Global-Ready Product Strategy

Talia Baruch 00:04
Hi, everyone, thank you very much smartcard for inviting me to present today. My name is Claudia ball, I have been in the industry for 25 years, I started as a trance, trance creator for literary content. So I translated poetry and off Broadway shows, and then apply that skill set to, to marketing assets, creative copy. So I do come into localization from content very much from adapting content to get to international segments. And then did localization management both on the LSP. And the client side, worked at Google and localization management for Maps and Earth and pivoted about 13 or 14 years ago pivoted to international product and growth, linked, I headed that at LinkedIn, and servermonkey. Always focusing on again, the International segments, and adapting integrating cultural, regional factors into the product experience and into a broader international strategy. And so today, and by the way, after this presentation, feel free to contact me, the best way to reach me is through LinkedIn and the QR code. Also, please join our global community of cross functional leads driving international expansion at global second, and you can join the LinkedIn group as well, if you look for global stalking. And so today, I'm going to focus my conversation on my approach to building a much broader international strategy. Right. So a lot of companies have a localization team. Typically, localization is seen as a language support production team, buried somewhere within the org structure and QA, water and engineering are based within the product org. But my, my vision with this is that we really need to localize localization, okay, we need to have a much broader and much more cross functional and much more strategic approach to localization. And to view it not as a tail end, you know, production cycle, but rather as as a front end propeller for global growth, right. It's a very strategic effort. And so, I will talk, I will provide more examples and break that down more. But really, it's focusing on changing the narrative from a global standard, which many companies who see themselves as global companies actually perform on a global standard, instead of a global ready, function. And global start with the global really are very, very different. In fact, they're the opposite, right? global standard is much more rigid and fixed, our back end is sort of one size fits all, it is easier to launch faster in English markets. But then when companies want to expand internationally, they cannot hit the ground running. In So changing the narrative, and changing the paradigm from global standard to global ready from copy paste. One size fits all to adaptive hitting the ground running in different local markets on a global scale. Which also means changing the narrative from a more linear and functionally siloed. To a circular circular cycles, instant deploys, we want to render the right relevant local experiences, by geolocation by language interface by multiple different international factors. Alright, so let's get go. So before we started working within the company, we need to, you know, before sort of looking into the due diligence of how we operate, we need to think a little bit into the horizon into the near future, the three five year track and beyond that, the five to 10 years, and understand where we actually heading as a company, different companies have different goals, right? So where do we want to be? Maybe today, we're just a startup and we're launching an English only in domestic market only. But where do we want to be in 10 years? What problem do we want to set this solve for who it is? Who are we actually optimizing for? How do we define and measure success? And then what does that look like not just in our domestic market, but you know, anywhere we want to hit where we want to reach and and then work our strategy backward from there from that from there, right. So we we do want to achieve sort of the end goal is to wherever we land, we launch our ship, we launch our we ship our product. We want our product wherever we can plans, not just to not just to land in the new land, but actually to anchor to thrive to scale. And we want that to happen in any market where we have an addressable segment, right. And that is a very difficult task objective to achieve. So let's break that down a little bit. So the world is multi. And therefore we'll do an even an adaptive multi strategy. And I'm going to use the word adaptive a lot, because really, that is the core for success. You want to have an adaptive back end platform infrastructure, I'll talk about that later. You want to have an adaptive culture in the in the company to enable horizontal alignment of international efforts, because they do touch on every single function in the company, not just in a specific code base. It's every code base, and not just every code base, but really every function who applies to marketing and CS and ops and legal and business. So on. And so in adaptive multi strategy, you know, basically means that different markets have different regional environments, right? The ecosystem is different, the may have different gaps. For example, you know, if you're targeting a mobile first country, US is not a mobile, first country. But if you are, for example, when when WhatsApp WhatsApp is a company that's based here in Mountain View in Silicon Valley, but still their fastest growing market is India, right is they had built it is a mobile app. And they therefore from the get go optimized for mobile first regions, and then adapted to the value proposition of those mobile first regions. In mobile. First, you want to make sure that you're optimizing for, you know, onboarding, your new customers on the mobile app, sometimes you want to build not just