(upbeat pop music) >> Announcer: Live from San Jose, California. In the heart of Silicon Valley. It's theCUBE, covering QuickBooks Connect 2016! Sponsored by Intuit QuickBooks. (upbeat pop music) Now, here are your hosts, Jeff Frick and John Walls. >> Welcome back here on theCUBE. Along with Jeff Frick, I'm John Walls. As we continue our coverage here at QuickBooks Connect 2016. Gathering here in San Jose at the Convention Center. Third annual gathering with a record crowd of more than 5,000 attendees. (crowd noise) So the show continues to show explosive growth. Which is, I guess you can say a lot about what Intuit's doing, in terms of how it's growing its portfolio, in terms of how it serves the business ... The small business and the medium-size business communities. With us now is Sasan Goodarzi, who is the EVP of the small business group at Intuit. Sasan, good to have you with us-- >> Thank you. >> We appreciate the time. >> Thank you for having me. >> What are the keynote stars today? You were talking about some key things, big things about the company about how we're going to help save time. How we're going to have more accessibility to money. And ultimately what we could do to deliver a better proposition to small business. So talk about that, if you would, a little about that theme on the keynote stage, and how that applies to what you're doing in general with QuickBooks. >> Sure, sure. Well one of the things that our customers have taught us is, that there are three things that are important to them. One is time, so they can actually spend running their business and the product that they're passionate about; versus all the tedious, drudgery things that it takes to run your business. The second is money. It's mind boggling the effort that goes into earning money. But how hard is it for them to actually get access to their money. And then last, but not least, is ways to help them grow their business. They're experts in their industry, but where they need help is ways in which that they can drive growth. And so everything that we do is centered around those three things. And it's what inspires us when we show up to work every single day. So a lot of, obviously, what we talked about today on stage, was just very quick, we call ESPN highlight reels of here's the innovation that's coming your way to either save you time, put more money into your pocket, or help you grow your business, or your practice. >> Sure, okay. >> What's amazing is as I say, as much as they've worked to finally get that sale, a lot of times it seems all the collection side-- >> That's right. >> For small business. A huge issue, getting paid. To do all that work, sell it, have a happy customer and then, don't necessarily get their receivables in line. >> That's right. I know we threw a lot of stats out there this morning. But first of all, 80% of small businesses have some sort of a cash flow issue. And in that context about 65% of them have invoices that are 60 days overdue. And in fact, they live and die by getting paid on time. And so, obviously, the innovations that we talked about on stage today, were how do you get access to those funds right away. >> Jeff: Right, right. >> That's one element of it. The other element is we have all the data of small businesses. And so we know what they're good for. And so we can deliver loans to them on the spot. If they have payables and they want to borrow on the payable to make payroll for the week, or they want to go buy more inventory to grow their business, we can actually fund them very quickly. Literally within minutes. And so those are examples of what we showed on stage today all in service of helping them thrive and achieve their dreams. >> I love to ding into that a little bit, because growth actually exacerbates your cash flow problem if you're not managing it well. And now suddenly you're selling more and you got to buy to fulfill those obligations. But the fact that you almost have a secondary market now for people to be able to borrow money without pulling all their paper together, and trekking down to the bank and hoping they can get it, because you actually have the real data. It's updated (chuckles)-- >> That's right. >> All the time. And it's a different set of data ... Potentially more complete set of data for a lender to actually make that decision, than the stack of paper that they bring down-- >> That's right. >> to the local bank. >> That's right. Well, you know it's interesting. You just said something that triggered a thought. When you think about startups that go out and get VC money ... There's a reason why they have board of directors, 'cause the board of directors what they're looking for is one, do you have a growth plan, but then how do you manage that growth? How do you make sure you have enough money? How much money are you burning per week? And are you going to be able to maintain that growth? Small businesses don't have that. They don't have the board of directors that are actually helping them with some of those