ebay

Fortune Staff

This year’s Fortune 500 marks the 68th running of the list.

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The multinational e-commerce platforms allows consumer-to-consumer and business-to-consumer transactions. Started in 1995, the multi-billion dollar business ope

eBay | 2022 Fortune 500

legacy

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eBay

eBay | 2022 Fortune 500 | Fortune

Vinod Bidarkoppa, Senior Vice President, Walmart; Chief Technology Officer, Sam’s Club 
Nitzan Mekel-Bobrov, Chief A.I. Officer, eBay
Rathi Murthy, Chief Technology Officer and President, Product and Technology, Expedia Group
Moderator: Rana el Kaliouby, Deputy CEO, Smart Eye; Co-chair, Fortune Brainstorm A.I.

Brainstorm A.I. 2022 - The Age Of Intent: Knowing What Customers Need Before They Do

Conferences

Vinod Bidarkoppa, Sam’s Club 
Nitzan Mekel-Bobrov, eBay
Rathi Murthy, Expedia Group
Moderator: Rana el Kaliouby, Fortune Brainstorm A.I.

Knowing What Customers Need Before They Do


<p>I'm gigi chemo and I'm just here of insta cast. So I grew up into a small town in the south of France and I was a daughter, granddaughter, great granddaughter of fishermen, my grandmother was a fishmonger and I was the first one of my family to graduate from high school, let alone college. I would say it was really during business school that I was learning about different industries and I was incredibly interested in industries that were fast moving and I had kind of the american dream and so as soon as I was able, I set sights on the U. S. And I immigrated to the United States about seven years ago. My first internship was at Ebay and I learned so much about technology that how technology can help people who have a passion uh and and want to make a living really thrive online. I was very interested in moving to facebook because there was this incredible social media platform kind of exploding rolls open at the time were jobs in marketing and communications. I had on strategy at Ebay which had nothing to do with marketing and communications. Uh so I spent all of thanksgiving weekend imagining a product which at the time was called facebook stores and writing all of the marketing materials for that product uh and sending that to the hiring manager kind of begging them to hire me and telling them that even though I didn't have the profile, I don't know his work to prove to them that I could do marketing and communication and that's kind of how I got the job when I moved to product, I had a very well intentioned product manager. Tell me, well Fiji, you're never gonna sheet with the engineers, you're never gonna get credibility with like all of you. And what that meant was, you know, too much makeup to french. I tried for a day to kind of dropped the makeup tie, my hair dressed with a hoodie, no one recognized me and I didn't recognize myself and I realized, no, actually is a way in which I'm gonna lead and the way in which I'm also going to inspire my teams is by recognizing all of who I am. I got a lot of feedback really quickly that uh, it was actually allowing other people to be themselves, giving them permission to really show up with all of their magic, all of their diversity, which I think is incredibly important if we want to create workplaces where people can do the best work of their lives. I was diagnosis endometriosis right? As Mark offered me to lead the facebook app. And you know, the last discussion you want to have with Mark Zuckerberg, who is offering you to lead the facebook app, uh, to tell him about your uterus. Like that's really the last conversation you're hoping to have in your life. And yet I realized that I was probably about to have surgery because of these issues and I needed him to know. And when I told him about it was not only incredibly supportive, but he also told me that it was really looking at people as relationship that he wanted to build a world across the decades and not as you know, something that you wanted from me in the next couple months. So many women do not have to support. So many women are incredibly alone and isolated in the workplace with these issues and terrified to talk to their manager about going through this because our worries are going to lose our job, lose our credibility, lose out the next promotion. I felt a responsibility at that point in time uh to speak up because I was in a privileged position of having all of the support. So many women have said like, oh I have a mess, I have rheumatoid arthritis and I never expected a leader in your position to have, let alone be public about them. I feel that it's a risk as a woman to talk about how it's a huge taboo as women, we need to you know, look absolutely exceptional at everything and and you know, be completely invincible to even get a shot at being taken seriously. So it's always a risk. But I shall like I have a responsibility to do that for all the women that don't have my privilege. Yeah, I think leaders always have to take extreme responsibilities for for anything that they bring to the market and I think we were quite optimistic about all of the outcomes that are products could create. And they certainly created a lot of good. But we didn't look around corners early enough to really understand what could be the shortfalls. But that has taught me is to be incredibly proactive in the future in anticipating the risk of any technology product. You can do great things with technology, you can do bad things with technology. And so as technologies, our job is to make sure that we maximize the good and minimise the bad. And that's something that I'm taking very much to heart in the next job. Mhm. I think the learnings about growing a global company uh and growing and advertising business and understanding the needs of consumers will certainly sell new Orleans the next job. But I also think that in psychology is unique and very different and I think it's a it's a business that is really a marketplace at the intersection of consumers or shoppers or retailers or CPG partners and it's a four sided marketplace and a big part of my role is to make sure that we serve all of these different constituents in the best way possible. Shoppers are literally the face of a company. I take enormous responsibility on making sure that these people who are critical to our service are getting everything they need from us, including flexible learning opportunities which are very important to them, a safe work environment and you know, the recognition that they deserve for for the service that they provide. So uh this is something that I take incredibly seriously and will be a very big part of my job going forward. It's a little bit poetic that I I grew up in a family of fishermen where uh kind of the mission of my family was cheating on their families and and I'm back to my roots by by leading insta cart which is fundamentally about giving people access to food when you grow up in a french italian family uh food is how you should love food is how you celebrate uh fully. That's the center of everything. It's so much more than nutrition. It's it's part of rituals, it's part of all the emotions of the family. And so I hit the cart as you know helping all of the families around around the U. S. Uh in really making this moment of you know bringing food to the table a lot more convenient and a lot more enjoyable. And to me that that was deeply uh</p>