responsive mobile web, but also, of course, the native apps, and sometimes lightweight mobile site, right, you want to have the splash promo of download the app in step zero of your project discoverability in the market, how your product is going to be discovered is going to be very different in different markets. Some, you know, in Germany, for example, they use Firefox as their browser. That is not the common the dominant browser in the US, the US more ie in Chrome, which is the same also for many other parts of the world. You know, Germany, consumers are much more focused on are much more sensitive to trust and transparency and data privacy, and ifox enables private search. Even the search, sorry, private browsing, search engines are different in different markets. Not Google is not the dominant in every country, right? We have Yandex in Russia, we invite Baidu in China. The entry points the API's from which your product is gonna, your new visitors are gonna come to your product, the publishing platforms, the social media, of that ecosystem is quite different in different markets. Right. So and then on top of that, if you put the other layer of the cultural factors, what are your local customers in a specific market target market? What is their expected behavior of your of your product? What takes what would incentivize them to take the action designed for the page? Right? Their mindset, it's not just a language issue. It's not just about translating the interface, right? It's really understanding the customers within the cultural context of the original environment. So how we incentivize people you know, if we want to take a current example, we not just in product right. Many companies, many countries now have a surplus of the vaccine, and they're trying to actually incentivize people to take the vaccine in the US crispy donors has done has been running a campaign of if you show your immunization card, you can get a free donor every single day. In Iowa they've now introduced you can free baseball ticket. If you show that you've been vaccinated. In your across Europe, free glass of wine or beer is is prompted to you when you come in to take a shot. In Tel Aviv, you get fresh homos with broiling cup of coffee, and the green pass that gets you access everywhere, which is again the you know, the top of mind, incentive to actually learn Are people into taking the vaccine if they're not quite sure, in Romania, Bram Castle invites you This is the home of Dracula invites you to take the shot and have a free visit, getting stabbed in your arm. And so how we approach how we position if you apply that to the product value, not necessarily your product, your value proposition is to change, but most certainly repositioning the value proposition so that it resonates with your local audience, that is definitely something we need to think about concealer and try to adapt. So I've seen I, you know, today I'm, I teach and I'm also an independent consultant for international product as a service. And what I see and this is many, as many applies to us based companies of all sizes, including the multinational corporates, I see a commonality, I see that an oftentimes, their approach, these are global companies, right, they have global presence. But again, we know that just boots on ground and global presence, it's just not enough that gets you landing in in your in a certain location. But it doesn't get you to adopt the market to adopt the remainder headroom growth in an effective way. Right. If you don't do additional steps, beyond just translating or beyond just even localizing beyond the language support, we need to do some extra things beyond the labs in order to again fit, fit the value and optimize the your presence there. So you can be sustainable there for the long haul. So often companies split sort of the launches into US versus International. Right. And I've seen a lot of companies do even the data dashboards, kind of lumped together international into one land. KPIs would be okay, these are our international KPIs success metrics, right. But we know of course, that international is not a country and different markets, even within a region, right within Europe, you know, Germany is quite different from Italy, within Asia, Japan, Korea, quite different from Southeast Asia, right. And so, China is its own other thing. So having a more local strategy and an adaptive and adaptive strategy strategy that can really look into the market readiness company readiness lay of the land, consider you know, user research, and really understanding what how do we fit into that the competitive landscape there, right, to best position ourselves into adoption, we don't just want to land we want to adopt the market. You know, an interesting fact you know, there are a lot of products are initially launched into in the US in English. And then later is translated you know, that, that makes that means that typically International, so we always say that, you know, early adoption markets are English markets, because typically, English core markets get the first launch of the product. And then, you know, later on the company is ready to go international expansion, it starts localizing its assets. So non English, especially low English proficiency, new markets are always going to be by default, late adoption markets, right. Typically, they also not only get late, you know, older versions of the product, because, again, usually, companies use best companies, oftentimes, they, they build the product, they fully flesh, the product, it's fully baked, they've done all the prototyping and the user research and the value prop on that product concept proof for English domestic market. And then they do a code freeze handed off to the localization team for for the localization for the language