Subscribe
Share
Share
Embed
The WorkOps Podcast is your weekly conversation with HR leaders and People Ops practitioners doing the real work.
In every episode we dig into one story. A process that went sideways, a system that just didn't work, and what someone actually did about it. Packed with practical lessons you'll want to bring back to your team. Whether you're supporting 500 employees or 5,000, this is how the best People leaders are building for what comes next.
Kinfolk - Natasha Valani
===
Natasha Valani GUEST: [00:00:00] you don't need tools and AI to subtract. You can literally just go into old contracts and your process and look at what you're doing today and just ask yourself, "Is this really adding value, or is it sucking energy from our managers and our teams?" And if it's the latter, figure out a way to delete it
Welcome to the Work Ops podcast. In every episode, we dig into one story, a process that went sideways, a system that just didn't work, and what someone actually did about it. It's packed with practical lessons that you'll want to bring straight back to your team. This podcast is brought to you by Kinfolk, the AI service desk built for HR.
I'm your host, Jeet Mukherjee, and with that, let's dive in.
Jeet Mukergi HOST: Hey, everybody. Today, I am joined by Natasha Valani, who's the chief people officer at Tubi. I'm super excited to have Natasha on the WorkOps podcast with us. She's done some amazing things at Tubi, and prior to that, she was at Mastercard too. Rose up the ranks in Fox. For [00:01:00] context, Tubi has generated over 1.1 billion in fiscal 2025 revenue, with its most recent quarter up by 19% year over year.
So there's been a bunch of growth that Natasha has seen and it's also confirmed profitability in the first quarter of fiscal 2026. I also, Natasha, believe that it's been confirmed as the number one fully free ad-supported streaming service in the US by Nielsen. A lot of responsibility both internally and externally.
Very excited to have you on the show. Before we jump into things, can you tell us a little bit about yourself, Natasha, and how did you choose HR?
Natasha Valani GUEST: Absolutely. Thank you, Jeet, and thank you so much for having me. With that introduction, it's probably hard to go into my personal side, but I appreciate that. Yeah, so a little bit about me. I've shared this story. I always start with a personal anecdote about myself, but, So I'm a daughter of refugees.
I grew up in Canada. And I would say that my upbringing has really shaped the reason why I decided to go into the people space. So in addition to being a daughter of [00:02:00] refugees, I moved around a lot.
I've been to twenty-six different schools. I have been extremely popular in some schools. I've been the biggest loser at other schools, and I think no matter where I fell across that spectrum, there was one thing in common that I always felt, which is you just want to belong. You want a community that you feel you're a part of.
And throughout college, when I was navigating where I wanted to end up, the people space spoke to me because I felt the need when you're hiring employees, when you're thinking about growing your org or starting up a business, I think the piece that you put your product aside for a second, you put your content, you put all the stuff aside, the people who truly come together and make that is where it's prime.
And I've always wanted to lean in there and make sure when people come and join a company or they're staying or they decide to go, that every step of the way, there's true belonging and true community along the way
Jeet Mukergi HOST: Amazing. It sounds like you found that [00:03:00] belonging and community along your career too. I think I saw you were at Fox for quite some time before taking on the mantle at Tubi. Quite a change from 26 different schools.
Natasha Valani GUEST: Yes. I will say and it's I have two young kids. I have a five-year-old and a almost three-year-old, and I do not want that for them, by the way. So it has also shaped where I decide to, lay my eggs for the long term, where stability is something that I definitely crave.
And if I find a place that I think shows up for me as much as I show up for them, I want to stay which is also why we picked the town we live in as well, just great community, great schools. And I live in Milton, Connecticut for what it's worth. But yeah, that is something that that means a lot.
But also, I also feel like I'm very agile at the same time, that if I were to decide to go and do something else, that I'm comfortable with ambiguity, I'm comfortable with newness. And I would say the 26 schools probably did shape that
Jeet Mukergi HOST: Yeah. And I guess in, in the new age of AI with everything that's happening the only constant really is change. [00:04:00] And there's so much happening so quickly, and it feels like us as humans need to be even more comfortable with ambiguity and more comfortable with change. And it's really interesting to hear~ before we started recording~ how tech-forward and how AI-forward you guys are, and how much of the builder mindset you have within the team and that you fostered.
