Isn't this an amazing conference? What do you guys think? I wasn't lying when I said day three is gonna be the best day. Don't tell that to executives that presented on day one and day two. Right, Amy? Exactly. Exactly. Amy, a little known trivia is that we should be saying, "Welcome back to Goldman. Welcome back home. That's right. You used to work at Goldman. I did, a long many moons. Many moons ago. Many moons ago. Many moons ago. It was my first job. Well, not my first, first job, but, like, my first, you know- After business school or before business? Professional job. Yeah. Mm-hmm. Were we nice to you? Yeah, I put some hours in. Okay. That's very. That's the ethos. It's hard work. I'm not sure how to answer that, Kash, but I put some hours in, learned a lot, met a lot of great people. I'm continuing the tradition. There you go. So welcome to the Goldman Sachs Technology, Communacopia + Technology Conference. I just want to start off with a question, high-level question. So you and Satya have talked about three key priorities: maintaining your lead as a top in Commercial Cloud- Yep ... investing to be ahead of the curve with AI, and driving operating leverage at the same time. You invest, and you drive leverage at the same time. What are the things you need to do right in order to get all these three things perfectly on the dot? Oh, that's, that's a good question. You know, I think for us, if you think about those three priorities, at some level, we've spent the past decade, as a leadership team, working to deliver things, in parallel, right? Whether that was growing our leadership to be a leader in Commercial Cloud and delivering, what I think of as quite strong operating results through that period. And if you think back a decade, the third piece of that was investing to lead in Commercial Cloud. Mm-hmm. The tools and the execution are quite consistent. Mm-hmm. Now, the second priority is investing to lead in AI instead of, you know, investing in the cloud transition. Mm-hmm. In many ways, I think, the skills, capabilities of the leadership team, the technical skills our teams have, are far better than they were a decade ago, when we started the first journey- Mm-hmm ... to make the transition to the cloud. And so I think, you know, when we talk about what does it mean to maintain our leadership in Commercial Cloud, it means continuing to invest and take share at every layer of the stack. Mm-hmm. When it says, "Investing to lead," the AI wave, it's both building the infrastructure, but also the capabilities, the partnerships, the talent we need, and I think that's something that I feel good that we've been doing. Mm-hmm. Mm-hmm. I think it became more transparent to others, that we've been doing it, in the spring. Yes. And then the final piece, deliver operating leverage. I sometimes think it's a fancy way of saying, "Continue to put your resources where they add the most differentiated value. Mm-hmm. The language we would use internally often is more that, you know, what's the most important thing you have? Mm-hmm. It's about where you put your talent and your resources toward growth and making those calls, and those are calls we're generally used to making. Mm-hmm. I think the pace of this wave, I think, is what's, you know, bringing some of the excitement- Mm that we see. I think with experience, you're pretty good at pace. Mm-hmm. I think that's probably how I think about it. You've done this really well the last cycle, right? You've managed to not compromise the investments while driving the leverage. Yeah- So there's a playbook that Well, I think there's a playbook. I think there's also capabilities. Mm. It's one thing to have a list of things that you should do, and it's another thing to have done them, built experience, built context, built the fabric. And more importantly, built the architecture, that can be a platform that we didn't have- Mm ... a decade ago. Mm-hmm. Or more than a decade ago, I guess, now that I've been here a while. And so I think that that always feels good. Yes. You know, you're- we're more familiar with those types of transitions, and there's a lot of confidence that comes in your ability- Yes to make them. Yeah. Right? Yeah. Very few companies have made the transition work, and you guys did it. I remember Azure was something that we talked about in 2009, 2008, but it's not a new thing. It's- Yeah. Well, I think I like to talk about it a lot more than you would ask me about it in 2008 and 2009. You know, I think this is one of those things where, you know, people do forget it's been—that transition has been a long time to get us to this place. Mm -where we are as the leader in Commercial Cloud, and I feel very good about that. I feel good about the capabilities that the team has- Got it ... to deliver as we make this next transition. Got it. So our economist, Jan Hatzius, has been calling for a soft landing. We call it a software landing. That's a Goldman Sachs-specific term. So it looks like the odds of a recession are lower than what the entire industry thought. So as you look at calendar 2024, when you talk to customers, what is your collective assessment of where enterprise tech spending is heading at this