support into their multiple languages. And which means that always, you know, the version of the product is going to be two to three versions behind, which also means that localization team is constantly in a bandaid, catch up responsive mode, versus in a reactive upfront strategic mode to inform the product experience. So the problems we're trying to solve for is essentially mindset. We really need to have a shift in the mindset to truly understand what it is, you know, truly is and who it is that we're building our products for. And if it's a worldwide audience, we have to clearly define our target segments and our target markets. But understanding that they our target market or target target customers in Germany or in Japan are going to be quite different from target customers in the US. So that would inform the strategy and wouldn't need us to have a much more strategic and adaptive strike. He might for global readiness. The second thing we're trying to solve for is company culture. Again, from international from localization and from international strategy, as a tail end, Blankenburg bottleneck for international launches, which is typically what happens at that point, when localization is not introduced at the beginning of the set of the product cycle. No, Albert Einstein said, The best way to solve a problem is to avoid it in the first place. If you are doing if you're running localization in a circle mode, and including it in the upfront product cycles, you're able to eliminate blocker bugs during the QA, and therefore reducing multiple rounds of regression QA, right. And that's really what we want. And in the org structure, of course, because driving International is an extremely cross functional horizontal effort, we need to have an org structure that allows for that to happen, and allows the international alignment of OKRs. So the way I like to think about new markets entry is instead of looking at it from English, even English, some companies look at it from us versus International. Others say okay, English core markets, UK, Canada, Australia, right, versus non English markets, I like to look at it from a different little bit of a different angle, early adoption, late adoption. Okay. So early adoption markets, yes, most oftentimes, they're those they are English core markets, but sometimes, you know, certain company, even if it's based in the US, you know, it might have already several company customers and several strategic partners in another non English market. And so they had an early adoption in that market, right. So, it really depends on the company, but basically, that would dictate on the other parts of the business. So if it's an early adoption market, it means that they are really habituated to the value proposition to your solution, they have better stronger value, brand awareness, their brand presence, right, they probably have some kind of perception of your brand is well made. So in that case, in a mature those are more mature markets, we want to focus on existing customers and on downstream brand perception, loyalty within the competitive landscape, and on you know, conversion to paid retention, local ambassadors, right. So things like, you know, in countries like Japan, and Germany, local corporate validation is critical, social customer testimonial, is really important, working more on brand trust, right, more on how to establish that brand bond, right. And then also, of course, optimizing pricing, price plans, packaging, like in Japan, you know, you always want to have a very high end very expensive, full or bundles, or fully bundled, or bet all features included package because that's what Japanese consumers expect is that they're willing to pay extra but they want to make sure that they have everything included and chopped up versus in Germany, you know, they would want to see sort of a longer trial free trial. In South America, they'll want to see you know, installments or pay later right. So, how you bundle and how you package your pricing is different in different markets. Certainly, the checkout to complete orders funnel is going to have to have a lot of geo fit, optimization, right. But I would focus more on that downstream versus in late adoption your markets there later in the game, let's habituated to your brand, you want to really more focus on just just being discovered, first of all, so optimizing for a high intent, attribution channels, which are SEO SEM. So having an international SEO international sem strategy is important. Having you know for non branded search because people still don't know your brand there and then really optimizing the quality signups so hey, you know, high intent acquisition people who sign up register actually, then take a core action and, and then that feeds into the bottom of the funnel, but a lot of focus is at the top of the funnel. Local content is really important at this point, blog posts and so on. So when I hit it international product that sort of in my key in 2016, I prioritized UK and Germany for a new markets launched Well, UK was Have an early, early maturity market early adoption. So again, I was focusing more on conversion and retention. Even though this was an English market, this is an English market, they basically consumed our US content or use correct experience, right. And so we did have to do a lot of local content and a lot of geo adaptations, for example. So we monkey, you know, as different survey categories. So in Egypt education survey category had to be adapted from a more private sector, private universities, and the whole, you know, unit of higher education in the US is very, very different from the, from the UK, so more focusing on public universities and the very different flow there. So we have to create new templates, for high for higher