>> welcome to the best of "bloomberg west." every weekend, we bring you the top interviews with global power players and technology and media reshaping our world. coming up, interviews and insight from strause zelnick. sam shank and matt maloney. but we're going to start with twitter. perhaps no tech ceo coming under such fire and constant speculation. but he's been busy shuffling his c suite, tweaking twitter's

product, and focusing on revenue. costello spoke with us. topic number one, twitter's acquisition of niche project a company that connects social media stars with advertisers. >> it's absolutely the very beginning of providing opportunities to viners who have done such great work at building this unique community of creators and connecting them to brands we think is just going to be awesome for the brands who want to leverage the great work they do to create stories and then build a career off the fun things. >> do you find yourself competing with snapchat with this new generation of video creators? >> i think about it more as this unique platform we've developed and this awesome -- there are these stop motion animation

experts, there are these comedians, there are these sort of vine magicians through some of the frame by frame animation work they do. and being able to leverage their talents to help brands and companies tell their stories across the system we think is really cool. and by bringing niche on board we think we're going to be able to do that not just on vine but within twitter itself as well. >> there's so much energy it makes me wonder whether you tube has squandered some of the opportunity around mobile video. do you see them in the mobile video? >> i think they're going to be lots of players in this native mobile video space. and again, by native mobile i say that a lot. and what i mean when i say that is video primarily produced for consumption on mobile. we led the way there with vine. we just think there's an

enormous amount of opportunity there. and buying niche was part of realizing that opportunity. we're going to do a lot more there as well. >> a couple weeks ago my android twitter app updated itself to allow for mobile video. as those tools have rolled out what kind of consumption have you seen? >> we've seen great usage of them. i think one of the things we've been fascinated about is how much people are using native mobile video to reply to tweets. so someone will text -- write a text tweet and mention another user on twitter, and that user will reply with a short video. we've seen that from individual users like gary vanerkek's been doing that a lot. we've seen it from companies. medium has been doing that. it was a q&a using native mobile video in their responses.

we just did a q&a today with amy schumer, the comedian who has written and starring in this movie that is coming out this summer, "train wreck." she did all her responses via video. so i think that's really cool, and it wouldn't be the first use case we anticipated but it seems to be blowing up. >> you expressed a company's revenue would come back up to a level from previous quarters. >> we did that in the first week of february. so we had the benefit of having seen what was happening in january. as we mentioned, that outlook based on seeing a return to organic growth, growth initiatives we have had inside the company that are delivering results, and then some seasonality where it is higher in q4, traditionally. >> you increased the cadence of product launches. a big one is instant time. talk about that. >> one of the things that i've been talking about since we were on the ipo road show is bridging that gap between awareness of

twitter and really engaged on twitter. part of that gap is new users are coming to the platform. they just saw it on tv. they just saw, this thing is happening. it's all on twitter right now. head over there. they sign up for the platform and then they can't find the right accounts to follow. they don't understand how to use it. instant timeline is about delivering immediate value to these users the moment they sign up, removing the follow friction the way they get value and getting them a great timeline of 20, 40, 90 accounts to look at immediately and show them how to use the platform, not try to teach them how to use the platform. >> you've had some instability. on the team, some managers coming and going. has that situation stabilized? >> the short answer is yes. i love the team that we've had in place. i've also been particularly enthused by the way my direct reports are building out their bench and strengthening their bench and bringing other leaders

into the company. we've just had a couple more additions to our engineering leadership, just in the last week. so that's something i'm enthusiastic and excited about. organizations are always going to evolve and change over time. i really like the team we have now. >> do you feel you made mistakes in previous incarnations of the team? >> i always tell my leaders inside the company, it's your job to always be improving your team. and there are all sorts of things you can do to improve your team. your job is not to defend your team, your job is to improve your team. so that's something i focused on and paid careful attention to. i love the way it is now. >> i was struck by the internal statement that you made about trolling on twitter. you said that the whole world knows that this bullying happens on the network. we haven't done enough to stop it. what you want to see the organization do?

