Thank you all for joining today's call. We have Jack and Amrita with us today, along with Owen Jennings, our business lead, and Thomas Templeton, hardware lead for Block. Today's discussion includes forward-looking statements regarding our strategy, guidance, and long-term goals. Actual results may differ materially due to risks and uncertainties described in materials filed and furnished with the SEC and should not be considered an indication of future performance. These statements speak only as of today, and we undertake no obligation to update them except as required by law. Reconciliations of any Non-GAAP financial measures that we discuss to the most directly comparable GAAP measures are available in our shareholder letter. Further, any discussion of our lending and banking products refer to products offered through Square Financial Services or our bank partners. Before turning the call over to Jack, I wanted to note that we're trying something new this quarter. In addition to taking questions on the call, we sourced questions directly from shareholders on X. Throughout the call, I will ask questions directly of Jack, Amrita, Owen, and Thomas based on topics our shareholders asked us to explore on our earnings call. With that, over to you, Jack. Thank you all for joining us. We had a strong second quarter, and we're raising our guidance for the year based on the strength of our execution. My letter this quarter focuses on our capabilities and how we build. Intelligence tools are making it easier to build all the software we need. What's harder is knowing what to build, owning the capabilities behind it, and connecting those capabilities in ways that create value for customers. That's been our focus from the beginning, and it's why our network gets stronger with every seller and every customer who joins Cash App. There's more detail in my letter, and I hope you get a chance to read through it. With that, I'll turn it over to Amrita. Thanks, Jack. We outperformed our guidance and achieved record profitability in the second quarter. A few of the highlights. We grew gross profit 25% year-over-year while delivering an all-time high 27% adjusted operating income margin and growing adjusted diluted EPS 65% year-over-year. Square gross profit and GPV both grew 13% year-over-year in the second quarter, with U.S. GPV growth accelerating to our strongest growth rate since the second quarter of 2023. We continue to grow our field sales motion, and we now have more than 200 active ISO partners, helping drive over 150% quarter-over-quarter growth in the number of new sellers joining Square from the ISO channel. We drove strong gross profit growth across commerce enablement and financial solutions, and we continue to expect gross profit to grow roughly in line with GPV in the second half of the year. Cash App gross profit grew 31% year-over-year in the second quarter. Monthly transacting actives grew 3% year-over-year in June, and we continue to expect low single-digit actives growth in 2026 as we execute on our network growth strategies. Cash App commerce enablement volume grew 17%, and Cash App consumer lending origination volume grew 59%, reflecting our focus on driving deeper engagement. We continue to ship innovative new products in the second quarter, including Cash App Tags and Cash App Mobile, and we brought Afterpay pre-purchase on Cash App Card to general availability. We achieved record profitability this quarter while continuing to invest in the long-term growth of our business. We expanded go-to-market investment in the second quarter across Square and Cash App, and we continued to drive product velocity through our investments in AI, most notably in the public launch of Buzz, our agentic collaboration platform, in July. We're raising our 2026 guidance across gross profit, adjusted operating income, and adjusted diluted EPS, flowing through the Q2 outperformance and raising our expectations for the second half of the year. For the full year, we now expect gross profit of $12.51 billion, up 21% year-over-year, adjusted operating income of $3.47 billion, or a 28% margin, and adjusted diluted EPS growth of 70% year-over-year. For the third quarter, we expect year-over-year gross profit growth of 18%, adjusted operating income margin of 28%, and year-over-year adjusted diluted EPS growth of 89%. We expect third quarter interest expense of $50 million-$55 million, full year interest expense of $200 million-$210 million, and a mid-20% Non-GAAP effective tax rate in the third quarter and for the full year. As we look to the second half of 2026, we have several initiatives that we can invest in to sustain attractive long-term growth. At Square, we've proven strong ROIs for new go-to-market motions and have further opportunities to invest across self-onboard, field sales, and ISOs. In Cash App, we have numerous products that we expect to continue to grow, including Cash App Tags and Afterpay pre-purchase. Neighborhoods, our program to connect our two ecosystems, has demonstrated strong product market fit, and we expect to lean into investments to scale this differentiated network faster in the second half of the year. AI is helping us deliver more value to more customers. We plan to continue to invest in our AI infrastructure, including Buzz, to drive further velocity gains. The breadth of high ROI growth opportunities we have is significant, and we plan to increase the magnitude of our investment if we see the right opportunities to deploy profit upside. Our increased guidance reflects the strength of our first half execution and the momentum we're carrying into the second half of 2026. Nearly six months after we reorganized Block to make intelligence the center of the company, we're moving faster to deliver value to customers and are executing on our long-term growth initiatives, all while delivering