ed, new templates for healthcare surveys. In the US, we have HIPAA and so on, in the UK is the NHS, we had to create new templates for the public sector as the local councils, which are, again, public sector is isn't is not a thing in the US, it's not a big thing, certainly not something that we needed to optimize for. So local content origination, and really understanding again, the lay of the land, even in another English market, was necessary to, to optimize to accelerate the adoption in the market. And then we also did some efforts around, you know, we launched UK is big ask, you know, survey, again, to, to bring the awareness and to start establishing stronger brand perception, and brand loyalty, which was very, very, very native campaign and was very successful. In Germany, on the other hand, late adoption, new market, the focus was much more on top of funnel discoverability. And a little bit on on education, because for several monkey, you know, it's a self serve SAS solution, that consumers in Germany and not habituated to that concept, if they need a research survey, they would go to an agency. So rather than they would, you know, the the thing is more do it for me versus do it yourself. And so we had to do more focus on education about the value proposition of this service, the solution, and certainly are just being discovered, right. So ccTLDs, country, top level domain the.ie, a for for SEO, of course, a lot of SEO efforts for organic discoverability dynamic sitemap with red flag canonical URLs, you know, just again, just to be discovered, but then not just to be discovered, but to be discovered, by high intent, cause new customers that have a high potential high propensity to actually deploy a survey. And I'm gonna show you later some AP test experimentations that I ran. Again, like when we look at what problem we're solving for, who we optimizing it for, and how do we define and measure success? Especially really, those three questions or core questions we need to ask ourselves, because those will actually dictate the priority initiatives, we will we will often we will prioritize for organization, right? And then build that strategy and align, align the execution efforts across the organization. at LinkedIn, for example, you know who it is we're optimizing for LinkedIn is, you know that the mission is providing economic opportunities for every professional on the planet. So the addressable segment our students are grants and professionals, right? That looks very differently in different markets. Germany, the demographic is older, so our addressable segment was more than 35 to 46 year olds. So that dictates number two, who we optimizing for dictates number three, is because dictates the word problem we're solving for as well. So that meant that we are actually optimizing for career leadership for this age group within the company. In Southeast Asia, the age cohort is much younger. So our addressable segment was the 17 to 26. So that dictated optimizing for entry level internship job, right. So we built job seeker apps for the early New first job seekers, right. So so again, understanding Audience your optimizing for is going to look a bit different, some markets are going to be more prone for b2b in Mexico, and in Germany as well. SMBs is very heavily dominant SMB countries, sometimes you might want to focus more on, you know, on free users, versus just to create more equity, and more just more content and more user generated content and more free usability so that there is value for your paid users to come along later. Right. So all of these, these are moving plates, that didn't need to be adapted, based on the market. When we think about whether when I position sort of global ready versus g of feet, you know, for me glove already is we want to as much as we can, I mean, our goal is to scale quickly as much as we can, right but but not at the expense of quality product experience and offering the right value proposition. So global red is really as much as we can to have a universal, a universal product experience. But, but it has to be again, fully internationalized so that we can render the right experience when we need to, and we are on, we can hit the ground, you know, we don't have any sort of format issues, right? Everything, all the checks and balances are in place. It's fully internationalized. We don't we're not gonna have layout issues, we're gonna have concatenated string strings are truncated, you long longer words for the French and German, with Trump with the truncated experiences and QA. So fully, fully internationalized, and adaptive in terms of the back end, so that we can dynamically deploy the right experience when we need to on the front end. But as much as we can sort of a more universal experience. For me, like the most important what the things that can be universal are certainly the the brand value, the brand value proposition, how to massage the positioning, we'll have to do some geo fit, massaging as needed, but the core value should be there. So we want to have a skeleton, core universal value, we want to have a core universal culture for a company, right? With an adaptive strategy. And then the geofence comes when we are ready to we've already landed in the new market, we are already fully internationalized and localized. But will now we have to do some extra steps. Now we really have to optimize some core funnels sometimes even build new new features on your products for a specific market. We did that at LinkedIn, we built new products that are market specific for India, for China. I'll show later when if we have time. Already on the platform infrastructure means that again, we have that modularity. Right. So part of that is also also means that we have local libraries, we pre create all the native local