But where all this has started from is, if I heard you correctly, is that people are still our biggest asset and that's where we need to invest. So would love to hear a little bit more about how you're balancing that the human side in this new age of AI with all the experimentation of AI that's happening before we get into your story in the, in, in the podcast.
Natasha Valani GUEST: Yeah. Yeah, happy to. It's it's interesting. I think our teams are very much... When I think of Tubi, and when we, when Fox had acquired Tubi, the reason why we decide- decided to, to work with the Tubi team and acquire them was because every engineer truly is a builder, right? And they, this is even pre-AI they know exactly what it means to personalize [00:05:00] content.
They know exactly what it means to how do we generate revenue, but also make sure that our audience feels that they are connected to the content that we put on our platform. And I think that mindset has helped us shape a lot of what we do around AI. And the the biggest thing, and this is coming from senior leadership in partnership with myself and our CPTO, was that we want everybody to be a builder.
And it's great when you start with a bunch of builders already who are so eager to get their hands dirty and go in. And I've met a lot of people who sometimes they ask us, "I think onboarding is great. I love how much Tubi just invests in making sure that I learn about the company before I jump in, but when can I start breaking things?"
And I want to hire those people. And it is it is refreshing to see just how much people have leaned in here. We actually, do have a little bit of a AI program. It's light at Tubi. It's nothing mandated. It's not forced. We're not tracking anything. But we are putting, [00:06:00] real sort of connections to all the tools that we've brought in, where we've invested heavily in Claude and OpenAI in in Google Agent Space, and our ask for you is to go in, learn and build, and then present your findings, right?
And my team is no exception, so it is every team that does have a sort of a goal for the year to build and come up with something that whether it failed, that's fine too, but you learn something along the way. And so I just, that mindset, and also for what it's worth, Tubi's about seven hundred employees, so it does help when you have already started with a smaller structure where you don't have to go so hard with , "Let's add two hundred heads."
No, " Let's focus on the seven hundred we have ." It's a very lean and mighty team, and we can go ahead and build something together.
Jeet Mukergi HOST: That's awesome to hear, and it's really great to hear that it's a really outcome-driven mindset. It's almost let's just show our work and let's see what we achieve. And if we didn't quite hit that outcome, at least we can look back at the [00:07:00] learnings. It sounds like Tubi isn't leaning on the token maxing and, there's leaderboards of like people how many tokens they're spending, and there's a bit of a tide the other way.
So it's really great to hear that piece. One question I had for you was you mentioned that builder mindset, and I've heard you speak previously around how important the candidate experience is. How do you find a builder? How do you know that, yep, this person's a builder versus not?
Natasha Valani GUEST: Yeah, it's, So one of, one question that we have in our interviews process that I absolutely love is, tell me a time when you came up with a solution at a company that nobody asked you to do. And how somebody responds to that question really translates to high agency, in my opinion.
And that is one of our it's not a core value at Tubi, but it is embedded in one of our values own it. And I think when we have people come in and they're not waiting to be asked what to do. They're not waiting to be asked to be a direct responsible individual on something.
They go in, [00:08:00] they see something, it's broken, it's not the way I would do it, here's how I would fix it. But they also collaborate, and I think I've seen this at leaders too. Now, one of the things I will say, there's the builder mindset, which is amazing, but we're also very low ego here, which I really appreciate.
It is very much leave your ego at the door. When we hire leaders coming in or we hire new hires, you can't come in, and I say this to every candidate, I love the curiosity mindset, and please stay curious. Ask questions.
"Oh, I wish I would've thought of that." When you're a little bit of a veteran like me, 10 years here, you still wanna ask questions, but you should also know why things are done the way they are. But it's... I always tell candidates coming in too, don't come in assuming there wasn't a Tubi or a Fox or a company before you.
There absolutely was. So stay curious, but minimize the ego a bit. Ask questions in the sense of I'm really trying to understand how this was built, how you frame this, why you're framing it this way, versus I'm coming [00:09:00] from this company, this is how we've done it, this is just how you should do it. That just doesn't work
Jeet Mukergi HOST: Yeah. Amazing. And it's funny you use the word high agency in the age of AI agents. So we're gonna get into that soon. But would love to get into your your story that you have for us today, Natasha. What is the story of dysfunction or something that wasn't working before?