meaningful margin expansion and profitable growth. With that, I'd like to open up the call to Q&A. Now, we will begin the Q&A portion of the call. Please click the Raise Hand feature to ask a question. Please limit yourself to one question. Our first question comes from the line of Tianjun Wang from JPMorgan. Hey, thanks, Katie. Great results here. For Jack, I was hoping, like last quarter, to maybe just get a progress report six months into the reorg. I know I asked you last quarter, I just want to get an update here. What have you learned about the incremental AI investment and talent you need to scale this model across Square and Cash App? I know you've talked about streaming intelligence a bunch in a lot of different places. I'm curious if you're on track with that, what proof points you'd call out to say if you're on track or not on track with your journey there. Yeah. Thanks, Tianjun. I would say we're definitely on track. The biggest proof point is our shipping velocity. We have a very small team on a product like Buzz, which is not just something that we launch internally, but we're using internally as well. We're using it internally to develop, we're using it internally to collaborate, we think there's a very long runway for a product like this. But it's really something that's foundational, the only reason we could get it out so quickly, with such richness, is because of all the work that has compounded over the past two years. We were the first to release a coding harness to the world, months before Claude Code. We've been building this discipline and intelligence within the company ever since then. It's allowed us to do things that other companies just haven't been able to do with their organizational structure, including having a more and more cohesive context and memory for the entire company, which I think Buzz is probably the greatest manifestation of for us, but also for other companies as we look to build around this product as well. I think we're well along the path of implementing these tools to help our organization move faster. Now it's a function of making sure that same sort of magic we can deliver to all of our Cash App customers and sellers as well. I think sellers are some of the most important and probably the most relevant in this next one, because they're also looking for help with AI. I think we're one of the few that can really make it simple enough that people can use it and not have to think about it, and it actually gives them time back instead of as a burden of learning. We'll take our next question from a shareholder on X. Jack, this one's to you. It's a two-parter on both Buzz and open source. How does Block plan to monetize its open source efforts, such as Buzz and goose, and talk more broadly about open source strategy. Does open sourcing some of our AI initiatives limit how much they benefit Block because they're public by definition? It doesn't limit it. I think it gives us a lot more information. It gives us a lot more people who can actually contribute to the code. We're already seeing ideas in the ecosystem and the community that we can integrate within Buzz proper. The reason we built Buzz, as I answered in the last question, is to make ourselves more efficient, and to remove our single points of failure on vendors that just haven't met the agenic age in the way that we'd like, and in the way that we need. Also how we know our customers, specifically our sellers, will want to operate their businesses, operate their teams, and build for themselves and alongside us. There's a huge menu of options that we can go down to monetize Buzz. We do intend to do so. We don't want to custom fit one too early without having a lot more information. We're in a fortunate position where we can experiment with a number of models and then choose the right one that's going to align all of our incentives with our customers. We've talked with very small businesses in that regard, and we've talked with some of the largest enterprises we can imagine as well, and we think there's something meaningful there. We do intend, on the roadmap, to offer full Git hosting and code repositories. We're going to have a hosted option for teams that don't want to run infrastructure. That's live today. We think there's a lot we can do on token efficiency. We're already model agnostic, but much more to do there. As I said in one of my posts about Buzz, agents that can transact feels like a natural place that we can explore. There's something that will fit sellers, there's something that'll fit larger enterprise, and of course, we're building this for ourselves to make us a lot more efficient and better. Our next question comes from the line of Jason Kupferberg from Wells Fargo. Hi, guys. Thank you. Just looking at the numbers here. For the past four or five quarters, you've beaten your quarterly guidance, not just for AOI, but really for gross profit as well. This quarter, you're raising the full year outlook for both metrics by more than the Q2B, which is obviously great to see. Just as investors contemplate the second half outlook, would it be fair to assume that some of the conservatism we've seen in recent quarters has been factored in? Just any color on how to think about gross profit growth at the segment level over the next two quarters would be great to help tune our models. I know that the Square comps get a bit easier, and Cash App's obviously get harder, but any color there would be great. Thanks. Hey, Jason. Thanks for the question. Let me first start by talking about the numbers and some of what we're seeing in real-time across the business, then talk about what we're seeing in each of our ecosystems and the longer-term opportunities to compound growth in the back half of the year and heading into 2027. First, on the numbers, obviously, very strong quarter for us in the second quarter. 