assets, font, font types of typography, icons, glyphs, images that are local by market, customer stories, testimonials, might local assets that sit in local libraries. And like a draw, we can pull on the front end the right draw as needed. Right. We also want to have a diatomic mobile simulator a lot of issues with with QA, especially for mobile apps is that we see a lot of rounds of regression QA, it's you know, smaller screen size. And so we need to adapt or you know, for different layouts, and for a lot of truncation, a lot of truncate truncated text with text expansion, horizontal or vertical for tie in, in other geographic languages. And so by enabling a dynamic model simulator, where the translators can translate in context in layout during the translation itself, right, and so that dramatically reduces regression blocker bugs during QA. And that's, again, part of that front end effort. And, of course, you know, cloud, native AI, software centricity, all of those are, you know, making sure that we are on par with site speed and page deploys, page loads on par with all our target markets as we perform in our US domestic domestic market. The culture number two, the culture strategic mindset, we want to make sure that we have definitely executive vein. Oftentimes the They tend to say yes, we are, you know, potential is a priority. Okay Arfa for us. But on the on the, on the ground in real world, the company is not built for that alignment, right? Because international team is sometimes siloed, or the localization team doesn't have necessarily the access visibility to the corporate core objective, nor the influence on the partner cross functional teams for execution. And so we need to have a different culture of creating much more sort of its internal evangelism for international, something that I've done that I found very, very effective is creating a stirring Task Force committee in the company where key stakeholder leads, representative of different factions across the organization of the company, are represented in the steering committee, they meet, you know, once a month, once a week as needed, and specifically to align on international efforts, that creates a lot of visibility to the top level. And also for the international team to understand the core objectives, they're gonna have to be a lot of trade offs, right cost benefit. That's what number one, number two, something that I've done that, again, was very, very helpful. It's again, you know, the product developers, the designers, they want to build the right experiences, but they don't always know what those are, or even have the awareness that beyond speaking beyond having the product speak a different language, how should their product behave beyond that, right. And so it's on us to, to, to show that right to share that to provide that information. And so by presenting with bringing real users real user stories, I would actually find him featured, once a week, I would send an email internally, this is just internal communication. And it's email will focus on a different real customer story. Meet Yolanda from Bombay, this is her lifestyle, this is what she loves about LinkedIn, this is what she, this is what we can do better for her. Here's where you're, here's the challenge, like, you know, the relevancy algorithm doesn't work well, for her for in that in her market, right search doesn't work well in her market, and so on. But it's very compelling. As well as taking different products, or different product and different functional leads with you to field trips, or to study abroad or work abroad in a different hub that you might have in a different country. Just spending a week, two weeks, in a different environment really hones down what you're trying to explain in many presentations, right? I mean, it's better just for them to experience to be simmered, immersed in that new, new environment and meeting their customers makes a huge, huge, huge difference than developing products for them in remote. And then finally, number three is a mindset mindset shift in the org structure. Again, most companies are structured in verticals, functions. But because international cuts across all these functions, we need to have, we need to be able to enable that right. And I always advise to actually have an autonomous international team localization is part of that. But it's not enough we that the team, the head of that team actually has the bird's view of all the amount of you know, again, where are we heading? What how do we connect all the dots? How do we orchestrate all the moving parts of the company? How do we tie the international efforts that we want to drive to the corporate core objectives, there might not be alignment, always the there going to be trade offs, and some things we're gonna have to let go because they might not have a significant impact to the business bottom line, right? And so we need to understand all of those things. And then we're able to really align effectively the right and prioritize the right MVP most viable product initiatives for their organization. A lot of times like every single team would have some like marketing team would have someone that also does the international campaigns. But when when I was found that when everyone owns a piece of international no one does, right? You really need an owner you need to for every missionary missionary missionary, there needs to be a passionate owner that does in my opinion come from product because you do need to understand, you know, product roadmaps, roadmaps and rollout and and just building the PRDs and understanding trade offs and launch cycles and also be able to influence the other product partners. And so you need to really have a broad broad understanding of what's realistic, what's feasible and, and amazing