Brad Zelnick, Deutsche Bank: That's helpful. And I feel almost as if the Earth's rotation along its axis has been accelerating over this last year or two. You can almost feel it palpably. So that is consistent. Maybe a bigger-picture question. I think many are familiar or have a perception of how GCP positions itself within the marketplace. Can you maybe speak more broadly about how the offering is differentiated and what factors are driving customer wins for you?
Thomas Kurian, CEO, Google Cloud: I mean, what's really driving is that shift to digitization has introduced five or six new requirements in organizations. And we designed our Cloud to support these needs. The first one, I think when you talk to larger companies now, there's the fundamental belief that they're going to use technology from multiple cloud players, something called multi-cloud.
Thomas Kurian, CEO, Google Cloud: Yes, data – our capabilities in data analytics are super simple. We want to allow people to combine structured and unstructured data in real time as well as large-scale processing no matter where that data originates from, our Cloud or other clouds. And there are many, many examples of people, and I'll just use some examples that you may not be aware of because it's happening inside organizations.
Brad Zelnick, Deutsche Bank: Those are really strong examples. Thank you for that, Thomas. And maybe as we reflect on just enterprise cloud adoption more broadly over the last several years, there were varying perspectives as to whether hybrid cloud, multi-cloud, cloud first, now I'm hearing the phrase from another vendor out there that talks – one of your partners, actually, that talks about cloud smart. But I think it's clear that multi-cloud is the future. No one, especially medium/large enterprise, is settling on just one cloud. And Google has been very clear that it embraces a multi-cloud approach for its customers, and you tend to talk about multi-cloud more than your peers. Why is this so important?
Thomas Kurian, CEO, Google Cloud: It's great. I mean, we see our go-to-market, first of all, in three or four different lenses. One, we have shifted as an organization from talking about technology and shifted from technology to products to solutions. Customers want to have us understand their business, the opportunity to transform their business, and then provide solutions to their business problems as opposed to coming in and talking about how great our technology is. So that's been a big change in selling methodology and approach.
A second thing that we've done is we've organized our sales organization around industries because different industries have different needs. In financial services, for example, the use of data may be for fraud detection, may be for regulatory reporting, may be for financial market simulation. In contrast, in retail it may be about personalization, inventory management, supply-chain optimization, etcetera. So we've segmented our sales force by industry so that we can build greater competency in understanding customer needs.
Thomas Kurian, CEO, Google Cloud: We look at partners in four ways: partners that can complement our solution offering; partners that can help us deliver, jointly, new solutions to customers; partners that bring implementation, change management expertise; and then partners that broaden our distribution reach.
Thomas: If you look at Ford, they wanted to transform every aspect of the vehicle experience. The way that somebody goes online, looks at their product, experiences their product, and buys it. So our expertise in search and ads helps there. How people experience the car when they're in the car. And so our experience with Android, for example, and our Google Automotive Services in the car can help people. And then how the car can be manufactured better, how the data from the car can be processed to deliver predictive maintenance, warranty management, et cetera, that's where our Cloud technology comes in. So as products, as industries digitize, there's need to link that consumer ecosystem and the experiences with the enterprise technology footprint, really gives us an opportunity not just to work with these companies as a cloud technology provider, but as a transformation partner.
Brad Zelnick, Deutsche Bank: Thank you for that, Thomas. I have two more topics I'd like to touch on before we finish up this session. Maybe just first on the infrastructure footprint that you have. Last I checked, Google has 27 regions, 82 zones, 146 edge locations. What does steady state look like, or is there such a thing? And how much of the global market can you now address with your current infrastructure footprint? And what determines when and where you expand?
Brad Zelnick, Deutsche Bank: That makes perfect sense, Thomas. And maybe just to finish up, profitability. Operating loss has improved the last couple of quarters. Have you reached an inflection point in profitability? And how do you think about steady-state margins for the business?
Thomas Kurian, CEO, Google Cloud: I'll say what Ruth and I have said before and what Sundar and Ruth talked about in the last earnings call. We continue to invest in the business. We continue to invest in the business to scale the business and to build the right products and services for customers. As you know, Brad, this is a economies of scale business because there's a certain amount of investment you have to have in products, a certain amount of investment you have to have in a network of data centers, a certain amount of investment that you need to have in a go-to-market organization. And the larger you get, that amortizes across a larger customer base and a larger revenue base. So we are very focused, as Ruth has said, on investing to ensure we succeed in the market, and you've seen our growth. And as we grow, and given the fundamental nature of the Cloud business, we have shown that we've been able to improve margins.