25% gross profit growth, 65% adjusted diluted EPS growth on a year-over-year basis. What was encouraging for me to see was how broad-based the strength was. We feel really good about the momentum that we've got as we head into the back half as a result. If you look at Cash App, we were able to grow actives year-over-year and inflows per active year-over-year at a 9% growth rate. With that performance really flowing through numerous products, from commerce to banking to lending. From a Square perspective, we accelerated growth on a global GPV basis, on a U.S. GPV basis, and obviously on a gross profit basis, with some of the strongest growth rates we've seen in the U.S. since the first half of 2023 in three years, whether you're looking at U.S. food and beverage GPV or more broadly U.S. GPV. Continued strength in the other target verticals for us with larger sellers and mid-market growth over 20% and international up 25% on constant currency basis. That's a bit of a look at the strength and what drove the strength in Q2. Again, very broad-based. Similarly, when we look at the third quarter, what we're seeing so far is consistent strong performance at the data points that we track with Square GPV growth in July, consistent with the strength that we saw in the second quarter, and continued healthy inflows per active and monetization rates and risk loss rates across our Cash App business. You carry through the run rates that we're seeing. Where that gets you is the 18% gross profit growth in Q3 with continued margin expansion. Exiting the year in Q4 in that gross profit growth range of that mid-teens growth rate, which is consistent with what we've been sharing for some time now and since our Investor Day guidance in last November, even as, obviously, as you noted, we reached some of the tougher comps for a product like Cash App Borrow, which was scaling dramatically in the back half of last year, and as that growth normalizes as we look to the back half of this year. Coming now to some of the key drivers across the ecosystems. For Square, we'd expect to accelerate gross profit growth in the back half of this year, and that's on the back of both strong GPV growth as we compound the benefits of not only stronger product velocity, but also our ramping distribution channels. Also on the back of expanding our pricing and packaging initiatives that we rolled out towards the end of last year. From a Cash App perspective, as we look to the back half of this year, as I noted earlier, we'd expect actives growth in the low single-digit percentage range. We believe we have far more room to continue to drive deeper engagement across commerce and lending as well. From a consumer lending origination volume perspective, we do expect to see normalization in the back half, but we believe we've built a much broader platform here from a lending infrastructure perspective that should be a driver of growth in multiple ways beyond Borrow, too, as we look to the back half and to the longer term. Finally, just as we're talking about guidance, of course, we think continuously about efficiency and profitable growth. As we look at how we've operated post the changes earlier this year, nearly six months in, we have built increasing conviction on our ability to shift our operating rhythms as an intelligence company with AI central to all of our workflows. That way of working ultimately drives improved efficiency over time and greater leverage to our business over time, which then, of course, gives us the opportunity to invest where we see strong returns. As I noted in my intro remarks, go-to-market, Neighborhoods, AI, these are opportunities for us to lean in where we see strong returns and as we build that room for ourself in the back half of this year and into next year. Our next question comes from the line of Will Nance from Goldman Sachs. Hi, thank you for taking the question. I thought I'd take advantage of Thomas being on the call here because memory costs and hardware have been very top of mind for a lot of investors and probably more relevant as the volume growth and new customer acquisition and seller keeps accelerating. Can you talk about the hardware and pricing environment that you all are seeing? How is it impacting the business, and could you help frame the range of outcomes as we think about hardware costs on the business, your access to hardware, and talk a little bit about how Block's hardware strategy may differ from competition? Thanks for taking the question. Hey. Yeah, this is Thomas. Thanks for the question. This is definitely top of mind, especially memory. Typically, when we talk about hardware as a differentiator, most often it's in the context of our new products. Like in the very beginning, I've been able to come up with the Square original card reader, setting the bar for what point of sale could be with Square Register, and most recently with Tags, creating magical payment wands. While hardware expertise definitely allows us to differentiate on the product side, and I'm really excited about the new products we have in the pipeline, hardware is much more than that. One area that I'm particularly proud of, but we don't often discuss, is our supply chain and operations team. Over the years, we've built deep expertise and gone deep into the supply chain. Most companies have a relationship with their supplier, but we're different in that we go deeper, and we have relationships with our supplier's suppliers. For key and core technologies, we go down to the supplier's supplier's supplier. Not only does this allow us to build best-in-class products, but it also enables us to manage supply in a very differentiated way. Thinking back to COVID, everything was out of stock. It was hard to find toilet paper. One thing that I'm proud of is that we were the only company in our space never to go on back