decisions. They may not be surrounded by a CFO or a finance expert in the office. And so part of what we're trying to do is just digitize and automate everything so they don't have to worry about that. And secondarily I think to the point you made, helping them with access to money at the point in which they need it. But I think even before we get to that stage, what we're trying to do is help them by being that board of directors without having to have one. Which is to helping them manage their cash flow, their inventory. Because as they're on that growth curve ... One of the main reasons why they go out of business is 'cause they're growing fast, but they're not managing their funds, and they do not have enough money sometimes to make payroll. >> Right. Well we've heard the stat from a couple of different sources but 50% of all small businesses fail in the first five years-- >> That's right. >> of operation. And the use of accounting and accountant, what that could do to increase your odds of being in business for the long term. So certainly you could see where all that is coming in play. You mentioned payments, so we're thinking about Apply Pay. That was one of the announcements-- >> Yes. >> You had. Google Calendar, talking about time. >> Sasan: Yes. >> And then AMEX with the loans. So the power of these partnerships, I'd like to hear from you on that, because, you know, big names, right (chuckles) >> Sasan: Yes, yes. >> That I ... If Jeff or I or anybody watching ran a little mom and pop operation in Morgantown, WV, I've got Apple, and I've got Google, and I've got Intuit on my side. Talk about leveraging that power for small businesses? >> Yes, actually listening to you inspires me around what Intuit is doing for these small businesses. And it starts with our vision of having an open platform. It's less about what we innovate on that platform, but our goal is to bring all of the innovation; whether it's our engineers or engineers outside of our four walls. Bring all of that innovation on our platform, so that in fact we can digitize and automate everything with Google Calendar. So we can go in and we know all of where you spent your time, and help you easily, with one click, invoice your customers. Or, as an example you used, be able to use Apple Pay Touch where you can immediately get paid. But that's because our goal is to have an open platform where we bring all the innovation of the best companies out there to you. So that you can run your business on any device, and you don't have to worry about which application it is, but that we do it all for you. >> I just love the Google Calendar example, because so many great innovations today are basically reassembling stuff that's already out there; leveraging APIs and presenting it in a different way. And so the fact that you're taking advantage of Google Calendar, which so so many people ... You probably know the numbers use ... And then have that drive your billing, have that drive your time management, and then just take advantage of the data that's there, or as Scott said, "Take advantage of the data that's in your phone." >> Sasan: That's right. >> It knows exactly how far you went on that drive to the client. It knows when you left and when you arrived-- >> That's right. >> and when you got home. So the leverage of Cloud platform with APIs, to pull that data in and drive in a seamless integration, it makes (chuckles) it makes too much sense, right? (Sasan laughs) It does, and when you think about someone like Google, where there's a billion people that use Gmail ... >> A billion. >> And most of them are using ... There's a billion people that have Gmail accounts. >> Jeff: Wow. >> And over 60% of our customers use Google Calendar to run their business. And so, it's only intuitive to figure out a way well, how do we automate all of that-- >> Jeff: Right. >> so that the customer doesn't have to use cookbooks for taxes and accounting, then go to Google Calendar to see where they spent their time so they can figure out how to invoice? >> And they type it in, right. >> Just integrate it all together so it's all in one place, yeah. >> How do you all keep focused when your market, your potential market's so big? You've got, I don't know ... I've read, was it 800 million possible businesses, right? Small businesses. >> Sasan: That's right. >> So how do you ... If you look at what would be reasonable growth trajectory and expansion, your plans ... How do you keep your eyes on the target, and how do you determine that target? >> Yeah, that's a great question. Let me start with where you just ended, which is there are 800 million self-employed and small businesses worldwide. And 97 to 8% of 'em actually are not using the Cloud to run their business, or their time. And the way we prioritize is think about the countries that are the biggest opportunity to create virility by those that are using the platform. And so we've prioritized which countries that we're going after, and really doubling down in those countries. And that's where we really are able to focus our efforts in time. 