relationships to coordinate all that across the organization. And then when the company is more mature, you can also start having country PMS, product managers, right. So kind of trading a country as a product if you like. So the Germany, product manager, a Japan product manager, it's not necessarily for every market, obviously. But some countries do require more efforts, more geo fit adaptations. And those countries really need a champion to understand fully do market research, user research, continuous AV testing, right. And it optimized specifically for that target market. So now, I'm going to share with you just a couple of AP test experiments, just to kind of hone down what it was the concepts I was talking about. So at Survey Monkey, I was very fortunate to actually also own the site with it within the growth team within the product team. And growth, really, internationally is a huge lever for growth. And so that's a good home for international efforts. And I own the A B testing platform, and all the logged out top of funnel code base, which allowed me a lot of freedom and flexibility to test in to test specifically for international segments, which a lot of us based companies do not do. Right, they test a lot, but only in English, and mostly in domestic market. And so, as I mentioned before, it's a turbo monkey. I prioritized for Germany in 2016. And so I run a lot of tests for Europe in general, but with a lot of focus on Germany. And then also on on TV, England, what I'm showing you, of course, when you AV test, each element needs to be tested separately, and then you know, the winning elements move on to the next experiment. So what I'm showing you now is accumulation of all those elements that not only did we reduce from, you know, for field forum to two fields forum to reduce friction, instead of sign up, free trade free, it's less committing in a new market. Again, Germany was a late adoption your market for us. So we needed to establish more trust. And knowing that consumers in Germany are more and more and more much more sensitive to trust, transparency, data privacy, right, really focusing on those signals, giving them those signals. So the SSL, not just in the URL, but also in the actual CTA made a difference. The image made a difference in the US images that are obviously you know, kind of in the individual. They perform better, or images of compelling scenery perform really well. In Germany, in South America, images of a team working together, not a single individual worked much better. So all those different elements had a lot of impact. Even just in the global footer, instead of having Norton trust seal, replacing that with the trusted shops trust seal, it took us a year to comply with all the regulations was a lot of effort. But on the product side, but once we did that trust seal also was sort of a seal of recognition of local value for German audiences that this is a trusted site. And that meant a lot. But by far, the the one element, the one treatment that had the highest impact to the business bottom line was introducing. And this is two years before GDPR, two years before, so we were not obligated to do any sort of data privacy thing, treatments. But I tested something that I would never test in the US because it 100% would introduce friction and signup. And I tested introducing two explicit checkboxes where the first one is I mean, both of them are opt in so the user needs to actually proactively check that first checkbox in order to for the button to work otherwise the button didn't work, right. So it's really cannibalizing my metrics. And we have three unique links, Terms of Use privacy policy, privacy concerns, each each has a unique link, taking them to a German clean page that tells them exactly how we're going to collect us and share their data. Okay, so we did not change anything in the back end. We did not change anything in the hotel company operated for Germany because that would have been very costly and not realistic. We did the same. We showed them the same you know we operate it the same way. We just told them about it. When we get very accessible and very transparent. We didn't hide it in the small spot print. And this is completely counterintuitive for us customer. This customer will say that I'm like, wait a minute why? Why do I need to sign up for here? This seems too scary. So they will drop off from that funnel. In Germany, not only did we did not introduce friction in signup, but we had a 10%, incremental new signups incremental lift in signups from this experience. And then I just I don't want empty signups I don't want people to just sign up, and then never show up. Right, I want them to do quality signups or people who actually register and then take a core action, or a link for a Survey Monkey, that core action for conversion to paid is a deploy of the survey. More people respond to surveys, but I want we want to deploy people to deploy a survey. So I'm looking at the unique user ID of those people coming through this experiment. And following them downstream in the funnel. So out of them 25% deployed more 25% More deployed, a first survey, and and of them 24% actually converted to a paid subscription, right? annual subscription. So that was a huge revelation that really also showed the executives that look, I mean, customers across the world, they're not, it's not just about language, we can render the interface in German. But that's not enough, we need to do some extra sticks here. Another example is, you know, this is a thank you page, we call it the end page. So more people around the world actually respond to a survey, then deploy their own survey, right. And we have much higher volumes of English surveys, and so more English respondents. So this was the this is what we showed them as an end