order. Fast-forward today, hardware costs, specifically memory, are top of mind for everybody. Because we go so deep in the supply chain that we have really strong relationships with key suppliers, we actually identified this constraint coming middle of last year. Since then, for the last year-plus, both our engineering and operations team have been working to mitigate these. This is why, unlike many companies, you haven't heard us talking about supply constraints or cost. Yeah. Now, I do want to caveat that what's happening across every industry is unprecedented, and I think we've heard that. Our friends down in Cupertino called this a 100-year flood. While I haven't been here 100 years, in my almost 30+ years in this industry, I've never seen anything like this. We can't say that we'll never be impacted, and we do expect our costs to go up over time just like everybody else, but we have a really good handle on the trajectory of costs and supply dynamics, and we feel that we can manage this accordingly. Our next question comes from the line of Darrin Peller from Wolfe Research. Hey, guys. Thanks. Look, it was great to see the acceleration in GPV to 13% global and 10% in the U.S. Can you just touch on some of the key drivers? We know NVA was converting well, and I think it was up 17% last year. Just how's NVA trending now? Where are you on your sales build and ISO efforts and partnerships? Just as attached to that, it was also nice to see the spread between gross profit and GPV narrow even without the tariff refund dynamic. Do you still expect that growth rate between GP and GPV and Square to grow in line with each other in the second half? Thanks, guys. Hey, Darrin. Thanks for the question. Yeah. Let's unpack the momentum we're seeing with GPV. I think first, fundamentally, it all goes back to the compounding benefits of our progress against our product strategy and shipping more products at pace, and our expanding our distribution channels from a go-to-market perspective. What we're seeing is that those efforts are really resonating with our sellers and with new sellers as well. From a product perspective, we launched a number of different products that really resonate for food and beverage sellers, things like drive-thru for QSRs and dozens of new features across the board. From a go-to-market perspective, we saw the fastest pace of self-onboard NVA, fastest pace of growth since Q2 of 2021 actually, which is really encouraging for us to see, in addition to ramping channels from a field sales perspective, from an ISO perspective, from a partnership perspective. All of that leads to this acceleration that we've seen that's, I think, particularly notable in the U.S., but broad-based as well, with our strongest U.S. GPV growth rate in three years, since Q2 2023. International performance also coming in strong, even with some of the FX headwinds at 25% constant currency. I'd particularly call out the strategic verticals that we've been targeting with global food and beverage GPV up 20% year-over-year, and the strongest U.S. F&B growth we've seen since Q1 2023. Mid-markets also continue to be our fastest ramping segment, also with growth over 20%. As I noted earlier, a lot of that strength that we saw in Q2 carrying forward into July. On the gross profit point, we were excited to see growth roughly in line and accelerating growth from a gross profit perspective, but roughly in line with GPV growth. I think fundamentally what underpins that gross profit growth is not only the strong engine underneath it with compounding these gains in GPV, but things like continued software adoption growth and momentum in financial solutions driven by products like Square Loans, where we still have tremendous room for continued growth. Products like Square Card, our credit card that we're ramping within our Square ecosystem as well. The broader suite of software and banking features continue to resonate with existing sellers and new sellers alike. We did have, in the quarter, a tariff reimbursement benefit of about two points. That roughly offset a network remediation comparison from Q2 2025. Those two sort of, if you will, one-time elements roughly offset each other by about two points this quarter. We continue to expect Square gross profit and GPV to grow roughly in line with each other as we look at the back half of the year. Our next question comes from the line of Adam Frisch from Evercore. Hey, guys. Thanks for taking my question. The motion on Square is pretty simple in terms of better product with expanded distribution. For Cash App, what gives you the confidence as you lap the huge borrow growth this year that you can continue to drive outsized gross profit growth in the next couple of years? We like to say it's More people using more products more frequently. What's the playbook here for Cash App growth? If I could just ask on the loss side, what was it in the quarter? Was it still around where it was previously, and how do you expect that to trend? Thanks very much. Thanks, Adam. Happy to take this question. I'll give some context on the durable growth of Cash App overall first, then I can touch on the loss rate question. Even though Cash has evolved massively over the past decade plus, I think our core approach to growth hasn't changed that much. I think that's largely because just the addressable market is so massive. We see over 100 million modern earners in the U.S., and we think that's going to be the fastest growing demographic over the next 5 years- 10 years. Still with our existing customer base, we still have massive room to deepen engagement. Obviously, Cash App Card attach rate is pretty high, but there's still a number of customers who are still peer-to-peer only. Increasingly we're seeing with products like Neighborhoods, Teams and Families, Tags, this is giving us more of a right to win up-market