becoming very common now. It was happening in Ukraine. UM, every every global crisis ends up with young people losing their chance to a normal life, and that is also higher education. Millions of people are actually fleeing to Europe. I was one of those students ten years ago. UM. The difference

is in my case there was no UM. I would say like popular um, popular interests. What was happening in Tunisia? And so I was an illegal immigrant in France. I was not allowed to get a higher education. It is the case of most European countries. As an illegal immigrants are not allowed to education. I hope Ukraine new students will have access to it. I UM, that was obviously

like the trigger of part of Moss. But the big trigger from us is to help everyone get access to opportunity and to dignity, and that through our app that helps students get higher education, get an education, go to college with the less loans, we actually help them get free money. Right now, you said on Twitter you lost a friend in the war on Ukraine, and you also say this isn't the first time you've lost a friend to war, but at this time it feels different. Can

you explain why. Yes, it feels different because it feels like it could have been avoided. UM. It is um, we know how horrible is put in. UM. I am now worried about friends that I have a Ukraine, but I'm also worried about friends that I have in Russia will also get crushed by the regime. UM. And the thing is that the whole world knew about how horribles put in, how far he could go, and we waited,

We waited way too much. UM. I was listening to the Lenski and it feels, it feels, it feels lonely to be part of their being crop of Europe, but at the same time left alone. Now there are three million people who have fled Ukraine, many of them are young people. How do you think what you've created with Mosque could help some of these? Absolutely, they have to start over, They have to start over and pursue their dreams elsewhere. They may never get to go home. Absolutely,

I mean they are. They will be needing a lot of support to get an education. Um. We we are helping students in the US. I hope the US will join the efforts of locating and welcoming refugees from Ukraine and all the refugees actually in the world. UM. And through that, you know, we do have we do have students who don't have access to education in the US and be treated as a second category citizens in this country, like the Dakas students. We do have a ton of

students who don't come from maybe a wealthy background. They who didn't have access to understanding that education is within reach or don't have access to that. So with MOSS, our goal is to make the dream of higher education accessible to everyone. Uh in the US and hopefully soon outside. All right, well, we'll be following your progress Loss founder and CEO, I'm your a I owe thank you for sharing your story with us. A few other stories were watching.

Amazon is one unconditional approval from the European Union for it's planned by MGM for eight point four or four or five billion dollars. That deal coming as Amazon faces increasing pressure to acquire more programming in the very competitive streaming market, and retail sales growth in the U S slowing last month is suggesting that consumers are pulling back spending in some categories as inflation cuts into buying power.

Overall sales rose three tents of a percent, but if you factor out gas station sales actually fell two tenths of a percent. Coming up, I'll be joined by the CEO of Box, Aron Levy, and exclusive interview fresh off the company's investor day, how he plans to hope to keep beating Wall Street expectations, and his thoughts on the future of work and the war for talent that is next. This is Bloomberg. Welcome back to Bloomore Technology and lead

changing in San Francisco. Box What are the leading content cloud providers? Just finished its annual analyst day. The company estimates double digit revenue growth, which may surprise some investors. Other software companies which were growing quickly during the pandemic are kind of now struggling to maintain that momentum. Joining me now the CEO of Box, Aaron Levy. Aaron, good to have you back here on the show. Talk to us about your outlook here. You're outperforming the streets expectations

four quarters in a row. What do you attribute this to? Yeah, so thanks Emily for having me. Um. Overall, there's sort of three big mega trends that that enterprises are dealing with right now. The first is the continued push toward hybrid work. The second is everything is going digital first, even as we come back into offices and as the world starts to open up a bit more. And then finally, cybersecurity challenges and compliance risks are at the center of

what every organization is facing today. So when you think about those three big mega trends, um the way that companies work with their content, that these are their financial documents, their contracts, their marketing assets, their most important and sensitive

intellectual property, and their enterprise. Um all of the ways that companies work with that content needs to be shifted and changed to be able to support those three big trends of people being able to work and collaborate from anywhere, being able to automate workflows around content, be able to