juncture in the economic cycle? This question, I think, I've been asked now for a couple, couple of years in different ways, and I start by saying, you know, two things. Number one, we're tend to be long-term believers in tech growth. And so we tend to say we think, tech spending as a percentage of that GDP will double. Still believe that. And then the second thing we're pretty consistent on is that, we should control what's controllable for us, and that's our execution and our focus on share gains and staying competitive. You know, in a short-term period of time, it's, it's best for me not to worry about the things that I can't control and focus a lot on the things I can, which is leadership, share gains, investment in the next cycle, customer usage, customer wins. I think when we do that, and we've done that, I think, through other periods. Mm-hmm. It's always served us well. Mm-hmm. That focus on what you can control tends to lead you to far better outcomes- Mm. -than cycles spent on whether it's better or worse or the same or- Mm -than yesterday. Yeah. Yeah. I think the nature of our relationships with customers is not about- Yeah a day-to-day relationship. Yeah. It's about fundamental transitions that they're trying to make in their infrastructure, in their business, in their applications, in their focus. Mm-hmm. And so if that's their focus, and that's our focus- Yeah It tends to work quite, quite well. Yeah -to not be so, so short term. And so I think that tends to be my perspective on this one. But I think lots of people who are much closer- Much closer to it like to opine Yeah And they should certainly do that. At a high level, there is this fascination of what, what does next year's budget look like? Is it up or down? And then you get into the micro aspects- Yeah ... of it.... of it. Well, it's a cyclical thing, and what's the structure of it? Well, you just have to just be more, I mean, I think in some ways, I always say, I mean, I'm a budget person. That's right. You might imagine. Where'd you get that from? I know. I mean, I'm the only one that loves budgets. So, I think if you stay focused on, "Wait, I want to be the most important thing, no matter what the budget size is- Mm-hmm. you always end up Yes in a better place, and that's something, again, you can control. Yeah. You know, are we working on the right priorities with customers? Are we in the best position? Mm-hmm. Have we built trust? Mm. Have we executed against that? Mm-hmm. Do we have great ideas to deliver value, in the short term? Mm-hmm. Right. Can we deliver great ROIC to a customer because on their most important thing- Mm-hmm they've asked for help? And those things make you the top of a budget. Mm-hmm. And then I'm far less concerned about, you know, what is the budget. Budget, yeah. That's really well said. I want to move on to AI. I'm sure you've never been asked a question. Somebody just woke up. Good morning. No, I didn't mean to say good morning. Can you... This podcast you did with your CTO, Kevin Scott, by the way, fascinating guy, absolutely fascinating. Very talented guy. Brilliant, beautiful mind like our CIO. Yeah. Well, you said, "This could be the quickest path to $10,000,000,000." I was trying to do some calculations on a spreadsheet, trying to wrangle my brain about it, and I said, "You know what, Amy? Let me just ask Amy what she meant by that." And, can you give us a little bit more color on, Sure, sure. You know, I think in, in some ways, if you think about the combine two things, you combine, addressable market and pace. If you think about AI, our ability and to monetize that sits at every layer of the platform, whether that's Azure OpenAI Services, whether that's, the Copilot, GitHub Copilot. You think about the breadth of the portfolio that we've announced, and it's either already shifting and being used or we're getting close. Mm-hmm. It would tell you that we're able to probably more quickly make those transitions than we made the server to cloud- Mm-hmm Transition. The products are coming faster. They're coming with higher quality. They're more finished. Mm-hmm. The opportunity is quite clear. Customer demand is already there. There's pull. Mm-hmm. I remember a lot more pushing- Yes -um, along- Cloud play, you know, yeah. Yeah, it took a lot more of that. And so you combine those factors, with what I do think is sort of a unique moment- Mm-hmm ... that this tech transition makes many things more possible sooner. Mm-hmm. You would say it absolutely should be the fastest $10,000,000,000 business we've ever built. Mm-hmm. And then we should be investing toward that belief. And for me, that means: where are you putting your operating resources? Where are you putting your capital? What's the partnerships you're building? What's the customer investment you're making? And it's really important for all those things to align. Yeah. Yeah. Because otherwise, you're just probably lacking ambition- Mm-hmm. Mm-hmm ... if you're not willing to be consistent in your logic- Mm-hmm that the opportunity's there, the product's there, there's customer demand, so then you should be investing toward that. Yeah. I think that's another thing, maybe, you know, you learn