and actually expanding the addressable market. Our approach has remained the same, which is really just focusing on the ecosystem. I think this is unique relative to some of the other players in consumer fintech, where top line is coming from one or two different sources. We think of the Cash ecosystem in four parts. There's our network-based products, our banking and financial services products, our commerce solutions, then Bitcoin, of course. I think we have massive runway across the board. On the network side, we're continuing to invest in network health and core peer-to-peer. Neighborhoods, I think is set to have a massive impact on Cash App going forward. Continuing to push on our Managed Accounts, U13 product, as well as Teams and Families more broadly. On the banking side, still have a lot of room to go with Cash App Green and also new products that we're calling internally these essentials. Things like launching Cash App phone plans and then continuing to twist knobs and tune dials on the Borrow side and the Retro side. For commerce, some really exciting things related to the card. Afterpay on Cash App Card pre-purchase just became generally available a few weeks ago. Obviously the Tags launch. We've had a few viral moments, but that's a massive platform for us. Continuing to push on distribution with Cash App Pay as well as Afterpay. Some large merchants we've signed recently. On the Bitcoin side, deliberate pricing decisions have actually been a headwind for us this year. That was a deliberate move to make sure that we're the simplest and cheapest Bitcoin exchange out there. I think that's proven really successful in terms of relative share gains versus others. All of that is the core ecosystem of Cash App. You can layer on some of the newer bets, like how we're monetizing Cash App Score, same thing for Money Bot, new things that we're working on that are not public yet. I think all of these pieces are going to flow through the inflows framework pretty differently. Some of them will hit active, some of them will hit inflows for active, some of them will hit monetization rate. From an actives perspective, I think the biggest drivers in the coming months are really Neighborhoods and our families, Teams and Families products. On the engagement driver side and how we think about growing inflows, I think it's really our focus on the modern earner and spending tools. For what it's worth, Cash Card just turned 10 years old a few weeks ago, which is super exciting. A decade old and we're still running GPV growth at more than 20% year-over-year, fourth largest debit program in the U.S. Overall, the way I feel is we have the most expansive product portfolio that we've ever had, and our job is to bring all the different pieces of this ecosystem together in the back half of this year as we head into 2027, and ensure we can maintain those strong, durable growth rates over time. That's despite lapping the meteoric growth in Borrow. I think we have a strong track record of doing this over the past decade plus. Amrita, do you want to just touch on the loss rates piece? Sure. I presume that's a question on Cash App Borrow loss rates, which continue to be healthy. We look at cohort-level loss rates, as you know, and as borrower cohorts season, we generally see that repayment behavior improves and losses decline. That's just based on our underwriting and the rich first-party data that we have that feed into our models. More broadly, I would say, based on our consumer lending origination volume forecast, as I noted earlier, the normalization of the growth rates and the maturation of the Borrow cohorts, we'd expect to see year-over-year growth on transaction loan and consumer receivable losses to moderate as well through the remainder of 2026. Our next question comes from the line of Tim Chiodo from UBS. Great. Thank you for taking the question. I want to shift gears a little bit. A little bit of an unsung hero, if you will, with the Square Financial Services part in the shareholder letter. Two things there that could help margins and maybe free cash flow. You mentioned that Square Financial Services will start to take deposits, which could help with some of the funding for some of the loan products, also that Square Financial Services is also serving as effectively the acquiring sponsor bank, it could start to support both Square and Cash App, which would effectively remove some costs, and I was hoping you could talk a little bit about Square Financial Services' role across those two use cases. Thank you. Hey, Tim. We think the capabilities that we're building here around banking with Square Financial Services are incredibly powerful, we're really just at the beginning in terms of this journey that we're on. When I step back and think about the strategic elements that Square Financial Services provides to us, I think there's three primary benefits. Square Financial Services gives us greater optionality when it comes to how we bring our products to market, whether through partners or through Square Financial Services that ultimately provides us with greater resilience and redundancy. It enables us to serve more customers and frankly expand our products, often at better economics. You've obviously seen how that's flown through from a Cash App Borrow perspective, being able to bring Cash App Borrow nationwide and improve from a variable profit perspective over this past year, such that it's a much more meaningful incremental growth opportunity for us for that product and potentially for future products down the road. Third, it gives a direct connection to our regulators, which ultimately helps us build upon trust and get great feedback along the way as we're expanding new products over time. In terms of where we're entering with this next phase of growth for Square Financial Services, we are expanding