keep it protected and secure. And so we're fortunate because we've been building a platform for now over fifteen years to build the leading way that companies can manage and secure and govern their most sensitive and important data in the enterprise UM and UH. And that's what has both you know, allowed us to deliver four quarters of accelerating revenue growth last year. UH and we believe you know, many many years to come as as we put our

new three year guidance or target model. Just this afternoon. You fought off a pretty bitter proxy battle at the height of the pandemic, and I'm curious what impact that's had on you. Has it influenced strategy and how you

map out and predict future growth? Yeah? So, UH, you know, at the start of our our kind of activist journey, UM, we UH you know, partnered with UH with with UH you know our investors UH generally and UH and laid out more UM aggressive both top line and bottom line targets UH to UH to really drive the future of the company, and I'm really proud of how the team and the company delivered on those targets in the past

couple of years, especially last year. I think going forward, you're going to see us take a very um you know, I think UM you know, strategic look at how we drive growth in the future. You're gonna see our multi product strategy and our content cloud portfolio really driving our growth rates in the future. At the same time, we think profit um and driving increased profitability is going to

be important. It has allowed us UH to build a much more durable financial model that certainly in this market, is UM I think holding up very well and that will continue to be the case over the next few years and beyond. Now we've been talking a lot about the war for town. You and I spoke at almost the beginning of the pandemic, and you acknowledge it's going to be hard to get people to come back to the office at all, especially engineers. And I'm curious what

you're seeing. I know, you're just starting to reopen your offices across the country. Do people want to come back, are they actually coming back? And how is the working world going to forever be changed by what we have experienced. Yeah, No, the world is fully changed. There is no going back

to kind of pre ways of working. That being said, uh, there's a lot of demand both within you know box and certainly you know pure companies that we talked to for for those that that live in your offices to come back in occasionally um or more frequently depending on the individual, UM as a means of being able to see colleagues in person and be able to kind of catch up and and do some of their some of their work in person, whether it's a you know, brainstorm

or in a conference room, or even you know, being able to continue to work um, you know, in their in their you know um uh you know traditional environment. Uh. That being said, we know that that hybrid work is the future. So things are not gonna look like they were you know two years ago, where everybody kind of came into the office every you know, you know, day, five days a week. At the same time, I think things will be uh not as remote only as they have been in the past two years. And so the

future is hybrid. Uh. And at the center of enabling a hybrid strategy is cloud technology and and being digital first and how you operate and So for us, that's gonna mean that more of our meetings continue to be fully virtual. That's gonna mean that we continue to stitch together the work that we're doing globally um using the cloud,

whether you're coming into an office or working remotely. And I think that's going to be the case for most companies going forward, and and certainly as a platform provider, we think that's going to create a huge opportunity for us to innovate for customers in this uh in this new hybrid workplace where you want to be able to share and collaborate on your most important digital information, whether

you're doing that from home or doing that in an office. UM. And that's obviously the platform that we're building out now. The question is how hybrid is work world going to be? San Francisco, for example, some people say it's a ghost town. I saw a raccoon walking down the sidewalk in the middle of San Francisco in the middle of the day. True story, like I saw that. I saw that raccoon before the vandemic. But does San Francisco recover? Does it? Do we do we get back to the vibrant city

filled with tech workers that it was before. Yeah, it's interesting. So I live in the peninsula, so I can't. Um, you know, I'm not the best proxy for the latest goings in San Francisco. I was there last week and at least outdoors. Um, to me, it felt pretty similar to uh, you know, to how things have looked in the past few years, even before the pandemic goes. You know, a lot of a lot of bustling around the around the city. But that being said, office buildings are clearly

not a capacity. People are not coming back into the office every single day. Um. And that does have a you know, probably an impact at some point on the on the field of the city. Um. You know. So I can't. I can't predict what SF specifically is gonna look like. What I do know is the future's hybrid um. Different companies, different cultures, different teams, and different individuals will likely land on on a different cadence or rhythm as to how often they want to come back into an