>> that was the first time i used the word we suck at this and used crass language like that in a companywide email. of course that's the one that gets leaked. not one of my more sophisticated writing memos. look, the point of writing that note to the company was to let them know i take responsibility for that. we're not just going to go ahead with the status quo anymore. we're going to get a lot more aggressive. it's on me to make sure we do that, and we're going to be aggressive and fast about making changes. so that was about me putting the sort of weight on my shoulders if you will, and letting the rest of the company know we're going to get more aggressive here and quickly. >> e-commerce on twitter. i feel like amazon has been trying to sell me the same portable usb charger since they introduced the charger. what's the goal? >> we're still experimenting

there. i've said a number of times that i think the opportunity for twitter is to really be the place for in the moment commerce, now commerce. in the context of seeing some public conversation, oh, yeah, i want that and i get it now. as different from other kinds of commerce such as here's a catalog of stuff. we have a number of experiments. we're learning a ton. we don't have anything new to announce. i think you'll continue to see us explore with different kinds of, what does now commerce really mean in the coming months? and we'll see what happens. >> a long-term question. facebook has 1.2 billion users a $200 billion market cap. is your vision for twitter -- is it on the same par? is it facebook scale? >> i think our vision for twitter is to have the largest possible audience, the largest daily audience in the world. we believe that twitter is of value and can be of value to every connected person on the planet, and that's the strategy we're delivering against. >> twitter ceo dick costolo. up next, take two interactive is evolving. the company hoping the new game "evolved" could become the next big thing following the steps of grand theft auto. ♪

>> this is the best of "bloomberg west." well, take two action has built its franchise, but now the company is betting on a first-person shooting game called "evolve," which pits human against monsters, just like in real life. "evolve" went on sale just recently. check on the interview with the take two ceo.

>> it's pretty unique in that you have an opportunity to play either as a monster or team of four fighting the monster. and as far as we know that's novel. the game won best of show at both e3 and gamescon. that's never happened before. we'll know very soon. >> how do you make plans to launch such a thing to try to figure out what the scale is going to be? because you do not really know how the game is going to take off. >> i think that's true of every entertainment business. certainly of the movie business where you spend your money and create a marketing budget. and until the picture opens you basically don't know. we have a little more insight because we interact with retail and they order product from us and they tend to be very expert. our retailers really know the market and can signal to us through their analysis about how our launch is going to look. said another way, it's unusual we would ship product and be disappointed how it sold through although it occasionally does happen. in this instance the retailers are very enthusiastic. that said, it still remains to be seen and we never like to

claim victory until it occurs. >> talking about you coming on the show today, there was a lot of talk about sex and violence. i said, i just don't care about sex and violence as long as i know it's going to be there or not there. is that morally bankrupt or is that just the market is bigger? >> i think you said it right. you want to know it's there. it's incumbent upon us to deliver a rating, to stand by the rating and to market appropriately to the right audience. the rating system used is the most robust in the industry. that is, it has the highest level of compliance as measured by third parties. so when a parent goes to the store to buy a video game for his or her child, they know to buy something that's rated e for a child. and if an adult goes to buy an m-rated game they know that there's likely to be sexual content or violent content. the same way if you go to an r-rated movie or watch an action

television show you know what to expect. i'm a big believer that the right to bring what a publisher wants to the public is a terribly important right in america, one we need to stand behind. equally, we have a social responsibility to do what we think is right and only to market to appropriate audience and to let people know what's in the box before they get it home. and i think both are important. our ability to do what we think is right is important, our social responsibility to market appropriately is equally important. >> let me ask you about the demographic bucket. how do you see who your user is? do you put them into a small sort of -- or big groups? how do you try to decide who they might be? >> we typically look at it as concentric circles, with the core being sort of hard-core gamers. people who love video games and people for whom it's their primary entertainment activities.

>> who is it? >> it's all across the board. a bit more male than female but not that much. the median age of one of our gamers is 37. so really adults. and older adults. i think the reason for that is that one consumes for the rest of one's life the entertainment about which you're passionate about in your late teens, and that never changes. that's why our cohort is growing so rapidly and aging. obviously as the video game business has been around 35 years, every year that goes by our median cohort is going to increase in age, which suits us just fine. people don't stop playing video games once they play them. typically, they love them and keep loving them. then the second circle would be people who play video games but for whom it is not their most important activity. then the third is broad audience who is sort of interested but it's not their primary or even secondary activity. in the case of grand theft auto five, with 45 million units sold today, you have to believe you've addressed the entire market and in other titles you might just address the core market. certainly our goal is to address the broadest market possible.