beyond lending, I think there's two important milestones as I look at where we are and where we're about to head that I'm pretty excited about. Deposit taking. As you noted, we are expanding our capabilities there. Sellers maintaining at least $10,000 in Square savings are now eligible to earn a 3.5% APY. That's eight times the national average, which attracts, obviously, sellers bringing more of their business to Block. It deepens our relationship, expands retention possibility, expands our deposit base further. As we grow balances, we can ultimately build a stable base here that's relatively low-cost deposits that then helps us fund future lending products at a lower cost of capital. Near term, we continue to externalize those lending originations through warehouse facilities and other funding sources, over time, you can expect deposits through Square Financial Services to become a much bigger part of how we fund those lending originations, it's far more efficient from a capital and returns perspective. Secondly, as you noted, we are now building acquiring capabilities into Square Financial Services. In June, we had a new milestone for SFS as we processed our first Square acquiring transactions. Over time, we can gradually migrate more of those acquiring transactions into both Square and Cash App, but that is a multi-year endeavor as we bring more of that processing infrastructure in-house with, again, the primary benefit to us being increased resilience and redundancy. All that to say, Tim Chiodo, we agree with you. We're super excited about SFS and the opportunity to expand far beyond this first chapter of lending as we look at deposits and acquiring next and the much longer roadmap beyond that. We'll shift to our next question from shareholder on X. This is a couple of questions that we've amalgamated, but this is over to you, Owen Jennings. What updates can you share on Neighborhoods, including a status update on the broader rollout of the product? Sure. Thanks, Matt. I think at this point, we're extremely confident that we've found product market fit with Neighborhoods. Now we're scaling incredibly quickly. Annualized seller GPV on the platform crossed the $1 billion threshold in June, which is up 220% year-over-year. New sellers that were onboarding onto Neighborhoods was 8x in July what it was in March. The great part from the product perspective is as we've ramped, we've seen really, really strong and consistent data. Spend from followers reaches about 10% of a seller's GPV in three quarters on average. It's like a really meaningful share of GPV. We're seeing really strong conversion rates just across every funnel that we're tracking, whether it's buyer enrollments per location or signups versus Neighborhoods impressions or claims per location. The list goes on. We feel really good about the product. Now in the coming weeks and months, we're focused on just massively accelerating the distribution and the go-to-market on the seller side. We're confident in the performance. I think the auto-enrollment motion that we talked about last earnings is working really well. Of course, there's an incredibly strong correlation between the number of sellers who are on the Neighborhoods platform and the number of buyers who are engaging via Cash App. On the product side, a few additional things that we're focused on as well. We are testing a motion that's aimed at increasing density. This is a combination of auto-enrollment plus also dedicated outreach and in-person time from our account management team, which has been really successful with more upmarket, multi-location, complex sellers. It's been interesting just understanding how critical it is for the employees at a given Square seller to get bought in and fully educated on the program. We've started experimenting with various incentive programs to get to a world where everyone who's working at a Square seller where Neighborhoods is turned on becomes an advocate of the Neighborhoods program and ultimately using Cash App. We're also going to close out the work where we're making Neighborhoods work for every hardware product, and we'll be launching a tab at the top level in Cash App that shows on a map view geographic basis, all of the merchants that you can follow and order ahead and engage with. Feeling really, really excited about Neighborhoods. To me, my honest reflection is it feels like the early days of Peer-to-Peer, where we have this proprietary onboarding funnel. We're seeing the numbers starting to inflect in a meaningful way. It's pretty clear that this is going to reach massive scale, and then ahead of us, we have a huge opportunity to drive deeper engagement and deeper monetization. Our next question comes from the line of James Friedman from Susquehanna. Hi. Thank you, Katie. Thomas, another hardware-related question. Would love to hear how Cash App Tags, Cash Tags is doing. For example, does it lead to increased engagement or changes in ticket size? What sort of cohorts are embracing it? Any perspective on Cash Tags would be helpful. Thank you. Thanks for the question. We're super excited about Tags. We believe we created the next new viral hardware product. Typically, when you're developing any product, you're excited in the development process. When I first got a prototype of the wand, I took it to a seller for the first time, and just seeing the reactions, the reaction of the cashier, the people in line, the cashier actually pull over another cashier to show it to him, it was pretty clear we're onto something. It reminds me in a lot of ways of early Square days, where the first time you swiped your card on a phone and signed your name with your finger and got an email receipt, it was pretty magical. This feels in a lot of ways very similar. I'll get into some of the details of your question, but first I wanted to level set a little