office or be fully remote. Um. And so I think we're gonna all have to get used to UM. Not thinking of this as sort of a you know, a binary outcome of either fully remote or you're fully in person, but instead one where you know, things are going to be hybrid and companies are going to exist on a continuum UM around how much of their work is is done you know, remotely or fully digitally, and how much

is done in person. But no matter what, UM, ultimately you're gonna need to be able to stitch that work together using the cloud UM. And that is a guarantee for the future. How concerned are you, Aaron about the macro economic outlook right now given a war happening on the other side of the world but impacting everyone in the world. Yeah, I mean we're we're an interconnected in

a society and economy and UM. And obviously the the the uh, you know, the invasion of Ukraine is isn't uh you know, a huge tragedy obviously on a human uh you know kind of life, and the impact level UM, it obviously does ripple uh you know, economically throughout the world. UM. You know, to varying degrees, probably based on the industry that you're in. UM. And I'd say it's probably too soon to sort of try and model or predict anything

about what that looks like. UM. But right now our focus is you know, anybody UM at box with Ukrainian relatives or that's impacted directly by this. Just making sure that they're in a good spot to the extent possible and uh and that that's sort of our focus. But um, you know, I think it's it's premature to sort of try and try and model too much of the long term economic impact of this. Okay, Aaron Levy, thanks for

joining us today on your analyst day. I always appreciate having you on THEO of box By now taken on Amazon. That is a focus of Insta cart CEO c g CMO as the grocery delivery embarks at a massive transformation that she wants to drive. She Mo spoke exclusively with me for our latest edition of Bloomberg Studio One point, Oh, to listen. We want to help our grocers of all of the technologies they need in order to compete with Amazon.

To your point, Amazon is investing very heavily in grocery and they have a ton of technological abilities, and that was a big part of why in my first week in the job, I decided to acquire a keeper and which is a smart card technology, because I want all of the grocers we work with is to have the same edge that Amazon has, and so I see I see it as my responsibility to build all of the technologies that they need to compete with Amazon so that

we can busy and for for them. Then there's Uber and door Dash and Go Puff and Go outside of the United States, and the list goes on. How does instaccar stand out from all of these different players that are competing for a piece of that pine. These players fundamentally compete with our grocers. They want to attack the market by being first body retailer owning the numentory. And so that's another approach at all approaches really building technology

and fulfshom and to help all grocers. The second thing is that displayers are very focused on one particular piece of the market, which is quick commerce. And while that's really important and we've certainly seen our own convenience business double in the last six months, we actually address all of the needs that consumers have. We are not just quick commerce. Were also the weekly shop. Were also your

monthly bulk stock up. And that's what we tailers want now. Inevitably, after I interview you or Dark Lubert Tony Shoe at door Dash, I will get feedback on social media from shoppers and drivers who are not happy. Um one insta cart shopper posted a picture of an order show they delivered fifty one items, got paid seven dollars and not tip. Is that representative? No, that's very much not representative. And I think you know, fundamentally, shoppers care about their earnings.

They really want flexible earnings whenever all they want to, and so our job is to make sure that they have more access to work. So what is representative? What is a normal wage for a delivery like that? We're very much in line with kind of industry average for these kinds of jobs. And so that's something that we always try to kind of nudge the consumer of like, hey, your shopper did a really good job, can can you

keep a little more? What if they don't though, right, I mean that you're leaving it up to the customer. We actually and some customers think, well you should build this into your price, Well, we actually do, and and we make it very transparent to the shopper before they accept an order. What's the order is going to look like, how much we're going to pay them and how much like the consumer is paying them, and so they can decide whether they take an order or whether else they

refuse it. And that's the kind of flexibility that our shoppers really value and the kind of transparency that they want. Are you seeing a labor shortage right now and what are you doing to combat that? It's different in different places, or demographic of shoppers is completely different from food delivery and are right sharing where seven women and half of them are moms. And that's because a lot of the job at instacost is very different than just being in

the car with strangers. It's about like going to the store doing a good job of customer service, of really picking the right products for the consumer, and we are seeing that being very appealing to women. The instant delivery space or you know, fifteen minute delivery space, is that something that you want to double down on. It's something that we absolutely want to offer because again, we really think that our customers want the full range of option.