we do that by creating a title that is beautiful to look at and compelling to play. >> you have this partnership in china, with tencent. tell me how that works. >> we've been in business with tencent for some time and they were our partner as we sought to develop it online in china which is is a free to play multiplayer game in the chinese market. and we entered with tencent because they are the premier company there. they know how to do it and were prepared to mitigate a gool deal of our risk. it's been a great partnership. we have a lot of people on the ground in china. it's still to this day the number one sports title in china for massive multiplayer game. i think we have 24 million registered users and it generates revenues and profits every month. >> in terms of the way showing

profits already. what's the growth like and does it sort of latch on to the same kind of growth we see with tencent writ large? >> that is a great question. i am not sure. certainly tencent's own growth is a nice backdrop, but the game has to stand alone. it continues to grow and we hope it will continue to grow. but right now it's month to month. we can't predict what's going to happen. but it's looking very positive. >> consoles are now legal in china. you're saying the xbox. what does that mean for you? there are people who love games, but it is a brand-new market. >> you said it exactly right. people love games in china, but are used to free to play online games. that's a big market for people who love games but is a brand new market. so this is a brand new business. so far only the xbox has launched. it's a relatively small installed base. we are seeking to get government approval to sell our basketball title there. that would be our first title for the xbox in china. it's a massive market, 300 million people in the middle class. the entire state of america's consumer population could fit

inside china's middle class. this remains still a very small market so far. >> what do you expect in terms of timing? do you have any idea what the process will be or might it favor local developers of content? >> so far the content has been sort of balanced with local and international. ubisoft is actually on the ground in china. that gives them an advantage. all of us need government approval for what we do and that is a bit challenging as you know. >> but you've already got the nba game playing on tencent. does that give you an advantage? >> i hope so. and basketball isn't controversial. >> that was the ceo of take two interactive. competition in the online delivery business is hotter than ever. we will talk to the ceo of a publicly traded grubhub next. ♪

>> i'm cory johnson and this is the best of "bloomberg west." the hungry market for food delivery is spurring competition. online food services are inching closer to your plate. yelp just ate up online food service eat 24, spending $134 million, and grubhub announced two acquisitions recently. so which company is in a position to win? the ceo of grubhub spoke with bloomberg about the yelp competition. >> it's just business as usual for us. eat 24 has been around for a while. in fact they had a business partnership with yelp for years. i'm wondering why they pulled the trigger on the acquisition when all the benefits of working together already existed. but for us it's about the opportunity ahead of us. there's $70 billion in takeout spent domestically and we processed $1.8 billion last year. that is dramatically more than anyone else in the space.

there's a lot left to go in front of us and that's what we're focused on. >> it must be validating for them to look at your market and find it appealing. >> i want to build the best product and service and that's why we acquired the two rdf companies, restaurant deliveries to now deliver, 15 major markets. that's what i see as a real opportunity to increase service levels in this industry. >> let's talk about those. you were once in the business of facilitating an online purchase and then a restaurant went and delivered the food themselves. now you want to control the value chain, make those with a grubhub contractor or employee? why? >> sure. to start, the majority, the vast majority of our business is still the restaurant delivers it themselves.

what we found is that we can increase the level of service and make it more consistent for the diner if we're owning the last mile. we can maintain the heat of the food. we can make sure the delivery gets there really fast. so by leveraging our technology and scale we think we can bring a better experience to the diner and add a bunch of new restaurants that didn't deliver before. that's the value we're going after. >> how does it work? are these grubhub employees that are making the deliveries or spin off a kind of uber-like service? >> we're definitely looking around the world and seeing how other people are deploying vast amount of individuals -- independent contractors is a very strong way to go and we definitely have a lot of those. >> you see the ubers and the sidecar and uber-like companies here in san francisco getting into the business of making delifferies. do you see them as partners, or ultimately, over the long-term competitors?

>> you know we're going to leverage whatever we can to get the food there as fast as possible as hot as possible as high quality. the transportation company, it's a different use. they pull over to the curb somebody gets in. there's new packages. we'll see if that gets to the place where you can put someone who goes and gets the food from the restaurant, makes sure the order is accurate, brings it back, delivers it, rings your doorbell. we'll see if that can get there. for now we're going to do it because we can do it really well. and if in time they can do that, of course we'll go with that. >> let's talk about the value proposition for restaurants. as i told you before, i am a grubhub user. love the service. but it's incomplete even here in san francisco. not all restaurants are on the platform. how do you convince restaurants that they're not leaching commission to you guys, and two, that they're not losing the relationship with their customer to an intermediary? >> restaurants want to make money. that's what they're there to do. they want to process orders and they will leverage whatever they can to do that effectively.