bit on why and how we're doing Tags. As Owen mentioned, Cash App Card launched 10 years ago. When we launched it, we took a pretty different approach, and that was around customization. We offer lots of different colors, lots of different materials. We have a glow-in-the-dark card, we have a tortoise card, and customers can personalize. They can write on it, and we have stamps, and you can really make these one of one. Our customers love it, especially younger audiences. One in five teens have a Cash App Card today. The biggest problem with the card form factor, and I see this when I take my Cash App Card out and I have a tortoise card, people comment on it. They ask me where I got it all the time. The problem is cards are stuck buried in your wallet 99% of the time. What we wanted to do was we wanted to take the best parts of our Cash App Card and just take it to the next level. What we did is we developed Tags. Tags, it's a module that has an NFC chip, an antenna, and some other things, but it's fully sealed, waterproof. You can put it through the washer and dryer hundreds of times. It has no battery. The great thing is with this module, you can put it into pretty much anything. Once you put it into something, that thing turns immediately into a Cash App payment device. We're pretty excited about that. Earlier this summer, we launched three form factors. We launched our wand, a mini card, and our heart, the reception, it exceeded expectations. We sold out much quicker than we thought. The second wand drop sold out in just over 30 minutes. The really exciting thing is we did this all with zero marketing. This was all viral. Today, we have over three million people who have asked to be notified for the next drop. What's next? Right now, we're ramping production of those three models that we announced. In the coming weeks, we're going to make that more generally available. Later this year and early next year, we have lots of new Tags coming. Some fun new colorways of the existing SKUs, but also some different form factors. We're going to be making more key chains with some other pretty interesting form factors and materials we're playing with that I'm really excited about. Not just first-party products. What's exciting about the partnership space is it allows us to reach other demographics that already have a relationship with a given brand. To your point, we can expand demographics through partnerships really well. Again, I'm really excited about the reception so far of Tags. I'd just say, if you don't have one yet, I recommend getting a wand. You need to see it and feel it to really understand. When you pay for it for the first time, you see others' reactions, then I think you'll get what we're onto. I would just add on top of this and broaden it a little bit. I think Tags is obviously an incredible and super innovative product, and we were able to get it to market incredibly quickly, especially for a hardware product. I think that motion is just reflective of how development at Block has changed, especially over the past 6-12 months. I think that the flow-through from AI tools is just making it so that we can ship higher quality features and products to our customers at a higher clip. Those things used to conceptually be at odds with each other, and it's just not the case anymore given how the AI tools are flowing through. At this point, at Block, AI is involved in basically every single production code change or production code review. Code changes per engineer is up 150% since the start of the year. Square, just for reference, we shipped 130 features in the first half of 2026. That's up more than 3x relative to the first half of 2025. I think all of that is because of the foundation and the investment in AI tools over the past three years, whether it's goose or contributing to the MCP, or it's Buzz, or it's everything else that we've built internally. Now I think that you're really seeing that start to flow through in terms of shipping things to customers. Tags is a great example, as Thomas went through. I think the acceleration in Neighborhoods is a great example. Square Credit Card just reached over $1 billion in annualized spend. Manager Bot and Money Bot are GA'd. Afterpay and the Cash App Card is GA'd. Stablecoins on Cash App are GA'd. The list goes on. I think just fundamentally, that thesis and narrative around high quality, high velocity that we've been talking about for the past 2-4 quarters, we're seeing it come to life in Q2. Our next question comes from the line of Nikolai Cremo from Barclays. Hey, thanks for taking my question. I wanted to ask on Block's AI cost strategy with your model-agnostic approach as you lean deeper into AI as an organization, given token costs are becoming an important topic. Separately, it would be helpful to hear how you're thinking about AI monetization over the near to medium term with Manager Bot and Money Bot. Thank you. Hey, Nick. Thanks for the question. Maybe I'll start off on the cost strategy. Owen, you can chime in on Manager Bot and Money Bot monetization. First I'd say, look, we see the headlines, it's obviously a major one. We think around costs for AI. We think relative to the industry, we feel we're pretty well positioned here for a couple of the reasons, including one that you noted around the model-agnostic builds for goose. I'd say more broadly, our budgets obviously are going up. We're focused on a strategy that ensures returns from those budgets. I think what you just heard from Owen on product velocity is that we are seeing tremendous speed and quality come through in terms of development capabilities using these tools, even back of the house in terms of how we run the company, our workflows now from an intelligence perspective. The strategy from a cost perspective for us starts with intelligently routing our workloads, being