'Cause once we create this, what we call the network effect, the more small businesses and self-employed we get to use the platform, the more we get accountants to be able to see the power of the platform. The more they tell their friends. The more accountants are recommending it, you in essence create this flywheel effect of more and more going to the Cloud. And once we get that flywheel effect going, we'll think about what's that next country that we want to go into. We're not that serial about it, but our biggest focus comes from being clear which countries we're going to play in today, and which countries, for now, we're going to wait 'til we get this network effect going. >> And now you've got this whole new way to work. People that are giving up part of their house or apartment for Airbnb rentals. Or people that are driving in Uber for four hours a couple of days a week. Again, those are all based on systems that are driving that engagement. Do you see that it's just a whole new opportunity, do you see a lot of growth in ... I always forget the technical term for-- >> Sasan: The digamy ... The giga-- >> The gig. >> Sasan: The gig economy. >> The gig economy. >> That's right-- >> Which is a whole new and swelling thing. >> It is. >> And for a lot of those people, they are even less sophisticated on keeping track of their tax withdrawals than the small mom and pop store (chuckles)-- >> Sasan: That's right. >> that's at least been paying their social security for a number of years. >> Sasan: That's right. >> So another huge opportunity for you. >> It absolute is. One of the myths is most self-employed are actually not part of the gig economy. There's the photographer that you may call on to come take pictures of your family, or the landscaper that's a one-person shop. That's 90% of self-employment. About less than 10% is the Airbnbs, the Lyft, and the Ubers of the world. But that number's only going to grow over time. In fact, our view is in this day and age people will work at a company for three to four years at a time. We believe in ten years, people will work for three to four companies in a day. 'Cause they're workers, and they're outsourcing their time to different companies. >> Jeff: Three or four companies-- >> A day. >> Jeff: A day? >> A day. Because in essence, they're self-employed. Now I may work for you and do a job. I may work for you and do a job. That's actually starting to happen today. Except it's a small part of the economy. We believe ten years from now it'll be a huge part of the economy. And that creates a huge opportunity for us, 'cause they're all self-employed. >> Right. >> Before you head out, again, one of the big trend topics, artificial intelligence, machine learning. How do those come into play in your vision for the company's vision, and the products and services that you think you could develop that can be put to use? >> Yeah, in fact we think there are two core competencies that we must have. One is an open platform where we integrate all applications into the platform, whether it's ours or somebody else's. The second is being amazing at leveraging the data, whether it's data from a PayPal app, a Square app our own app. And leveraging artificial intelligence and machine learning, so we can do the work for our customers. So we believe when it comes to data and artificial intelligence, that is actually one of two or three primary core competencies that we are building as a company. And it's something we're not new at. We've been doing this for years. In fact, last year in TurboTax we've reduced the amount of time it took to do your taxes by 40%, by using machine learning. And we're now applying that within QuickBooks. >> I'd like you to reduce my tax liability by about 40%. (Jeff laughs) If we can (chuckles) take care of that and I'm yours. >> Or at least-- >> Well, listen-- >> Or at least get you to the July deadline. (John laughs) >> If you just make less income-- (Jeff laughing) >> That's right. >> I'm sure that's doable. (Sasan laughs) >> If you don't make it, you don't pay it. >> Sasan: That's right (chuckles). >> You mentioned ESPN earlier about the stage and all that. You made top plays today, no doubt about it with the keynotes address. >> Sasan: Oh, thank you-- >> Job very well done. >> Thank you very much. >> Jeff: Cute Kim's (mumbles) coming. >> Sasan: Thank you. >> And thank you (Jeff laughs) for joining us here on theCUBE. We appreciate the time-- >> Thank you, thank you for having me. >> John: You bet. Back with more-- >> Alright, thanks. QuickBooks Connect 2016 here in San Jose. You're watching theCUBE. (upbeat pop music)