Fiften met delivery is not going to be relevant for everything. I mean, it's going to be very relevant on Thursday night when I'm craving chocolate ice cream and I it's really an emergency when that happens, So like cooking over me,

You've made some strategic acquisitions, as you've mentioned. What about in the rapid delivery space, Joker Gorilla, No, we haven't, and the main reason is because all of these players are doing very much first party grocery, so that means the ornamentory uh, and so it's not it's not something that's interesting to us because our approach is really build the infrastructure so that our grocers can do uh certain minute delivery or fifte minute delivery, whereas uh, these players

are doing it kind of on their own bypassing the grocers. Do you think retailers trust you? Do they trust insta Car? So you know, when I when I took out the job, I was surprised by the strength of our retailer relationships. But there was always this kind of lingering questions that retailers had for me, which was, you know, what are your long term intentions? Are you planning on becoming a

retailer at some point? And I had to kind of address that head on and explain to them in great detail why you would make no sense for us to really go in that direction and why we were going to be able to build a much bigger company if we just focused on what work Dot you can catch more of my exclusive conversation with instat cart CEO Fiji Semo, where we talk about the impact of inflation on food prices, her move from Meta and working with Mark Zuckerberg, and

her journey from a small fishing town in France to becoming the head of instat Card. All that on the latest episode of Studio one Point Oh. Coming up is the n f T fad Losing Steed, how n f T sales have fallen and what it means for those making a living off them. Next, n f T sales had a breakthrough year, with volume hitting twenty three billion dollars in the last twelve months, but sales are now

plunging amid the ongoing sell off and cryptocurrencies. I want to dig into this with our crypto contributor for our Crypto reportion Ali Bostic. So there's a lot of people trying to make money earnings off the n f T industry, Shinali. What does this mean for them? Yeah, there's a few things here, Emily. First, we have to look at just how much the trading has dropped off, and if you take a look at this chart here, there was this humongous boom according to data from n f T GO,

and then a significant drop off this year. In January, according to non Fungible dot Com, n FT weekly sales peaked at nearly a billion dollars and now the past week that is less than seventy million dollars, so less than one tenth of the weekly sales we've been seeing In January. You asked what it means for people who

are getting paid in this market. So if you're somebody who had moved over this story that we had written about Spotify and musicians earnings going from three hundred dollars to sixty thousand dollars, Remember the price of ethereum from a year ago has also declined significantly. In addition to sales just dropping off, it has recovered a little bit this year, and if you look by market cap it has really held up quite a bit as far as the market goes. But remember this market still is dominant.

Did buy a lot of whales, really ten of the buyer's accounting for the market here. So why our n f T s dropping off, I mean, doesn't have anything to do with the macro environment. Yeah, that's a really interesting question, because of course we've seen the volatility and

so many of the cryptocurrencies that we track. But if you look at it, I'm going to see a little bit here from investor Lee Drogan because he points out what we were just showing, that idea that traders trading volumes have really fallen off, and what he says is that until the volume and retail investors come back, prices are not going to go up as well. One thing he points to is eight coin and a market that

can potentially hold up prices for a few days. Whether that will really start to bring people back only alright, Shinali Bostic, thank you for that update. We're gonna keep following on that one, appreciating as more and more comp these bring employees back to the office, many are saying,

I don't think so. A brand new survey by Microsoft It's Work Trend Index finds that even more employees are considering quitting their jobs this year then last, and then more than half of younger workers are contemplating a job change. For more on this and the future of work, Jared Pitaro Spataro is here, Microsoft's vice president for Modern Work. Jared, thank you so much for joining us. So why do you think the great resignation is in fact accelerating rather

than slowing down. Well, you know, the survey data tells us that we're just not the same people who went home to work in March. Of what's happened over the course of the last two years is that people have changed in really significant ways. In one of those ways is how they think about work. Flexibility has become something that's so important to them that they're telling us that they are willing to give up other things, including a move to a new job, in order to get it.