page, you know, just thank you for taking the survey. Yes, there is a signup button, very low intent. Attribution channel, right? If they sign up from here, they're probably not going to show up, the kind of they're going to be, you know, they're just going to be downloaded. It's basically a leaky bucket bucket. Right. So it's not wasn't a very efficient flow. Well, this is this page is very low intent. People who, first of all, just responded to a survey does not have a high intent to deploy their answer at this point. However, it has a very high visibility page, right, very, very high visibility. And so I was trying to optimize that page for our late adoption, new markets, again, for top of funnel. So knowing that in Germany, again, people are less habituated to whatever Mikey is about and the value proposition. I experimented, this version, which was the control with this question we showed everywhere, it was a universal experiment page. We're experimenting version one and version two, with version two, you know, what kind of more native look and feel for Europe, providing some data point, you know, v1, this one, showing more, again, why should you join this ecosystem? What's the value of Survey Monkey, so giving them a little bit more data points. It also has sort of a little dynamic interaction, and a much cleaner, more minimalistic interface and page layout. And this experiment here and the both of them compared to the control. Were just like, off the roof numbers success, right. I mean, this version had a lift in Prop six 600%. In a new signups. But again, that new signups is mean is meaningless for me, because unless they show up, and unless they actually convert to pay down the road, it's meaningless for us, right. So out of those 600% lift in new signups 57% of them deployed a survey, which again, the second deploy is the cliff to conversion. Here, we also have very high numbers, but just a little bit less than than v1. In in England, so Germany is a latent option your market, right? So I didn't have we didn't have a lot of traffic there. So I had to run the experiments longer. And again, just focusing, not on conversion, just focusing on them signing up, and then taking a core action, which is deploying deploying a survey. And that was a very successful optimization. In England, it's a mature market. So I designed you know, with my team, we designed this page, which we call it the direct to deploy. Again, it's the end page, they've just taken a survey instead of just saying thank you for taking the survey sign up. We actually have we actually have deploy a service straight from that page. And because it's low intent, were highlighting the just for fun, and really the just for fun, it's kind of Like, you know, I pour liquids you can put on your social media. And at the time, you know, we made it. It's very local content, we tied the questions to local top of mind at the time with people in Britain sort of tying it to Britain, British Europe, you more in British lifestyle, the Euro Cup, the time the Brexit, this is pre Brexit, Wimbledon, and so on. That also had huge success on here and what I have high traffic, and so I could show the experiment for a shorter time. And I wanted to really optimize for deployment conversion. So we actually had a, what was it 120% lift in deploy of the survey. And again, each of these categories, when they click it, if they go to health care, it doesn't take them to take them to an end NHS went to a local content and adapted content survey. If they go to education, it takes them to a British higher ed template, right? So it's very local content. So we had 120%, lift in deploy, and out of that 57% actually converted to was again a very big. And before moving to questions, just one more quick example of LinkedIn didn't we had a whole team dedicated to China? Again, looking at return on cultural factors, right, so it's a young demographic, so optimizing for the 16 to 26 to 2617 to 26 year olds, entry level internship, first job, we created a mobile first country, right? We created a standalone, lightweight mobile app dedicated to the early job seeker, right. As you can see, it's fully native look and feel like native interface instead of the Twitter and Facebook we have the Sina Weibo, Tencent QQ social signals, integrations, we did a WeChat integration in address book import, when you onboard during the onboarding phase, which was a huge cliff to, to the brand growth. You're acquiring way before a QR code was, was common here in the US. One, one thing that we did, that was sort of the cherry on the top was we also knew that both government and Chinese consumers actually prioritize local brands. And so we didn't go in as LinkedIn. Any foreign companies struggle coming in as their global with their global name into China, because that is actually a disadvantage. So we sort of cannibalize our own brand. And we didn't go in as LinkedIn, we went in as Cheeto. Again, fully native, app native app. And that was for like a Trojan horse into China. So LinkedIn is still very much very strong in China, very much, very much existing, whereas other social medias could not survive there, with a lot of strategic partnerships with an alignment with the government, a lot of local efforts. Now, it's not the app now we sort of we understood later on that company that customers they actually want to be connected to professionals worldwide. Right. And so we had we established back end and middle tier that is tied to the flagship service so that people can connect with with all the data points and with professionals around the world. But the front end is very native and to resonate and to make it more relevant for for usability in the country. And without I will end my talk, thank you very much and ready to take on some questions.