>> Narrator: Live from San Jose, California in the heart of silicon valley, it's theCUBE! Covering QuickBooks Connect 2016. Sponsored by Intuit QuickBooks. Now here are your hosts Jeff Frick and John Walls. >> Welcome back to San Jose, California. We continue here on theCUBE our coverage of QuickBooks Connect 2016. Of course theCube is the flagship broadcast here on SiliconANGLE TV where we extract the signal from the noise and I tell you what, with our next guest, we have a lot of signal to bring you. Scott Cook, the founder and the chairman of the executive committee at Intuit. Scott, thank you for being with us. We really appreciate the time and have been looking forward to this for quite some time once we knew you were going to be on theCube. It's good to have you. >> Good to be here. >> Let's talk about just first off, look at where you are now, right? 30-some odd years. It's been quite a ride I would assume for you. >> Yeah, it started, you know Tom and I got together and then there were two of us and then we eventually had seven of us in a basement. Well they called it the garden level. But the only part of the garden you could see would be the roots and the gophers. (laughter) And then we hit bad times and the things ... We just couldn't get money. We couldn't get sales so we shrunk down to four people. Couldn't pay salaries. It was pretty ugly. And from that, to look at 5,000 people here today. 8,000 employees in the company. When I started the biggest PC software company was 160 employees, and they were huge! Oh these giants! (laughter) >> How do I manage all this? >> Yeah, yeah. >> Well a quote that we've heard a couple of times today. We heard on the keynote stage. About the corporate philosophy of we fall in love with your problems, not our solutions. And is that the driving force you think? I mean, why you've made it through 33 years? >> I think yeah. Yeah, I actually think that's pretty important not just to the success of Intuit and QuickBooks and Mint and TurboTax, but to business in general. My theory is what great entrepreneurs do is they find the intersection of two circles. So think of a Venn diagram and the intersection. One circle is what are people's biggest, most important unsolved problems? Not the problems that are already solved by someone else. Find the ones that aren't solved yet. And then look for the ones that we can solve. Cause you can't solve everything. But look where we can apply the best technologies in the world. What's in that intersection? And focus there. >> And in some of the research to get ready for this. You've talked about really focusing on the important stuff. You gave a great example in that Khan Academy talk about there's really only 1 1/2 things that you should really be focusing on to really move the ship forward. And that was a very great insight. >> Yeah, you know all of of us have the desire to do too many things. You get groups. You've got 10 people in a room, they each have their ideas and it's tempting to shoot at too many targets. And those 10 targets are not of equal importance. You got to go through and kind of rigorously and be disciplined and say what's the 1 1/2 most important? And stay relentlessly focused on that. >> And then how is your role changed? As time has passed and you're no longer the CEO. Now you're chairman head of the executive board. How have you kind of learned to still keep your hands on it but in kind of a little bit more of a distant role? >> Well, first of all, thank goodness for leaders like Brad Smith, Sasan Goodarzi who heads up our small business group, that's really the host of this show. Thank goodness for great leaders like that. So my role's changed a ton. I work really on two areas now which is strategy and coaching our entrepreneurs. So strategy over to Brad and our other leaders. I'm trying to help our leaders see the future and make the big strategic calls. What's really most important? How do we know? And then work with our entrepreneurs. We're a collection of entrepreneurs basically. We've got a couple hundred entrepreneurial projects going on inside the company at any one time. And each one of those is like a little startup. I mean, they've got a customer in mind. They've got a problem they're trying to solve to improve people's lives so fundamentally. And there are challenges. So helping grow our entrepreneurs and then grow the culture around them to allow great entrepreneurs to invent things to change the world and do that from within Intuit with a huge reach to be able to get the inventions out in the hands of millions. And change the lives of tens of millions of people. >> So, over the course of the run of the company, they haven't all been home runs. >> Scott: Oh yeah. >> Right. So how have you learned from those swings and misses? And applied them to the small businesses that you're serving? Who are swinging and missing on a regular basis and you're trying to narrow that margin, right? Trying to make them more successful. >> Scott: Yeah. >> So what did you learn you think maybe through your attempts about that culture of trying basically. >> I think maybe the most important thing really dovetails with what you just said. Early on, when the company was, before we even had our first product out, we'd build a version of it and then we would bring in test audiences of it and have them test it to see if they could figure