Instacart's new chief executive talks about how she got into tech, her health struggles, and what went wrong at Facebook.

Fidji Simo's path to CEO of Instacart

Features

I'm gigi chemo and I'm just here of insta cast. So I grew up into a small town in the south of France and I was a daughter, granddaughter, great granddaughter of fishermen, my grandmother was a fishmonger and I was the first one of my family to graduate from high school, let alone college. I would say it was really during business school that I was learning about different industries and I was incredibly interested in industries that were fast moving and I had kind of the american dream and so as soon as I was able, I set sights on the U. S. And I immigrated to the United States about seven years ago, my first internship was at Ebay and I learned so much about technology that how technology can help people who have a passion uh and and want to make a living really thrive online. I was very interested in moving to facebook because there was incredible social media platform, kind of exploding roles open at the time were jobs in marketing and communications had on strategy at Ebay, which had nothing to do with marketing and communications. Uh so I spent all of thanksgiving weekend imagining a product which at the time was called facebook stores and writing all of the marketing materials for that product uh and sending that to the hiring manager of kind of begging them to hire me and telling them that even though I didn't have the profile, I don't know his work to prove to them that I could do marketing and communication and that's kind of how I got the job when I moved to product, I had a very well intentioned product manager. Tell me, well Fiji, you're never gonna sheet with the engineers, you're never gonna get credibility with like all of you. And what that meant was, you know, too much makeup to french. I tried for a date to kind of dropped the makeup tie, my hair dressed with a hoodie, no one recognized me and I didn't recognize myself and I realized, no actually is a way in which I'm gonna lead and the way in which I'm also going to inspire my teams is by recognizing all of who I am. I got a lot of feedback really quickly that uh, it was actually allowing other people to be themselves, giving them permission to really show up with all of their magic, all of their diversity, which I think is incredibly important if we want to create workplaces where people can do the best work of their lives. I was diagnosed with endometriosis right? As Mark offered me to lead the facebook app. And you know, the last discussion you want to have with Mark Zuckerberg was offering you to lead the facebook app, uh, is to tell them about your uterus. Like that's really the last conversation you're hoping to have in your life. And yet I realized that I was probably about to have surgery because of these issues and I needed him to know. And when I told him about this, it was not only incredibly supportive, but he also told me that he was really looking at people as relationships that he wanted to build wealth across the decades and not as you know, something that you wanted from me in the next couple months. So many women do not have to support. So many women are incredibly alone and isolated in the workplace with these issues and terrified to talk to their manager about going through this because our worries are going to lose our jobs, lose our credibility, lose out the next promotion. I felt a responsibility at that point in time uh to speak up because I was in a privileged position of having all of the support. So many women have said like, oh I have a mess, I have rheumatoid arthritis and I never expected a leader in your position to have, let alone be public about them. I feel that it's a risk as a woman to talk about how it's a huge taboo as women, we need to you know, look absolutely exceptional at everything and and you know, be completely invincible to even get a shot at being taken seriously. So it's always a risk. But I shall like I have a responsibility to do that for all the women that don't have my privilege. Yeah, I think leaders always have to take extreme responsibilities for for anything that they bring to the market and I think we were quite optimistic about all of the outcomes that are products could create. And they certainly created a lot of good. But we didn't look around corners early enough to really understand what could be the shortfalls. But that has taught me is to be incredibly proactive in the future in anticipating the risk of any technology product. You can do great things with technology, you can do bad things with technology. And so as technologies, our job is to make sure that we maximize the good and minimise the bad. And that's something that I'm taking very much to heart in the next job. Mhm. I think the learnings about growing a global company uh and growing and advertising business and understanding the needs of consumers will certainly sell new Orleans the next job. But I also think that in psychology is unique and very different and I think it's a it's a business that is really a marketplace at the intersection of consumers are shoppers or retailers of CPG partners and it's a four sided marketplace and a big part of my role is to make sure that we serve all of these different constituents in the best way possible. Shoppers are literally the face of a company. I take enormous responsibility on making sure that these people who are critical to our service are getting everything they need from us, including flexible learning opportunities which are very important to them, a safe work environment and you know, the recognition that they deserve for for the service that they provide. So uh this is something that I take incredibly seriously and will be a very big part of my job going forward. It's a little bit poetic that I I grew up in a family of fishermen where uh kind of the mission of my family was cheating on their families and and I'm back to uh to my roots by by leading insta cart which is fundamentally about giving people access to food when you grow up in a french italian family. Uh food is how you should love food is how you celebrate uh fully. That's the center of everything. It's so much more than nutrition. It's it's part of rituals, it's part of all the emotions of the family. And so I hint the cart as you know, helping all of the families around around the U. S. Uh in really making this moment of you know bringing food to the table a lot more convenient and a lot more enjoyable. And to me that that was deeply uh

U.C. Berkeley researchers are developing technology to smooth out traffic patterns with only a few autonomous vehicles.

Using A.I. to eliminate traffic jams

Tech

U.C. Berkeley researchers are developing technology to smooth out traffic patterns with only a few autonomous vehicles. 