efficient in how we think about compute, leveraging multiple models, including open source models where appropriate. Then obviously the technology's continuously advancing, so we evolve our strategy as we see those advancements as rapidly as week to week or month to month. We don't think the right answer is to constrain developer velocity or productivity using these tools. We think the answer, as I noted, is really just to be thoughtful and intentional about how we deploy the tools. We know that it's an evolving paradigm, and it's one where we feel we've built a strong foundation and have identified a number of ways to improve efficiency over time. There's more work to do for us and for many others. Maybe I'll just quickly note, I think the two core capabilities that we're building that are truly differentiated here, especially as we think about the efficiency returns and cost component of our AI approach. First, as you noted, Nick, goose is model agnostic, and we think this is a component that we foresaw some years ago that's really important. It means that we're not locked into a single provider's capabilities or pricing structure. That's true for anyone, obviously, who would use goose. We are seeing sometimes the leading open source models are better today than what existed six months ago, and therefore, we have the ability to leverage whatever is the frontier model from an intelligence or cost perspective, based on what we've built. You don't need the most leading-edge model now for the vast majority of knowledge work. We can then route based on what we're seeing as the advancements play out. Secondarily, what I'd say is that from an engineering perspective, we've built an internal evaluation system that is scoring each model on a number of metrics, from quality to cost, based on our real production data. That means that we're continuously evaluating, on a task-level basis, all of the new models as they're released and as pricing evolves. Of course, we're all seeing extremely powerful models now become lower priced, which then gives us the opportunity to build the right efficiency approach into each of our workflows, where we can see a lot of our work get done with older models, which are increasingly powerful. Turn it to you, Owen. Yeah. Happy to touch on monetization for our AI products. I think it's pretty clear that we have an opportunity to monetize Manager Bot, Money Bot, and Buzz. I think Jack talked about on the Buzz side and how we've had conversations with sellers and businesses of all sizes from the small businesses that use Square all the way up to some of the biggest companies in the world, and I think there's a really clear willingness to pay there. I think on the Manager Bot side in particular, it's a pretty interesting opportunity for us. We've been testing an updated version of Manager Bot that's capable of some of the most complex and also some of the most time-consuming tasks that our sellers are faced with. I've talked to a number of them, and there's a really, really clear willingness to pay, especially if you think about some of these tasks like scheduling or managing inventory or what have you. I think that this could take a bunch of different shapes over time. You could think about building Manager Bot into one of our SaaS tiers. You could think about charging directly for Manager Bot. You could think about more usage-based pricing, especially for enterprise sellers who are more used to that sort of model. Right now, we're focused on the quality of Manager Bot, we're focused on distribution, and we're focused on making it as useful as possible as a partner for these businesses. I think the one other thing that I would add is that I wouldn't just think about the first-order monetization for something like Manager Bot. I think fundamentally, when sellers win, we win. It's good for them, it's good for Block, it's good for the economy, frankly. If we can help a seller make 10% better decisions or increase the chances that they don't go out of business by 10%, that's a win-win, and obviously from a business perspective, that ends up flowing through same-store growth, retention, and ultimately GPV overall. We'll take our final question that was submitted via X. This one is for you, Jack. Block's mission is centered around increasing access to the economy. How are you balancing investment and deepening that core mission with newer AI initiatives like Buzz? I think the only way we've been able to really serve more of the economy and increasing access is through the technologies behind what you know of as AI today. We started the company with a pretty rich machine learning and deep learning discipline because we needed to understand and model risk and fraud, and that went on to us built using the same tools for lending. These technologies have always been a pretty deep part of our DNA and something that we have benefited from at a company level, but also as we pass this on to our customers. I think Buzz takes it to a different level. I've been talking with a lot of sellers recently, and one of the things that is common amongst all them is that they all talk to their staff. They're all frustrated with the tools that they have available to them. They're all interested in building. They are using AI tools today, and they're looking for something that's just built in, batteries included, and they can use right away, to build up their business, grow their sales, help manage their employees, help manage the operations, and that's a perfect place for Buzz to fit in. We think there's so much more. A lot of what building comes down to is really building for the economy, and I think that hits our purpose directly. I believe we're going to be on the frontier of this, and we're super excited about what people are doing with it already. Thank you for participating in today's call. You may now