it out without us saying anything. And they couldn't. So then we'd redesign it and then we'd test again. And then we'd redesign it and test again. Over time kind of lost some of that dedication to running experiments. And it became whose opinion? And you'd build, and it was the loudest opinion in the room. Or the boss' opinion. And that produced a number of failures. Things that just didn't work. Customers didn't buy it. Or they bought it and it didn't it didn't produce the desired effect when they bought it. So the thing I've learned about life and companies is to set up a culture where you make decisions based on fast cheap experiments. That very thing you were talking about. If you got an idea, figure out, okay, what's a leap of faith assumption, let's go try it. And don't debate it. Try it. And then we learned from trying. Oh, a bunch of those don't work. And then we learned from the things. Why didn't it work? And that teaches us something we didn't know before. That maybe the fulcrum, the pivot, to a new idea. And some of those do work or most of it worked. But other pieces didn't. And we learned by doing. Not by debating in a conference room. So to set up your company so that people throughout the company can take their idea and run the experiment. That produces great entrepreneurs and great learning. A continuous stream of learning. I guess the learning begins when you first get real people trying your idea for real. >> Let me follow up. Cause the other thing you talk about is that often comes from the youngest and the newest employees. Which is completely antithesis to a kind of hierarchical structure. Where these are the people that you should be listening and giving them the opportunity within this comfortable framework to do these experiments. >> Absolutely. Sometimes the very freshest ideas come from the people farthest from the boss. Newest in the company. Closest to the customer. But typically in a hierarchy, whose got the least clout? Whose ideas are the least listened to? It'd be the new person, the young person. >> Jeff: Right. >> And so part of the genius of running a company of decision by experiment is that everyone's ideas can be run as an experiment. The boss' idea. The CEO's idea. And the person that's new. We should be testing each of those. Except in a crisis where you got to make snap decisions. And hopefully those aren't very often. You should run the company so that each good idea can be tested, regardless of where it comes from. And then the great thing is, then you get the best ideas from all your folks and they learn from doing. If their idea doesn't work, now they learn from that. Ooh, okay. I thought it was going to do X, it did Y. Why? What didn't I know? That's where learning comes from. Learning doesn't tend to come from the successes, learning comes from the things that didn't work. >> So, I think we've all seen good executives. How they operate. They hire good people, right? That's ... You have a vision and then you hire people who surround that and amplify that vision. So when you're looking for people or when you've been looking for people to work with you. What's that common thread? Or what are the traits that you've looked for the most to think that's a good fit? Or this is the person that I want on my team. In order to carry on this vision to where it's expanded to where it is today. >> Let me break that into two buckets. There are a set of things which are unique to particular career paths. So certain things from engineers might be different than certain things from a salesperson or a marketer or a finance person. So let's set that aside. Let's cover the commonalities. I think there's a few things. When you think about the people you've most loved working with or for. There are people who are great creative problem solvers. Instead of seeing a problem or barrier and giving up or being unglued by it. Can figure out okay, how're we going to solve that problem? And then there's people who are there to serve. Where it's not all about them. I've got a thing that I tell our folks that others won't care how much you know until they first know how much you care. So if one of our speakers today said it. If your first job is to serve yourself you're not going to go very far. Because who wants to work with someone who's self serving? Who wants to buy from a company that's only looking after its own front P&L? Job one is you got to serve who you're serving. The customer or the person of the company who you serve. So we look for people who are really motivated by the outside to try to do right by the customer. I think you look for people who are achievement oriented. Who get stuff done. Who make things happen. Do you want to work with somebody who always needs to be dragged along? No. You want to work with somebody who's pulling you along. Who's getting a lot done. So you go, wow, that person gets a lot done. So I think those are pretty core. Solve the creative problems. Have the passion and energy to serve, do what's right for the