over time... Mm-hmm ... right? Is that, you have to align those things in a deep way. Mm-hmm. Mm-hmm. The company executes that at its very best. Yeah. And you did that with the cloud. I mean, directing your capital. We used to ask: "Why is CapEx going up? Yeah. Cloud? You know, I think one of the things that we do take quite seriously is our commitment- Mm To be clear about what we're doing. Yeah. Right? Yeah. Why we're doing it. Yeah. And then to deliver results that are in line with that commitment and so I think saying it can be the fastest $10,000,000,000 business, I think, is both a statement about TAM, execution, our position, and what the market feels like in terms of pace. We hope that when you come back the next time, if you do, we hope you do, that there is a bigger target than $10,000,000,000. Yes, we were talking last night a bit about, you know, my first, I think, Analyst Day, where we talked about- 2014? I think that was it. Yeah. I think I've sort of tend to- Moscone, right? Like, sort of- Yeah ... block some of it out. Yeah. Yeah. where we talked about our first cloud target- Yeah ... you know, for ARR, and, you know, I think it's interesting in that regard. You crushed it. I remember asking you a question. You had 160,000,000 seats of Office 365 as your target. It seemed like a really big target. Today, you have multiples of that. Yeah. Congrats, Well, mostly to everybody else- Yeah ... but I get to come here and talk about it, which is probably far easier than the execution. The partnership with OpenAI, that, that's key to your AI strategy, so can you help us understand the nature of this partnership? What is the life of this? Is it perpetuity? A short-term thing? There's a lot of mystery around this, this OpenAI thing. Goodness. First of all, the partnership, as we've, I think, talked about, started years ago. We were already making investments in AI, had AI services. You know, there's a lot of ambition, I think, from that team, and there still is, of course, in terms of what's possible, and I think their ambition and our capabilities at the platform were a really strong overlap, to be able to execute, help us both execute better. Then that partnership evolved over time, as we've talked about, with investments, and now really a partnership where we're both able to grow our businesses and commercialize, and I'm really excited for what they've achieved, and I'm really excited for what we've achieved, but I think we each bring, you know, unique things to the partnership. You know, I think it's something that is, you know, a durable partnership, and, you know, I'm always excited when both companies are able to achieve better things. Mm-hmm. We've done that together, which is good. Mm-hmm. Mm-hmm. And, so this, we should not assume any risk to the, the nature of the agreement and to... Life's good so far. You should assume we're both executing- Okay ... I... I think really well and pleased with our ability to work together. Got it. So we have a tremendous number of companies that are using Azure OpenAI services. Mm-hmm. I think the last count was about 11,000, and you added a dizzying pace of what? 100 customers a day in the June quarter. How do you see this trajectory playing out in your pipeline, the depth and breadth of these customer engagements? I think I often get asked, "Is there any-- is it, is it unique to geo, or industry- Mm-hmm ... or size of company or? It's- Use cases. Use cases. The reality is, when you get to numbers like 11,000, it's pretty globally distributed. Yeah. Most industries are represented. Mm-hmm. I think the number, and the excitement around use cases, is actually pretty broad- Mm-hmm ... Ash, I would say. Everyone from, you know, I think, there's a lot of good use cases and, I think blogs by our head of sales, Judson Althoff, who'd go through specifics, and I think gives you a sense. But it's, you know, everything from car manufacturers to, big healthcare companies- Mm-hmm ... to industrials, and whether they're doing automation work- Mm. - whether they're doing, marketing- Mm-hmm ... Marketing, a lot ... which I think is popular. Hmm. Whether they're doing customer service engagement, customer support work, you know, review summaries. I mean, there's just, there's- Yeah. The use cases at this point tend to more be limited, I think, by the experimentation companies are going through, trying to figure out where they can get the highest return- Uh-huh ... on that investment. Yeah. They tend to be great engagements, right? Mm ... with customers because they're really trying to solve, you know: Where, where can I put this to use and get- Mm-hmm ... return quite quickly? Mm-hmm. Mm. Mm. And I think customers are seeing that- Mm-hmm ... which is why, why I think you still continue to see optimism, right? Yeah. Yeah. Otherwise, when you try something, and you don't see the return, I think- Yeah ... it can be more tempered. But it seems like across industries, across customers- Mm-hmm ... we still have good wait lists. Yeah. A wait list? Yeah, we'd like to have less waiting. Yeah. But we need to work through that and continue to get customers and proof of concepts that they love- Sure ... that they're excited