Watch: Using A.I. to eliminate traffic jams

My name is Alex. Fine. I am a professor at UC Berkeley in the electrical engineering and computer science department, and I work on applications of deep reinforcement, learning to mixed autonomy, traffic that is the coexistence of self driving vehicles and human driven vehicles. But most of what we will see in the near future is a world of mixed autonomy, which is a world in which vehicles with a certain level of automation still have to interact with vehicles driven by humans. And, of course, that is where the difficulty lies. A typical phenomenon that many people have experienced on freeways is stop and go traffic sometimes also referred to phantom jams or gemstones and so on and so forth. So a typical thing where you drive your stuff, you drive your stuff, you drive your stuff and you don't really know why. Um, and that's obviously very inefficient. So a lot of braking and acceleration produces a lot of wasted energy, regardless of the type of vehicle you're driving. And also this dangerous because a lot of the crash has happened because of this phenomenon. This is something that self driving vehicles can solve. Um, and I don't want to see some low hanging fruit, but it is a problem that is in reach with self driving technology. First, with a small proportion of self driving vehicles so say 5% you can actually control the 95% remaining relatively efficiently. I mean, it doesn't mean everybody's going to comply to what you're doing, but you can essentially using 5% of the people to pacify the remaining 95%. And that in itself has the potential of smoothing the traffic. The implicit reaction of the human when there's some void or some vacuum in front of them on the freeway is to accelerate to catch up with the previous person. That's a natural reaction, and that's precisely the reaction that enhances the traffic instabilities and create this stuff. And always the machine sees that has access to information about traffic in general. That enables it to understand that rather than accelerating and amplifying this, it should really decreasing speed to pacify it, something that the human would not do implicitly. In addition to the fact that there is a form of social pressure on the freeway, that if you drive too slowly in some circumstances other motorists might try to push you or drive around you or pressure you. In general, the beauty of this technology is that many automakers today have advanced their software stack far enough that he could be deployed very rapidly. Some companies have a lot of flexibility. They can just do it in the form of a software push. Some have to do, uh, infrastructure upgrade. But in both cases, it's actually not that hard. And so that's what is very exciting to us because what's needed to really make it work is a policy push from either state or federal authorities to incentivize this. What would it take to an automaker to enable that features on the vehicles vessel? And what would it take to a driver? You and me, anybody to volunteer my car for that? Uh, in the name of the greater good. Mm