so what we bring them is a very low risk, very high reward opportunity. we say, bluntly, we only make a dime when you make a dollar, and then it's on us to make them more successful. we help them manage their data help them think through pricing. what are the options? what are delivery boundaries? what times are they delivering? these are things we are thinking through. we give them a tablet to make them more efficient to process more orders, and then we drive those orders through our 5 million plus active diners in a -- 800 cities across the country. so if you are a restauranteur, in a major market especially and in tier two, three, and suburban markets, you're crazy if you're not on grubhub, because you make a lot of money. >> to what extent has opentable been a model for you? it does remind me of open table which got a start by providing technology to restaurants to help them manage their inhouse inventory. >> opentable was a pioneer in the networks, absolutely. the difference between opentable and grubhub is grubhub has a vastly bigger addressable market. so currently, $70 billion in annual takeout sales of which we're doing $2 billion. in reservations it's much, much smaller. so we're looking at our

opportunity and really evolving our product. we're trying to figure out how can we add transparency, control, increase the level of service proactively to give diners a better experience so they order more. >> so as you know for me no conversation is complete without a mention of amazon. amazon fresh, the grocery delivery service rolling out nationwide. in some markets they are integrating restaurant delivery. to what do you see them a partner or competitor? >> amazon is a very interesting company. you look at what they are doing -- they are unique. they are powerful. they have a lot of resources. but let's be clear. nobody is doing what we are doing at scale. we are processing over 200,000 orders per day, more than a million per week. there is nobody who is delivering restaurant deliveries at our level of scale. amazon is testing the waters for sure, but we are going to stay out ahead of everyone else. >> that was grubhub ceo matt maloney. the new net neutrality proposal -- is it a plan to keep the

internet free or open? or is it a secret one to regulate the web and tax it? ♪

>> you are watching the best of "bloomberg west." i am cory johnson. fcc head tom wheeler says his net neutrality proposal will protect the open internet by subjecting it to more regulation. that has some republicans live -- livid. one said the proposal to open the door to new taxes, new legislation, more litigation and less innovation. he joined me on "bloomberg west. >> the worst thing is that it micromanages virtually every aspect of how the internet operates. it opens the door to billions of dollars of new taxes on broadband that consumers will have to pay. it opens the door to trial lawyers filing class-action lawyers across the country.

litigation is usually not the best way to ensure innovation. there are a whole host of farms that are going to happen. >> i can see it. it looks like a fun book. at some point, i will take the other side because i can. when the users trying to get information off the internet isn't that the place? >> there are two responses to that. they might so the competition is limited but they do not give any examples of isps acting as gatekeepers in a way that industry-wide rules are necessary. secondly, it this goes way beyond conductivity. the negotiations between internet service provider. it sets a requirement that companies physically connect

the rates they would have to adopt and it would open up the complaint process. more litigation that would allow courts to second-guess i'll of the decisions that are currently made in the free market and that is not something it is equipped to do. >> a lot of this hinges on commercial reasonableness of the evolution of what he thought about what that meant. i have shortened it a little bit, but essentially what he said is i believe the fcc could figure it out. this relatively new concept,

commercial reasonableness might later on he determined to mean that it is reasonable for businesses, not consumers? but to you think should be for business or for the users of the internet itself? >> view our interest at the fcc is what is good for american consumers. putting that aside, questions about commercial reasonableness or not, i am sure there is plenty we could do. what happened this way, but the president in an unprecedented fashion directing the fcc to regulate the internet, that, more than any change of mind is what is driving this bus. >> isn't it there already

prevention of texas. how would that lead to more taxes? >> this is a good example. this does not apply to the fees that would definitely follow from us reclassifying broadband to a telecommunications service. if you look on your phone bill and see this universal service fee, that leaves it open to raise the federal fees and leading to states do the same. one independent study said at least $1 billion would be increased as a result of this communication. that is something that consumers will have to pay for regardless of the legislation. >> up next, expedia books and

its one-time rival, or bets. does that mean more for the industry? we will answer that question next. ♪

>> what you wrote in your note -- >> the price, $1.6 billion. it will a lot -- it will add a cheap tickets. to its portfolio. it will take on priceline in particular.