about getting deployed, and so, you know, we'll continue to work through that, too. How long is the wait list? Long? Lots of customers who are excited- Yeah ... which I'm excited about. Great. That's great. It's good to curate the first set of customers, get them successful, and then open up. Well, I think you just wanna make sure that that you're able to do the work that you're trusted to do. Yeah. Yeah. that you find use cases that customers that can be done responsibly and safely, with a focus on return for them, and I think, you know, that's part of the excitement at the beginning of any new technology is to see. Exciting? Very exciting. Yeah, it is. It's exciting. Gili said she is dying to ask, not dying to- I know! I was waiting. Waiting to ask the question. I was waiting to make sure you gave her time. Yeah. Otherwise, Kash, I was gonna give you feedback. I know, I know, right? Gili, sorry. Well, thank you. you. Thank you, first of all, Amy, for being here and taking the time to be with us today. I know I wanted to just double-click on Azure and a little bit of what you're seeing when it comes to the cloud optimization. You talked a lot about the investment cycle you've done over the past decade and the transition that we've seen. What are you evaluating when it comes to customer cohorts or geos, and to evaluate, like, where we are in this cycle and how long it might last? I have to say, this is the question that I think we get asked the most. Hopefully, this one's a little different. No, it's not about that. It's, I think, because, it's become, I think, just a new, almost a new language that means, frankly, I didn't do a great job of explaining that optimization is sort of just part of running workloads and has always been a part of running workloads. Mm-hmm. I think, when things were, you know, really, really, really growing, and you never talked about it because, I mean, it just seemed like a normal part of running a business. So first, I would say, there's not anything particular that I would go through on cohorting, or geos, or industries, or where they are in cycles. I would back up and say, you know, customers optimize. Our job as the platform provider is to help them do that. Mm-hmm. We should incent our people to help them do that. It's about running a workload as efficiently as you can to get the highest return over every dollar spent. It's an important concept. Mm-hmm. And then, you want that money reinvested in, into new workloads. And of course, the interest we're seeing in AI is a great example of that, right? Being able to make room in your budget to get started on some of the newer or maybe just a different workload that's been on your list, right, and that you've tried to work into your budget. And so I look and say, "Gosh, you know, our..." At Microsoft, in particular, I think, our comps are, you know, we're starting to lap some of the bigger, optimization quarters, almost people call them, which makes me laugh a little bit, but we're starting to lap some of the bigger ones. Mm-hmm. But people should not think that means that's a thing that came and lasted a little bit, and then people stopped doing it. Customers should do it. They should get the most value out of it, and we should continue to have them focus on reinvesting, hopefully, that savings and room in their budget back into new workloads. And so I think that's a process that we're focused on making sure we're doing, and it's also a process that, because of some of the comps, gets a little easier, which I know everybody is always focused exactly on that one number. And I think that is probably a... I should say it differently. Everybody's welcome to think of it the way they want, right? That's about life. Mm-hmm. The way I tend to think about it is how, as I described it, right? Yeah. Which is, it's a normal part, and our job is to make sure we do that, and customers get value, and then we can help them reinvest it in great things. So on that reinvestment, and obviously, with Generative AI, how are you thinking about the magnitude of implications that might have when it comes to inferencing or training? And obviously, Azure is going to see an impact from not just Azure- Right ... but also Office 365 and all the other Copilots you touched on. Yeah, that's. You know, it's interesting. In general, one of the important concepts for us this time, as opposed to maybe a decade ago, is a decade ago, we had a lot of different businesses running on their own infrastructure, right? 