[MUSIC PLAYING] ADAM LASHINSKY: Now, AI is being incorporated into all sorts of things. The Alexa Echo, or Google Home, or Siri, that's very garden variety AI. This is really first inning AI. MARY BETH LAUGHTON: We always try to not just do technology for technology's sake, but actually solving a consumer problem pain point. We feel like we need to have the right data and the right talent to actually really take advantage of AI, so we're kind of focused on that first. But we're also experimenting in a couple different ways of getting some AI out there just to test. ANDREW NUSCA: Most CEOs are asking themselves what can I do with AI? How can I incorporate this? This is clearly the future, but they don't really know. And that's part of the problem. It's very abstract. Most of the applications you see today involve machine learning. Google image search, that's machine learning comparing things. The certain kind of ad on Facebook, that's machine learning trying to tailor those ads to the preferences that you have expressed on Facebook. The more advanced stuff, that's not really in the wild yet but for the largest tech companies. NAVEEN RAO: So artificial intelligence actually has its roots back in computing-- Alan Turing even. He was really trying to recapitulate pieces of intelligence. What made a machine intelligent? And he recognized very early on that, that lived in the information space. Processing information to make it useful somehow. The term artificial intelligence was coined in the '60s. We started to understand the brain was definitely electrical. In the '40s, we actually defined how it works electrically, how information is represented, what we call spiking. That actually was concurrent with a lot of innovations on the computing side. Because we said, well, brains are information tools, computers are information tools, and there's always this parallel. The first computer science department and the first neuroscience department, started a year apart. And we figured out that neurons represent information a certain way. We tried to simulate those things in synthetic systems. We thought it would be really easy because we figured out all these principles from the brain. It turns out it's a little more difficult than that. So the field kind of had its ups and downs until computing got to a point where it was dense enough. And the data set sizes got to the point where they're big enough. 2010, 2011 time frame is when neural networks met Moore's law met big data. This whole field exploded. It's going to change with time, but overall the goal of a learning system is to find useful structure and data. ADAM LASHINSKY: Prominent AI researchers have said that AI will be like electricity. Electricity was a big deal. It was this new invention that people talked about. Nobody talks about electricity anymore and that's where we are with AI. X years down the road, sooner rather than later, AI will be infused in all these things in ways that we couldn't possibly fathom today. ANN CAIRNS: The way that you use a telephone is different from the way that I use a telephone, the way that we actually key. We have artificial intelligence that can detect your behavior. So if I left my phone there and you picked it up and tried to make a payment, it would know it's not me. JEREMY KING: When we're unloading a truck full of strawberries, one of the drivers can open up the case and take a photo. We can determine whether it was sent sustainably and how long that fruit is going to last. MARY BETH LAUGHTON: I think AI can be the future of personalization. And I think personalization is where retail and beauty are going. We have what's called Sephora Virtual Artist, which is our augmented reality beauty experience. We're using computer vision, so it can map your facial features and know where to place the makeup when you look at it virtually. SPEAKER 1: We've actually been using AI to really reshape the entire end-to-end shopping journey for the customer. Increasingly, we use AI to show up through targeted display ads in places where the consumer is shopping. So if you let us know that you're interested in certain lifestyles and certain items, we'll make sure that we personalize the recommendations that we make for you. CHRISTOPHER HEISER: Our customers use a lot of AI. The self-driving systems use it for object detection. We work with people that are perceiving the occupants. Are they happy? Are they scared? Are losing trust with the vehicle? There are already dozens of applications of AI. I only expect that to increase. ANDREW NUSCA: There is no technological