What's the biggest mistake companies are make wriking making right now as they try to get workers to come back. Well, the thing jumped out to me in the survey data. When we asked leaders what they were planning to do in this return to office, over fifty of them told us that they were going to have their employees come

back full time, five days a week, no flexibility. And that contrast with over seventy of workers who say that flexibility is something that they treasure, that they want to make sure it is the part that they keep coming out of the pandemic. So we see some tension being set up here that's going to need to be worked out over the coming weeks and months. How do they work that out? I see talk about managers being wedged

between the boss and their own teams. That's right, Yeah, we do think that managers are going to be the key here. You know. The thing that we're findings we go and combine all the data points from the research and get down and do kind of what we call qualitative work, is that the most practical thing you can do is encourage your managers to be working with their employees and talking through what we call individual and team agreements. In other words, Hey, how's flexibility going to play out

for you? What does it mean? And can we find a win win here here at Microsoft. We've done that recently. We found that over nine pcent of people who have those conversations said that they were able to reach an agreement that really worked very well for them. So we've got some data that indicates that this can be done. You just have to make sure you take the time to do it. How's the return to work going at Microsoft so far? Well, we are in the process of

doing that. We've declared here in the Puget Sound the Seattle area that we'll be heading back to our final stage of flexible work what we call this flexibility stage on March. So this month is a big month for us UM many of our managers, though I've already had those conversations and we feel like, you know, we're set up. We're gonna learn just like everybody else. Though there's a lot to learn here. It's a very dynamic time. Now, there's a big question about the future of emerging technologies

in the workplace. A lot of talk about the metaverse. Obviously, Mark Zuckerberg meta has one vision. Microsoft is working on products to take companies to the metaverse. Do employees want to work in the metaverse? Well, we asked them that it's kind of interesting when we ask the employees about

the metaverse. Of employees that they didn't even know what the metaverse was, but fifty two per cents, so that they were open to this idea of using digital immersive spaces in the metaverse from meetings and team activities in the next year. So we've got this sense that there still is a lot to be figured out in the metaverse. But let's say just a little over half of people are pretty open to being able to use the technology.

So as we look over the next year, what do you think the biggest pain points are going to be, Because you know, I talked to a lot of people they don't want to go back or they're reevaluating. Well again, I think it comes back to this idea of employee expectations and comparing those two employer expectations. I think that's going to be where we find the friction. If I just give you a sense of how people who is going to have to compromise the employees are the employers.

You know, it depends on the market, and today it's an employees market, we would say, And so I think that employers are gonna learn a lot here um as employee as employees kind of talk about how important flexibility is. And you know, you cited a stat earlier it's fifty two send of gen zs and millennials say that they're willing to move over the next year if they don't get the flexibility they need. So I think that gives you a sense at least for where the employees are

in their minds. All right, check it out Microsoft's latest work Trends report. Fascinating stuff that you uncovered. Jared Spitaro of Microsoft, Thanks for joining us, and that does it for this edition of Bloomberg Technology Join us. Tomorrow we're gonna be speaking with Jennifer te Hatta, CEO of Pager Duty, along with Kirsten Green, founder of four Runner Ventures, about where she's placing her biggest bets in this market. Plus

we listen to today's show on our new Bloomberg Technology podcast. Yes, this show is now a podcast. You can find it on the Terminal online, Apple, Spotify, my Heart. I've listened to it myself and it's not bad, um, so I hope you'll check it out. I'm Emily Jang in San Francisco. This is Bloomberg. Which to kick the people? Which to kick? The whip? Whip A whip, which a hig