'Cause we were taking, which sounds antiquated- Mm-hmm ... we took Exchange and then made Exchange Online. We had SharePoint, we made SharePoint Online. Mm-hmm. Then we had the platform, right? This time around, you can say when you have those things, you notice there's an opportunity for inefficiency, right? Mm-hmm. There's no fungibility of assets. This time, sitting under a lot of this, right, is a very fungible platform. And so whether that platform needs to be used to support third parties or is supporting first parties, it's the same platform. So, demand and the ability to say, "Oh, gosh, we've got more Copilot demand," or, "We've got more platform, third-party demand for Azure OpenAI Service," it lends itself to a lot more flexibility- Mm-hmm ... on whether that's an inferencing workload, maybe it could be a training workload, which has some unique aspects, but in general- Mm-hmm ... the bigger point, I think, for us, and for how we're running the business, is to make sure that is as fungible as it can be so that we're able to meet the customer demand as it exists. And do it in the way that makes the most sense for us. And so, I tend to think, well, people call—I call that thing Azure, right? Mm-hmm. And so then Azure then fully sits under every AI-enabled workload that we offer, is the, is probably the best way of thinking about it, which is far different from a decade ago, and I think allows for a lot more confidence in terms of return on invested capital over a shorter period of time. Does that translate to CapEx when you think about that incremental step up? They're all lined. Yeah, so, like, when you think, like, if we think about the incremental step up, I think something that the community is really thinking through is: how much of that is gen AI related, and how much of that is data centers? And you guys have a much broader footprint now than you did when you first started with Azure. That's exactly right. You know, I think some people are like: "Oh, gosh, is this all for gen AI? Mm-hmm. The reality is, it's not. We have a giant cloud business, a lot of the capital is going to support that cloud business. I guess I could call it non-AI? Mm-hmm. It's a funny term, but is to maintain replacement capital, growth capital, just for the core. Mm-hmm. Then you have the investment that's coming to support. I'll use the term "AI-enabled workloads. Yeah. that's the Copilot Yes. Azure OpenAI services, and that's another piece of it. Mm-hmm. But I wouldn't say it wouldn't be right to think the most of that is AI related- I think the. But it's a big piece. The investor feedback has been, it's all about GPUs, AI is all about GPUs. So if you're gonna be doing AI, then you're buying more GPUs, which are inherently more expensive. They depreciate much quicker, so everybody's doing the math on assimilating that the core Azure has a certain CapEx profile and certain profile of the tech stack that goes into it. Yeah ... which is well commoditized, well-worn, you got massive efficiencies- Yeah and economies of scale, whereas this new cycle you're getting into, that's the concern. So well, I guess, Yeah, and I think it's in some ways, you know, the skills and efficiencies that we've gone through on the Azure side of running an at-scale business, you'll see the same things happen on the AI platform side. You'll see software improvements, you'll see power improvements, you'll see investments in optimizing these large models. Mm-hmm. You'll see... And so you'll- Uh, yeah ... you'll end up with, you know, a lot of efficiency growth is— Yeah ... I think, I would- Yeah Say is a good way of also thinking about it. You know, there are always to use your inefficiencies- Mm-hmm ... when you're seeing some surge- Mm-hmm ... like we are. Mm-hmm. But only in that it takes time to plug things in. Yeah ... you know, but the time until it's being utilized is pretty, pretty short. Yeah. Whereas, I think in the—if you say, "Gosh, well, is it the same as it was 5 years ago or 10 years ago in this process?" It's not. I mean, it time to monetize or time to revenue is pretty tight. The learnings, and that was really the heart of the question, that the efficiencies you picked up in the prior cycle, some of that is translatable. Yeah. Although people look at the jump in CapEx and say, "Well, it's really inefficient," but it's not. No, You can overcome this learning. No, I think if you think about the fact that most of the things that we're talking about contributing a point or two in revenue- Mm-hmm ... from AI, we started talking about for the first time in March. Mm-hmm. And so, like, if you take, like, just a minor step back from the excitement, we're seeing, I would argue, you know, quite, quite good revenue- Mm-hmm ... growth, from products that are months in market. Mm-hmm. I also think it's important to realize, you know, that AI workloads don't just require AI services, right? They require data services- Yeah ... they require other platform services. Good point, yeah. And whether that's the excitement around Fabric, whether that's the excitement- Mm-hmm ... around some of the other data work, I think, that we've announced recently. It-- you'll see AI workloads contribute to core Azure, even if it's not AI revenue. Exactly, yeah. It's an important concept. Yeah. That's partially what additionally drives, you know, capital needs, right? Is that you gotta have a, the investment in the data estate- Mm-hmm ... a prerequisite. Amy, are we gonna have more Copilots than pilots? That's not a question, but I'm trying to prompt- I wasn't gonna answer it anyway. Oh, yeah, 'cause everybody's talking about Copilots, so you guys are... And then a whole bunch of software companies: "Everybody's got a Copilot. Oh. Even on-premises companies have Copilots, which doesn't make any sense- Yeah ... because they're on-premises, and what would you be flying? No. Anyway, so that's- I was gonna