Natasha Valani GUEST: Yeah. I love this question, and it is one of the reasons why I wanted to do this podcast in particular. I have a couple ways of doing this. But I think the one thing that I want to start with is something that we're going through in the moment and just speak a little bit more fresh about what's happening today.
So we're going through our year-end process, and for every HR geek out there, this is our time to shine because we get to go through calibrations, and we get to go through self-evaluations, and managers get to evaluate employees. And it truly is our Super Bowl, where it's all hands on deck to deliver something that if you're doing something like pay for performance it is something that benefits your high [00:10:00] performers and even your, the people who are meeting expectations and meeting the high bar that you have.
You're able to really take care of them and support them. So It's... My team absolutely loves this period. But as and I think many of us know, it is cumbersome. There's a lot of process involved. Managers are spending hours to figure out how to write their, a proper manager evaluation.
I know they're using AI, and that's okay. We encourage it, too. And justifying ratings, justifying why somebody should be promoted versus another person. And so one of the things and this goes back to the builder side, because we are, we have such a builder's mentality and a builder's culture my team included we have somebody on my team who wanted to lean in and see if there was a way to conduct calibrations live using a tool to be able to be more, a little bit more outcome-focused and think about how can you just shrink some of the friction in the process.
And so so one of the things that we did and we built was we leveraged a tool called [00:11:00] Replit, and we-- what we're piloting right now, we piloted it with the tech team and a couple other functions and they seemed very impressed. But during calibrations, when you calibrate live, you're having these meaty conversations about why somebody should be this rating versus this rating.
Sometimes you're introducing an anchor, so you're putting an anchor employee in your meets bucket po-po-possibly, and you're saying do the rest of these folks meet that expectation or meet that bar of this anchor employee?" And so when you're having all of these debates, sometimes it's really difficult to capture notes, capture the feedback.
That feedback is so critical to go back to the employee when maybe they moved from like an exceeds expectation to meets, but you really want to capture the why. And so this tool that my team had built allowed you to move things in real time, and it started to show how your curve was impacted.
So you're debating somebody in exceeds, maybe they're being moved to meets. And the cool thing is you can click on that [00:12:00] employee's box, you can type up the feedback that's coming from the room. That feedback is now captured on the back end that a manager can just deliver to the employee authentically and in real time as this is the reason why you moved from this to this.
It made calibration so much easier. In fact our CPTO, who is a veteran from Meta and Instacart, was highly impressed. He said, "This looks like exactly like something we would have built at Meta." And it is still in, in beta phase, this, again, this goes to a builder's mindset. Again, in what would have taken a process of a couple of weeks, now we've downloaded all the notes, we have to upload it in Workday, we have to make those changes in Workday.
The cool thing that we're finding now is you can actually connect it to Workday, and those ratings will be updated for you on the back end. So again it's eliminating a lot of the back and forth. I'd say it probably saved us two weeks of some time just going through some of the bigger organizations.
Jeet Mukergi HOST: How cool is that? I really like the fact that it's not just a UI, but it's actually [00:13:00] live and it updates, and you can push data back into the system of record, which is which is a great step forward because there was always, to your point, there's always that extra bit of, "Oh, now I've gotta go into another system and I gotta do this particular thing."
And I really like that you mentioned it's an outcome-driven process and method that you chose 'cause we can really point AI to basically any problem. And I'd be curious to hear why your team chose this one. What was not working or what were some of the signals where you guys decided this is the one that we should point AI towards?
Natasha Valani GUEST: Yeah, it's a good question. Really the crux of it was and no shame to Workday I have used Workday. I've implemented Workday at Mastercard. I was part of the 21CF and Fox Workday implementation too and I have some great colleagues who work there. But that tool does come with some pain points on a lot of the talent and HR side of things.
That's probably during year-end is the most questions we get is, "I can't do [00:14:00] this in Workday. I cannot calibrate Live with my team. I have to download a report." Then we have to take that Excel sheet of everything that's pending in Workday in terms of ratings and our evaluations. We have to then move it into something that is easier to calibrate with Live.
So some folks did a deck, some folks put it in a Word doc, some people just left it in Excel. You have to make those changes, manually input those changes live, then to see the update. And It was one of those sort of aha moments where, if we were gonna put our bet on anything to help our managers, help our employees, but also if you pull the process away for a second and you're eliminating some of the friction points, you start to see that managers are having just more meaningful conversations.