development with more potential than artificial intelligence. Because it is a suite of capabilities, it's going to solve simple things in our lives and the extraordinary things. What is really exciting about that for the business community, there's money to be made. MICHAL LEV-RAM: There's so much excitement around AI, rightfully so. But if we're not thoughtful about how we go about building these systems, the outcome could be disastrous. ANN CAIRNS: If there aren't enough of us engaged, and I don't actually even just mean women, I mean a diverse group of people, then we're going to get computers who think like some bro culture on the West Coast. MICHAL LEV-RAM: Bias can be inherent to AI and to algorithms. If we allow it to be, comes down to people. If those teams aren't reflective of humanity, then the algorithms aren't going to be reflective of humanity and that has hugely negative ramifications. ANDREW NUSCA: One of the biggest concerns is that workplaces will lose their humanity if we keep incorporating more and more AI into the office. CHRISTINA CULCLOUGH: There's a lot of algorithms that are being put into place that help the companies in their recruitment processes, who are they going to hire, who they're going to fire, and so on. But the big question is what data are they using? Are they bringing in your social media data, your private data? Do they get access to your whole file, your financial data? CHRISTOPHER HEISER: The amount of information that we freely give or unknowingly give to corporations and governments is massive. AI will allow those groups to manage in a very efficient way. Whether that's something that's good for me or bad for me, I think, depends on who's doing it and how. CHRISTINA CULCLOUGH: We have all sleepwalked into this current situation. We haven't really understood what it was we were giving away when we were using all of these services, when we're using social media. What is it we are paying with to get all of these services? CHRISTOPHER HEISER: We've got people arguing that AI is great and other people arguing that it's the end of humanity. The answer is always somewhere in between. It is something we have to think pretty deeply about. CHRISTINA CULCLOUGH: Every single technological development has changed jobs. I mean, that's nothing new. Where I think this whole transformation is new is its magnitude. It's going to affect all of us. ANDREW NG: I am concerned that these hype discussion about evil AI, killer robots, it whitewashes the real challenges. And I think job displacement is a big one. CHRISTINA CULCLOUGH: A lot of jobs will change, meaning that we will have to learn new things. And this brings us to the whole question of re and upskilling. This is going to be one of the major challenges of our time, making sure that everybody can follow the developments and have an opportunity to thrive in the labor market. JEREMY KING: What happens is jobs shift? We have about 18,000 new jobs just for grocery picking and delivery services. JUSTIN TRUDEAU: Robotics, AI, technological advances are rapidly disrupting and transforming the nature of work and the workplace. We know what happens with industrial revolutions. There is a transition time in which a whole bunch of people get disrupted right out of their jobs. Once it's through that transition time, there are better quality jobs and more jobs for everyone. CHRISTINA CULCLOUGH: Predictions are that AI will create many more jobs than it will destroy. If those jobs that will be created are bad jobs, are paid under their living wage, are precarious, then that is nothing we should celebrate. JEREMY KING: I don't know if you've seen this picture of sheep problem. If you showed a computer scientist, three or four years ago, a picture of a flock of sheep and ask them to build an algorithm to count how many sheep were in the picture, they would have told you it's impossible. Now, that's trivial. Overnight that changed. When I think about how fast AI, machine learning is going to move and that's the kind of speed we're looking at, that's exciting. NAVEEN RAO: Right now the depth of expertise required is extremely high. CHRISTOPHER HEISER: It's not integrated at all in the way the people do their business today. MARY BETH LOUGHTON: It's a revolutionary technology. CHRISTOPHER HEISER: Certainly, the machines are getting much, much better at a lot of things than we are. MICHAL LEV-RAM: It's going to be much more integrated into our lives. CHRISTOPHER HEISER: I think we're just at the beginning of trying to understand how it fits in. [MUSIC PLAYING] 