say- My question- We have a few. My real question is, you've got a beta program going on at Office, Microsoft 365 Copilot. I think one, a financial services firm that I may be affiliated with- Mm-hmm ... and you may have been affiliated in the past, is also testing it out. What has been the customer feedback on this Copilot, and how are they justifying the price you're asking? The feedback's been good. You know, we made a point to have a good customer—I think industry representation, functional representation, to get good feedback on how it's being used. As you might imagine, you know, people are like: "Oh, you know, you use PowerPoint, and you're able to fix," you know. Listen, I know it sounds much like, "Oh, my gosh, that doesn't sound like it saves time." Listen, if you can say something, "Hey, please fix all these fonts," through a 40-page deck- I know ... and it used to take you, I mean, a long time. I like Helvetica, she likes Courier. Right. We have today. I mean, this is the kind of thing- Yeah ... that causes a real problem in my world. Yeah. I have some notification issues. So, you know, if you can do that in a second. Mm-hmm. But you do that 1,000 times, for a lot of people who are working day to day and having deliverables, whether you're doing marketing content generation, whether you're doing prompts, as you're doing maybe creative and ideation has been a lot of the feedback. I think Teams, in general, has gotten a lot of feedback. Mm-hmm. in terms of its ability to do meeting recap- Mm-hmm. meeting summary. If you can't be there, it feels more like you were there. That ability to really- Mm. I think, better use your time, maybe. I don't know, maybe everybody only goes to meetings, that they're like: "Oh, my gosh, I'm so glad I came." I, on occasion, am willing to just read a summary and feel pretty good about it. Mm-hmm. And I think, but think about that in terms of having everybody's knowledge be more up to date. You feel like information passes fast. There's just so many- Mm. I think, natural extensions when you use it. I think it's been changing for me in terms of how I work. I can speak individually, but I'm not terribly interesting. What's interesting is, I think, the broad feedback, and the broad feedback's been quite good. Mm-hmm. The feedback is what we use to inform the price. Hmm. That price is value-based. Mm-hmm. I feel quite good about it. It goes back to your earlier point. At a high level, we talked about IT budgets and... but the point is to gain a share and be at the top of the stacks, and your, your answer is that, yeah. This is, I think, one of the most important things is, like, if this can't be tech for tech's sake. Mm-hmm. It's gonna add and change how you work, the efficiency of your work, the value of your work, and if it does that- Mm ... then it'll be at the top of the budget list. I think that's on us- Mm To ship a high-quality product with great innovation, that keeps getting better, and that customers say, "Absolutely. Mm-hmm. You know? You know, listen, we'll, we'll still bicker, right? Mm. 'Cause that's just, like, the nature of how you procure. Yeah. But at a fundamental level, that's the bar, right? And I think it's important to always take the customer perspective on a lot of these things- Mm-hmm ... is that you have to earn that, right? You earn it through making it obvious that their employees' lives got better. Mm-hmm. I'm excited to have that happen. I thought I would ask you one more question about the attach rate that you expect against this 160,000,000 Office installed base for Copilot. But, but I, I- You're gonna guess them. Y- You're gonna say- Y- something like, "Listen, we're excited to get to GA. We're excited about the feedback. We're excited that we have 160,000,000 customers to talk to about this, that are already using and loving- Yeah ... Microsoft 365, and have the opportunity to have them get more value out of it. Yeah. That's probably what I would've said. In the 40 seconds that we have, any key messages you want us to take away? What have you- Well, no, I feel like it's-- I always... I love these meetings, but I always feel like we don't talk about some of our businesses. Mm-hmm. And so I would say- You're welcome to come back. Sorry. I know. We had a big day in our gaming business yesterday with the official launch of Starfield. And I think Phil Spencer mentioned it on social media that, you know, we had 1,000,000 concurrent users on the first day. It's a huge- Wow ... moment for us. It's a brand-new franchise. I'm super proud of that team. Mm. I think a lot of optimism about the title. Also saw some good play on PC, which is a great extension, which we've been talking a lot about, extending our gaming franchise beyond just the console. So since we don't ever talk about consumer, and I happen to love the gaming business, thought I'd get my pitch in for Starfield. Thank you. Thank you. Thank you. But other than that, thanks, everybody, for I always- Thank you. Oh, thank you, Kash. Thank you, Gili. Thank you. I really do appreciate the time- Thanks ... and the opportunity to be here, so thanks. Thanks for coming back. Let's give a round of applause. Thank you. Mm-hmm. Thank you.