They're worried less about what they have to input and taking notes. They're having real honest debates about why this person is the rating they should be, why they should be promoted. Are the levels correct now? Because I want to promote this person, but going from [00:15:00] senior director to VP is a little bit rich, so is there a middle ground to do it?
We're having better conversations because the process and the system isn't truly taking over and that's why we wanted to test this out.
Jeet Mukergi HOST: That's awesome. More thinking time, more time for actual managerial work as opposed to filling data. That's really great to hear. What's been the kind of the reaction from your team? It sounds like the reaction's been great from managers. How about your team?
Natasha Valani GUEST: I would say my people team loves it. I think that they are grateful that they don't have to go back into take all this data and then feed it back into Workday and make all those changes, and then I have to review it too, by the way. So there is a step for me. So me personally, I love it. I probably have done two reviews instead of six hundred.
But I would say it took time. I would say probably took maybe two to three days to build the tool which I found quite fascinating because typically, and I think you know this probably more than I do, Jee, is that you would go [00:16:00] find a vendor to, come in and help with a solution to your problem.
You want that vendor to also integrate with Workday, and so you go through an RFP process. I gotta sign an SOW. You gotta do all these things that take months and months. You gotta do change management. The integration process alone, there's a fee with that. I'm not exactly sure how much Replit costs, but for two days, for somebody who knows the in and outs and the guts of what's working and what's not, and what's friction and what's not, to be able to spit something like that out I...
To me it's just fascinating
Jeet Mukergi HOST: Yeah, it's incredible, right? Two days.
And you mentioned something really important there, which is that for someone who knows the guts and the ins and outs, and it looks like you've created a culture and in partnership with, the engineering or tech folks within the business where it sounds like the people team is really empowered to have the autonomy to build their own stuff.
How did you create that, and how do you balance that with, their [00:17:00] day job? 'Cause there's like a building part of it, but then there's also the day-to-day work to be done. How do you kinda fit those things together?
Natasha Valani GUEST: I think it's an insightful question. I know I've... There are companies and teams who probably don't value the people function as much as some others do, and it does break my heart because I do think the people team does add a ton of value. We may not on paper show that we're generating revenue right away, but when we are focused on bringing in the right talent, when we're focused on coaching people to make sure that they're also making the right decisions, when we're showing the sort of hard work that, by being able to do this I'm eliminating time from your managers to do X, so now they have more time to go in and spend time talking to clients or building more personalization for content.
Naturally, what comes from that is trust, right? And so my people team and I say this to every HRBP, to every recruiter, you are a partner to the business. If you are not [00:18:00] being asked to sit on those meetings to capture the data, to attend their all-hands and provide an, an update on what's happening in the p- on the people side from a culture perspective, what's the sort of feedback from the lay of the land, you're not doing your job, right?
And I... We intentionally hire people who can come in, really drive trust very quickly to be able to capture that successfully. And I will say what does help is your senior leadership team. Tubi has one of the best senior leadership teams I've ever had the privilege of working with, and they are very much leaned into how do we show up for our people.
We have to be transparent in how we communicate. We have to be... the people partners truly are the backbone of what we do day to day, and I couldn't do that without my CEO. I co- and culture isn't... It should never just be on your CHRO or one person. It should be blended across and trickle down and I owe it to that leadership team
Jeet Mukergi HOST: That's awesome. When you're asking your HRBPs to be [00:19:00] people-focused and be present and be in those meetings that does take a significant amount of time. So are they also then building on the side or do you have other folks on the team who then spent the two days on Replit to get to that point?
Natasha Valani GUEST: Yeah. So , actually the person who, who built the tool, so she's our HR director out in Canada, and I don't wanna say her name 'cause I don't want anybody to try to go after her because I think she is a rising star here. But she so she, her role is to support international sales and the, our Canadian entity, which is relatively new for Tubi and Tubi Media Group at Fox.
And the benefit of her actually so I'd say she's probably about six months in and I think the benefit of being a little bit more new is that you have a little bit more freedom and bandwidth and head space to be able to do some of these things and architect these tools and, she came from Amazon, and she's seen things one way and I definitely value her input.
But to answer your question, every HRBP and recruitment lead does have to build [00:20:00] something. We are really big on trade-offs. We can't do it all, right? You can either do this or this. You are not going to do both. And the trade-off piece does stem from our CEO and other leaders as well.