Insights: The Promise AI Holds for Business

Uncategorized

The wonders and dangers of Artificial Intelligence.

The Promise AI Holds for Business

Fortune's Brainstorm Films explores the wonders and dangers of Artificial Intelligence. (October 2018)

now May I being incorporated into all sorts of things the Alexa Echo or Google Home or Serie? That's very garden variety. This is really first inning way. Always try to not just technology for technology's sake, but actually solving a consumer problem or main point. We feel like we need to have the right data and the right talent actually really take advantage of a I. So we're kind of focused on that, first, experimenting in a couple of different ways of getting some aye aye out there. Most CEOs were asking themselves, What can I do with a I? How can I incorporate this? This is clearly the future, but they don't really know. And that's part of the problem. It's very abstract. Most of the applications you see today involved machine learning, Google Image search, right, That's machine learning. Comparing a certain kind of add on Facebook that machine learning trying to tailor those adds to the preference is that you have expressed on Facebook the more advanced stuff that's not really in the wild yet, but for the largest tech, Artificial intelligence actually has its roots back in computing. Alan Turing, even he was really trying to recapitulate pieces of intelligence, what made a machine intelligence. And he recognized very early on that that lived in the information processing information to make it useful. Somehow term artificial intelligence was coined. In the sixties. We started to understand the brain was definitely electrical in the forties. We actually defined how it works electorally, how information is represented, what we call spiking that actually was concurrent with a lot of innovations on computing side because, he said, Well, Marines are information tools, computers, air information always parallel. First computer science department At First Neuroscience Department started a year apart. We figured out that neurons represent information certain way we tried to simulate those things and synthetic systems. We thought it would be really easy because he figured out all these principles. Brain turns out a little more difficult. So the field kind of had its ups and downs until computing got to a point where it was dense enough and the data set size has got to the point where they're big enough. 10 4011 timeframe. When neural networks met, Moore's law met big data. This whole field exploded. It's gonna change with time But overall, the goal of ah warning system is to find useful structure in data prominent Ai ai. Researchers have said that a I will be like electricity. Electricity was a big deal. It was this new invention that people talked about. Nobody talks about electricity anymore. And that's where we are with a I X years down the road sooner rather than later, eh? I will be in used in all these things in ways that we couldn't possibly battle today. The way that you used a telephone is different from the way that I used the telephone. The way that we actually came, we have artificial intelligence that can detect your behavior. So if I left my phone there and you picked it up and try to make a payment, it would know not me. When we're unloading a truck full of strawberries, one of the drivers and open up the case and take a photo waken determine whether it was sent sustainably. How long that food is gonna last. I think a I can be the future of personalization, and I think personalization is where retail and you're going. We have what's called for virtual artists which is our augmented reality beauty experience. We're using computer vision so it can kind of map your facial features and know where to place the makeup When you look at it. Virtually, we've actually been using a I really re shape the entire into end shopping journey for the customer increasingly used a I to show up through targeted display at places where the consumers shopping. So if you let us know that you're interested in certain lifestyles and certain items, we'll make sure that we personalize the recommendations that we make for you. Our customers use a lot of self driving systems. Music for object detection way work with people that are receiving the occupants. Are they happy or they're scared of losing trust. There are already dozens of application today. There