customer. And then get a lot done. >> And then you've talked about the curse of success. And avoiding the curse of success. And you guys have done that, obviously. So what are the kind of the lessons to say fresh? This started as a checkbook register and now the future of payments and mobile and the options are just tremendous. Bitcoin, who knows where that's going. So, as the future keeps evolving, how do you stay fresh? How do you keep the team fresh? How do you not rest on your laurels even though you have 5,000 fans walking around San Jose convention center today? >> This is a real challenge for companies. Because success turns organizations. It makes them dumb and slow. It's tempting, the thing I would avoid is it's tempting to look at your achievements. To look through the rear view mirror. And look at boy, how much we've achieved. But that only makes you self satisfied. In fact, with an organization you need to do the opposite. Look to where we want to be. Look to where we should be. And we're here. And then say, well shoot we are not very far. So for example, and I define these in customer terms. For example, we started our first product helped somebody manage a checkbook and pay bills. If you look at it really, the problem of paying bills has gotten worse. It used to be all bills came in the mail. So you had a little physical reminder. Some come in the mail, some you get by e-mail with invoices from some people. Some you go online and find a website. You pay some at a bank website. Maybe you go to the biller, you pay some. You write checks for some. It's much harder now. We have not actually got to the point. When our nirvana is you never worry about a bill. And you're never late. And you're never overdraft. The overdraft rate in the country is around 30% of households have a late payment during the year from which they get fees. And the overdraft rates, the overdraft charges can be $30, $35. We have not solved that yet. We got to look and say with all that we've done, that's what we should have done. So we've got a team working on that right now. Because we got re-focused on it. So we'll be coming out in December with stuff in there. Look at tax. Tax many people would say is one of our best businesses. And it is. Look at all we've achieved. But, look at the reality. People are still spending a lot of time on tax. Who wants to be spending time typing stuff into tax software? Does anybody? (laughter) No. There's not an accountant, there's not a consumer. We haven't solved that yet guys. There are still a hundred million people in the country typing stuff in to systems to do taxes every February, March and April. That's where we want to be. Is ultimately there is no typing in. All that information you have that goes in your tax return goes in automatically. And if you're an accountant, it all goes in for your clients automatically. So that you can focus on the high level stuff and not the drudgery. So, viewed from the lens of really what life should be. What's our aspiration? Our ideal? Keep people focused on that. And it sure has helped motivate us. I mean, we should be finding a lot of money for small businesses. And we're launching, announcing today ways that we help small businesses find more money. We should be eliminating the drudgery of running a small business. Nobody wants to do the book work. Instead, they want to do what they love to do in business. It could be working with clients. It could be the craft of doing the business. It could be selling new business. Every business person has something they love to do. And it's not doing the books. And that yet, people still have to do it. We want to have it on your phone so you don't have to do the books. It's done automatically. And you got a question, boop boop, there's the answer. >> So you mentioned the phone. Is that the next big growth opportunity? Mobile this is top priority with so many different sectors right now. >> Yeah, yeah. It's the growth today. In fact, every new feature and new benefit that Sasan Goodarzi showed today in his keynote address. Every one of 'em, he showed it on a mobile phone. Every one. It's the fastest growing. TurboTax the great consumer business. It's the fastest growing platform by far. So yeah, if you can take stuff off a desktop and put it so automatically that you can just get on your phone, say, okay, yep, do it. >> Right, right. >> Yeah, so that's where we're aiming a lot of our innovation. And these are amazing platforms. A simple example, the fastest growing form of employment in the United States and in fact, in the world is self employed. Where you think of an Uber driver or someone like that. People who work as consultants, contractors, they work for themselves. They've got to keep track of all their business expenses. Or they lose that money on their tax returns. Money out of their pocket. They got to keep track of every individual business expense which of course, they co-mingle with their personal checking, personal credit card. And they got to keep track of every