And because we're so intentional with, and I know we had talked a little bit about this too, you can do an internship program or you can do a rotation program. You're not gonna do both. And we really have to force rank our priority list of what is actually gonna drive better behaviors, what's gonna drive the business forward, and that is the only way we're gonna operate.
And I think because we have that principle and that mindset in every one-on-one, in every team meeting that we have even in our all-hands, I'm very impressed that we actually do showcase the things we subtracted. This is no longer a priority for us, so we're gonna take it away, and we're actually gonna pivot redeploy talent to focus on this instead.
So from a burnout bandwidth perspective, we're able to protect some of that mind share because we're that good at some of those trade-offs
Jeet Mukergi HOST: There, there's a, an entire [00:21:00] other podcast episode on just that
Natasha Valani GUEST: I know.
Jeet Mukergi HOST: for sure. Getting to that is, is not easy. So Natasha, all of this kind of sounds perfect in that everyone's aligned, you have decision criteria, there are HRBPs who are also building and turning up fully present. You built a tool in two days that is working incredibly well, and it's saving you weeks of time.
Give me some of the juice. What are some of the things that didn't work in there? What might you do differently? What are the things that you're still iterating on?
Natasha Valani GUEST: Yeah, I will say there's an area that we've tackled, we've tried to tackle for many years, we have not yet found a solution for. ~We didn't talk about this in the pre-meeting, so I might have to just shock you if that's okay with you. But and it's nothing, it's nothing crazy, but~ headcount management just sucks.
It's not ideal. It's... And I feel like I know what the right solution is on paper, but to put that into a way where managers have autonomy to hire and backfill, manage to a budget. There's always two approaches to this. There's true headcount management, where if I'm giving [00:22:00] you 10 heads, you can fill 10 heads.
And then there's cost management. If I gave you $5 million for headcount, you manage to the $5 million, that is all you have. So if you wanna hire five people at a million each, you could do that. If you wanna hire 100 people that, whatever the math is, that $5 million, you can do that too. But to give leaders that autonomy to manage to a budget, I have yet to see a tool that does that extremely well today.
I... You mentioned that you had seen me at Transform, and I took the tour around the bullpen, and I saw the different vendors, and I was still not convinced that we are truly solving that. And that is something that is a huge sticking point, I think, for us and probably many companies today too. And it is a frustrating point for managers.
Backfilling requires a justification. Where we wanna stay headcount flat, and we get that, but we also have to justify why this person or this role does add value to the business. And I'm not saying it's, it's good to have some [00:23:00] friction.
I think some friction is actually really good. You shouldn't just add a head to add a head. It's not-- I don't think it's good for business. And it's easy for me to say 'cause you see it in the headlines all the time. The stock market surges on layoffs, right? They are obsessed with layoffs because you do these mass layoffs and then stock prices go up because your operating costs start to go down, and we never wanna do that.
We never wanna be in a position where we have to do that. So we wanna be fiscally responsible, but I would love to say at the beginning of the year, "G, you have $10 million is all you have for heads, and I wanna just put the onus on you and the autonomy on you to hire what you need to hire to do your job well."
And somehow it is being managed to behind the scenes on the system. It's managed in a way where it's just so seamless and you can just manage to it. So To me, that's an area where I wanna probably geek out next and find a solution for.
Jeet Mukergi HOST: How cool. Yes that is seems like an age-old problem, right? [00:24:00] Maybe that's your next two-day project.
Any tips for folks who are kinda navigating this kind of change on what to focus on, where to focus? Some teams may not have Replit, and they may feel they may not have the time to go ahead and build stuff.
How would you yeah, recommend they-- where do they start?
Natasha Valani GUEST: I think the biggest thing that I, where I always wanna go is to poke holes. You may not have access and accessibility to all the different tools out there, but poke holes. You have access to that. You can look at an old employee handbook, and you can ask questions and say why is this still relevant?
Why..." You have something from five, 10 years ago, ask questions. Do we still need this? You can question your process. You can eliminate a process. Subtraction is my favorite thing to do and it's one of our big goals for FY27, how much more can we just subtract and eliminate? And if I were to blow up this entire process, what would it look like again?
