Growing while staying nimble, creative and entrepreneurial

- Well, the vision is a big one. We definitely need to grow from where we are today in order to achieve it. A lot of what's described in the vision we are already doing. We are already scaling up our content team. Obviously things like bibliotron, we're making sure we have a platform where we can reach people. We've been investing a lot in internationalization so that students around the world can access it in ways that are relevant to them. We've started working on things like our partnership with the College Board where we are starting to tie personalized preparation on Khan Academy to third-party or systemic benchmark exams. Even that connection between the PSAT, the Khan Academy, the SAT starts to create this pretty powerful personalization loop where we can also start to look at efficacy. This goes back to the "world-class" part of our mission. We don't want to just put out something that we feel, "Hey, that seems pretty good." Over time, we want to get more and more evidence that it is driving real outcomes and real learning. But there's other pieces of the puzzle of the mission that we haven't started working on yet. Or we haven't done it in a very deep way yet. How do we let students truly build out their portfolios? How do we allow better mechanisms for members of the Khan Academy community to help each other provide tutoring, evaluate each other's portfolios? Maybe even some type of oral exams or assessments. These are all just drawing-board type ideas right now. We are going to have to grow. But as we grow, and this is key, I hope that Khan Academy is around in 50 years, in 100 years, 500 years from now. Organizations if you just look around, tend to as they grow and become more successful, they tend to become more risk averse. They tend to have more inertia. They kind of become the system. One of our challenges, and I think there's ways to do it because we are in kind of a new period of even how people work together, is how do we tackle these broader, very ambitious plans? We're talking about things that could empower billions of students over time. How do we do it in a way that leverages partners to do parts of it? I could imagine partners on the credentialing side. Partners tacking maybe certain subject matter. How do we leverage partners and volunteers and other stakeholders to together do it. Regardless of our size, I don't know how big Khan Academy is going to be in five or ten years. But even if we're a few hundred people, to make sure that we're always nimble, we're always staying creative. We're not afraid to go out there and take some risks and learn from them. So we'll see. The key thing is, it's not just us by ourselves, it's a whole ecosystem, and we should leverage our key assets which is our brand, our reach, our product capability, our content capabilities, to bring a lot of people together towards this broader mission.