what are the implications? i spoke with sam shank. >> the whole space has become a duopoly. there is a 10 billion market cap. they may look to buy more vertical plays like hotels. the space is consolidating and they do it in a way that is pretty smart. >> what you wrote was not to trust the issues at all because of how big a share? >> orbitz has a pretty small share. orbitz is, politely put, a pretty weak asset. it has been ceding market shares for years. >> orbitz has a pretty small share single digit share. orbitz is, politely put, a pretty weak asset. it has been ceding market shares for years. cap: free economics are in the hotel market. you started a hotel business this is capturing a lot of trends.

what is the trend that you see orbitz unwelcoming really having to deal with? >> it's a little self-serving but this shift to mobile is a big trend in every online business. the starting point still is google. that's where people go and historicically have gone to start their travel. in a mobile world though people are going directly to aps. that means brands are important, aps are important. that plays well to something like expedia that is gathering up all of these starting points. and it is a strength rests. in the case of expand yet -- expedia, why wouldn't they invest in what they already have? >> i think there are other flavors of apps that resonate editor with consumers. we have carved out a really nice market for ourselves and we are

running really fast. >> is design a business impediment for expedia? when we started we started with a clean slate. our back end front end always reimagined and invented for the mobile use case. it's very fast to book a room. because of the way hotels compete for inventory and shell space. >> is design a problem for them? >> i think their legacy business is a problem for them. ours is made especially for mobile use. the design is crisp and speaks to a mobile audience. the way hotels compete for shelf space, either debates are about 10% lower than you would find anywhere else in the world. >> is some of the numbers that are growing so fast for you guys, when you look at expedia and mobile do you see that as a problem? >> probably. usually when you have these kind of huge shift it creates opportunities for new people to come in. how well they have done, they have put the effort into pivot over and make sure their apps work well, seamlessly on mobile apps.

there are opportunities when you have big shifts like this. >> googler. when i talk to anyone in the travel industry, i ask how big is the threat of google even in the combined? >> thank you. google is always going to be the biggest player in travel. i not know if you have used them so much and figured a way to get around them. if you want to succeed in travel, you have to pay the piper. deep here is google. i doubt if they will get deep down into the booking part of transactions, they have tried but they have not had much traction. there are a fine though, their business model works just fine at the top of the funnel. >> mark rbc capital managing director. and sam shank. check this out. google created a new high-end robot named spot. before you kick this idea to the

curb, you have to think about what the robot dog means to the world of big data. next, on best of the west. ♪

>> welcome back to the best of "bloomberg west." well, is uber worried about google rolling out a service with driverless cars? bill gurly spoke to us at the conference where he had some tough words for google and its so-called moonshot project. >> a lot of the really large companies have done a good job of what i would call distracting the press by profiling self-driving cars or drones. how many large market-cap companies have done a drone pr event? right? and i think it's -- they want to appear innovative this kind of thing. but ask any analyst covering google what are the revenues they have in their model for autonomous cars in the next five or ten years?

and i know the answer, zero. >> but revenue aside, google is putting some mind capital on those shots including the acquisition of a robot company. innovation far from slowing. they just released video of a brand new robo dog. four legged 160 pound robot can withstand all kinds of challenges. so what does google plan to do with this robot? i spoke with their robotic director dan kara. >> it's important to make this robot walk or do research on this research because there's a number of other capabilities that will be built out of this. you have to stop thinking about google working to developing robotics products and think of it more as terms in developing a robotic solution stack. research which generates capabilities which generates new products and market places tied in with data. so this is a data play. not a hardware play. what they've done by purchasing

boston dynamics and then ten days earlier before they announced the purchase they announced they were purchasing seven other companies. they are acquiring the best researchers and best roboticist in the world. they have ties in with android and java. so it is -- yes this is eye candy for roboticists and most people in the public but there are thing which is can be built out of this on the data side. >> i'll tell you what's happening. when the guy kicks the dog that's teaching for the robots in the future to take over. this is the beginning of the terminator. i know where this leads. >> i don't understand about the data. like what kinds of data are they going to gather from these robots if you have an index internet then you can have indexes of things such as object models to recognize people or objects or even to recognize things like how to open up certain doors or how to move up

certain types of stairs or how to drive in traffic. so there's piles and piles of data which again drives intelligence for these types of systems. so that's where the data component comes in. it's also important to notice that director of google's robotics initial initiatives now first time i heard him speak was on the subject of cloud-based robotics. it's ubiquitous intelligence being actualized in robotics systems that work in the real world. >> i don't see the place where you've got this cow that runs