And yes, it takes time. It, it does take time to do it well. I... One [00:25:00] of the things our CEO does with us, which I absolutely love, is she tells us to take a whole day, no Wi-Fi, go into a cabin if you can, and just come up with your next big thing. And I've actually, I've done that. I've taken her advice, and I have done that, and that is the result of some of the things that we've been able to build and do differently.
But you don't need tools and AI to subtract. You can literally just go into old contracts and your process and look at what you're doing today and just ask yourself, "Is this really adding value, or is it sucking energy from our managers and our teams?" And if it's the latter, figure out a way to delete it
Jeet Mukergi HOST: Yeah, I really like that. You don't need AI to do that's true. I think it comes back to you do need high agency to be able to, and curiosity to go ahead and even look in those areas and poke holes as you said. I'm curious to hear though, do you think high agency is teachable or is that just something that comes with you and something you grow?
Natasha Valani GUEST: It's a good question. I want it to be [00:26:00] teachable.
It is true, I see some employees struggle with where do I go next? I... You guys keep saying high agency, but what does that practically mean? And you can show the behaviors, you can show, all the things that you can do right to ask the right questions.
I think some employees will either come in with strong high agency, some people are probably lower on the scale of high agency. But those who are curious and wanna learn, those are my keepers. I definitely want, like you, you wanna do it and I see there's interest and passion to do it.
Let's, come on this journey with us, let's figure it out together. But I... And then I... There are some who just don't who love to be told what to do, who prefer, staying in Excel, who prefer the 9:00 to 4:00, and that's all I wanna do. And I don't think there's anything wrong with that.
But I do think even putting AI aside for a second the ones who tend to be highest performers are truly the ones who lean into more of a high agency mindset. I do think it's teachable. I think we've yet to crack that on our end, but [00:27:00] I wanna believe it's teachable
Jeet Mukergi HOST: I like hearing that because as AI agents become more and more advanced and as we start to automate more of the repetitive work I wonder really what sets humans apart in a high-performance culture is actually having that high agency. And as you mentioned, some folks prefer not to. I'm kinda curious to hear your final thoughts on this piece of how do you predict the people function changing over the next, let's say, 12 to 24 months?
What's gonna happen to those more junior level roles, particularly where agency may not be required, but the job still needs to be done? How do you see that changing?
Natasha Valani GUEST: I see it changing already. I see, we have some folks on my team who are probably at the lower level in terms of they're doing the operational work. They are very close to Workday. I would say tho- the two folks who are a little bit more junior on my team were invited to a hackathon, and they outshined everybody because [00:28:00] they know the back-end process better than anybody there.
And they're like, "No, actually, you're doing it wrong. You should do it this way because don't forget, if you click this button or do this is what it's gonna trigger, and you don't want that to happen." And personally, the lower level you are and the closer you are to the guts of how things are being built and done, I think it gives you a an upper hand on how things should be built.
So I do see them probably shifting more into these sort of like integration roles, these roles where, you're coming... you're becoming operational advisors as well. Even though it's automated, again, like I said, I think at the beginning, you still need-- there's a I don't know exactly how to frame it, but you need an eye.
You need an eye to make sure that, that knows how to do these things well and can catch errors 'cause it's... AI is not perfect. I've seen things come out, and I'm like, "This is absolute slop. What are you talking about?" And then when I say it back to it, it's "Oh, you're right. Sorry. Sometimes I make mistakes."
I'm like, "That's cool, but stay on it," but I... For the more [00:29:00] junior level folks I do think if they lean more into really understanding a workflow end to end I think there's benefit of that. I don't think that's truly gonna go away
Jeet Mukergi HOST: Very glad to hear that. Yeah, you still need expertise, you still need the judgment. Yeah, you still need those SMEs. And then people become more orchestrators and overseers as opposed to button clickers, which is great to hear. Natasha thank you so much for joining us on the "WorkOps" podcast.
If people wanted to continue the conversation how might they find you or where might they find you?
Natasha Valani GUEST: Yeah I love to, to do this. LinkedIn just Natasha Valani on LinkedIn. I'm, I also would love it if you wanna email me, natasha.valani@tubi.tv
Jeet Mukergi HOST: Amazing. Thank you for being so generous and opening up your inbox. I know you're super busy, and thank you for making time today. And to everyone listening, we'll catch you on the next one
Natasha Valani GUEST: Thanks, Jeet