is no technological development with more potential than artificially because it is a suite of capabilities. It's gonna solve simple things in our lives and the extraordinary What is really exciting about that business community? There's money to be made. There's so much excitement around, eh? I rightfully so. But if we're not thoughtful about how we go about building these systems, the outcome could be disastrous. if there aren't enough of us engaged and I don't actually even just mean women. I mean, a diverse group of people. Then we're gonna get computers who think like some bro culture on the West Coast bias ca NBI inherent to a i into algorithms if we allow it to be come down to people with those teams aren't reflective of humanity than the algorithms aren't going to be reflective of humanity. And that has hugely negative ramifications in one of the biggest concerns is that workplaces will lose their humanity if we keep incorporating more and more A i into the office. There's a lot of algorithms that are being put into place that helped the companies in the recruitment process is who they're gonna hire, who they're going to fire on so want. But the big question is what data they're using. Are they bringing in your social media data? Your private data? Do they get access to your health file your financial data, the amount of information that we freely give or unknowingly give to corporations and governments Massive, eh? I will allow those groups to manage in a very efficient way, Whether that's something that's good for me or bad for me and think depends on who's doing it and how we have all sleep walked into this current situation. We haven't really understood what itwas we were giving away. When we're using all of these service is when we're using social media. What is it we are paying with? Get a load of these. We've got people arguing that they eyes great and other people are doing the end of humanity. The answer is always somewhere in between it It's something we have to think deeply about. Every single technological development has changed jobs, right? I mean, that's nothing. You where I think this whole transformation is new, is its magnitude. It's gonna affect a lot of us. E. I'm concerned that these high discussion about evil robots it whitewashes the real challenges. And I think this is a big one. A lot off jobs would change, meaning that we will have to learn new things. And this brings us to the whole question off re and ups. Killing this is gonna be one of the major challenges of our time, making sure that everybody can follow the developments and have an opportunity to live in the labor market. What happens is jobs shift right. We have about 18,000 new jobs just for grocery picking and delivery service. Robotic. Aye, aye. Technological advances are rapidly disrupting and transforming the nature of work and the workplace. We know what happens with industrial Revolution. There is a transition time in which the whole bunch of people get disrupted right out of their jobs. Once it's through that transition time, there are better quality jobs and more jobs for everyone. Predictions are a I will create many more jobs than it will destroy. If those jobs that will be created are bad, jobs are paid under the living wage, a precarious, then that is nothing we should celebrate. I don't know if you've seen this picture of sheep problem. You showed a computer scientist three or four years ago a picture of a flock of sheep and asked them to build an algorithm to count how many people were in the picture, they would have told you is impossible. Now that's trivial. Overnight that change when I think about how fast a I machine learning is gonna move. And that's the kind of speed we're looking at. That's exciting. Right now. The depth of expertise required is extremely high. It's not integrated at all with people today. Revolutionary technology. Certainly the machines are getting much, much better. A lot of things. Yeah, I'm going to be much more integrated into our lives. I think we're just at the beginning of trying to understand.

Year	Revenues ($M)	Profits ($M)	Assets ($M)	Total Stockholder Equity ($M)
2021	$11,3515.1%	$5,667217.3%	$19,310	$3,561
2020	$10,8000.5%	$1,786-29.4%	$18,174	$2,870
2019	$10,74612.3%	$2,530	$22,819	$6,281
2018	$9,5676.5%	$-1,016-114%	$25,981	$8,063
2017	$8,979-5.4%	$7,266321.2%	$23,847	$10,539

eBay

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