across a parking lot leading to more impressions for advertising. is it about understanding the context of movement so that you can somehow, i don't know perform better search display better apps? am i too small minded for what this means to a company that's in the business of selling adds? -- ads? >> i don't think they know how this is going to play out. but think of it more in terms of a research platform in terms of a product. to work on these robots and use these not only handle that sort of dynamic walking and the ability to recover when it's not but also how to interact with humans, how to be able to work in the physical environment with the type of device out there. so once you're able to work in this physical environment you're gathering more information than is just limited to the virtual world. think of these things in terms of a mobile sensor as opposed to a robotic.

again, a device in the home that acquires information and data that can be monetized in a number of different ways. >> so what so they'll do the new street map, the google street project with robots driving around and know where people are and what they do so they can be in a position to better context things like advertising research? >> it might be beyond advertising search. i can't speak to that. what i do know is they have now with these acquisitions a whole heap of really smart people doing basic core research to do so not just what they're doing but for example images of different types of environments. you can build map from just people taking photographs from their cell phone now as opposed to having a car drive around. so it's not just simply clicking on ads.

it's how to move from one place to another. the way to gather this information, one way to gather it is through actuated sensors that can move in physical environments. >> dan kara. need a date for valentine's day? better yet, need to pretend you have a date? we're going to introduce you to the business behind pretend relationships. make-believe girlfriends and boyfriends. that story is next. ♪

>> this is the best of "bloomberg west." it's valentine's day weekend and if you don't have a date, you can always pretend to have one. the technology is here to help "invisible girlfriend," the st. louis startup that provides make-believe boyfriends and girlfriends. >> one thing that we found is the whole judgment is that your worth is based whether you're in a relationship or not there's a lot of people who don't want to be in a relationship who want to have cover because they want to have cover at a job or they might be getting hit on at the office. >> $24.99 a month. you get 100 text messages from a real invisible boyfriend or girlfriend. you get handwritten notes, voicemail and expanding soon to gifts and perhaps even flowers at work. >> wouldn't you go through that really fast? how many tweets or social media messages? >> we're not using social media.

we realize most interaction people have is through their phone so we're using text messages. >> on the other hand, there is someone who is sending -- i'm thinking of the movie "her," which is a movie that i loved, where this person had this actual relationship with this computer. >> you know, we're in a position where we're not trying to convince you you're in a relationship. we're trying to give you believable social proof. but we find our users are starting to use the service for conversation. they're talking to their invisible boy friends and girlfriends at a higher clip we anticipated. >> so beyond the person getting hit on at work, who else would need this kind of service? >> a soldier overseas without a girl back home. might be someone who is living a -- gay or lesbian and have the conservative parents in the bible belt. we found that we have lots of people using it for different reasons. we have one person trying to make their ex jealous. so there's lots of different possibilities. >> if i signed up my wife might

be jealous? >> she might give you more presents. >> i'm not going to try that. >> you have a lot of users already. >> we do. >> give me a sense. >> we launched three weeks ago. in those three weeks over 50,000 people have created boyfriends and girlfriends from all over the world. >> when we talked on the phone you won a big startup contest in st. louis? it was november of 2013 we won the startup weekend competition and got a little bit of attention right then so we've been working to build the services that we launched three weeks ago. >> who are the people on the other side of sending these messages? do they have boyfriends and girlfriends? are they polyamorous? >> exactly right. >> who are they? >> we have a roughly 500-person workforce in the united states. we're partnering with a company in st. louis that helps us kind of generate these microtasks whether it's through amazon's odesk.

there's people who are doing these small tiny tests for us so they're able to respond to the text messages. >> so web services, is it's a distributed model not unlike uber without you needing to go out and hire them? >> that's exactly right. >> we have so many other businesses like that. are you also hosting an amazon web service? not yet but what we've found is we've seen such an immediate influx that we're focusing on scaling the business to handle those sort of traffic. >> what are you doing for valentine's day? >> i'm spending it here in san francisco with my wife who is in the room next door. >> invisible girlfriend cofounder. that does it. catch us monday through friday at 10:00 and 3:00 on the west coast. or 1:00 and 6:00 back east. we'll see you tomorrow. [captioning made possible by bloomberg television] ♪

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