mile they drive for business. And keep it separate with contemporaneous records that the IRS requires with the starting odometer reading, the ending odometer reading, and the destination and what it was for. Well you can imagine that's such a pain in the butt. So many independent business people, freelancers fail. Or they do some but not others. And that's money right out of their pocket. Thousands of dollars they don't get. They should get that they deserve. So we've devised and a team really creative work, QuickBooks Self Employed. It sits on your phone in your pocket. It reads what's coming from your bank and your credit cards and anytime you're stopped at a stop light or you've got two minutes before a meeting starts. You can go through and say oh, that was a business expense, business, business. That was personal, personal. It's that fast. And then you get complete records for your taxes. Oh then mileage. There's lots of software out there that'll track your mileage but it does by pinging the GPS. GPS takes battery. You ping the GPS all day long, what happens? Zhoom. >> Goodbye phone. >> Bye bye phone. So it's worthless. Our guys we launched that. Quickly found out that people stopped using it because it drained their battery just like everyone else. So, three clever engineers. Together with a couple others came up with a really clever idea which we've patented now. And it tracks your location without pinging your GPS all day long. So it doesn't drain your battery. So now you had complete records. It can detect when you're driving and where you started, where you finished. How many miles. Keeps perfect record, just as the IRS requires. And then you just have to tell it which are business, which are personal. And then it learns. Which one are business trips. So that over time, it knows when you're driving on business and you don't have to do anything. You get complete tax records. We've got businesses using it who get on average $7,000 of tax deductions. $7,000 of tax deductions. Because of the way it tracks. >> And you're taking advantage of the platform. You're taking advantage of the accelerometer. >> Yes. >> More importantly I think. The thing about mobile that most people don't maybe consciously think of is the way we interact with it as you said is little bits of time here, there, and everywhere. >> Scott: Yes. >> It's not the sit down thing. But I think what I think is most exciting about this show is it's a lot of talk about technology. But at the end of the day, it's really more about business. And small business. And small medium size business. And getting business done. >> Scott: Yes. >> And letting people do those dreams like the gal that was on the keynote. >> Scott: Yes. >> Letting her build her company and her franchise. And not have to worry about am I getting all the right deductions. >> That's right. I think the technology is the enabler. But it's all to enable what? What are we trying to deliver? And you saw it, in the kind of lead of slides. We're trying to fuel the success of small business. This is all about success. The technology's an enabler but that's not the center, the star of the show. The star of the show are small businesses and how they succeed. And how the suite of things that hundreds of developers and hundreds of software entrepreneurs who all build for the QuickBooks ecosystem. The new methods, and new ways to drive small business success. And at the end of the day, we don't measure ourselves with software. We measure ourselves with how much more money did we make small businesses? How much time did we save them so they could do what they love? How did we help them grow their business? Running a small business is a, and I know from starting Intuit, it absorbs who you are. You identify with that business. It is your representation to the world. To your spouse, to your in-laws. And if that business is successful, it's something about you that's irreplaceably positive. If that business is struggling, it strikes to the core. I mean, you feel bad. You look bad. So helping businesses succeed. And move them from mediocrity to success is such a home run for the psychology of this growing part of our economy. For each individual, it's your report card on yourself. And we can help make those report cards much better. That's our mission. That's how we're going to change the world so, so dramatically. People can't imagine going back. >> I'd say that you've already changed it dramatically. And it is exciting to hear about the next steps but this whole blend of strategy and execution and culture you're being commended for. It's just a great example of all those factors coming together and make great things happen for a lot of people around the globe so congratulations for that and thank you for being with us Scott. We appreciate the time here on theCube. >> Jeff, John thank you very much. This was a pleasure. >> Jeff: Thank you. >> You bet. Back with more from San Jose in just a bit. You're watching theCube here on SiliconANGLE TV. (techno music)