emily: i'm emily chang in sanang technology." coming up, we have a pack show some of the biggest leaders in technology. from my conversations with the uber ceo, and lyft president and cofounder, to the social media future with kevin mayer. of course it was a giant day for bumble. the stock soaring in its opening day, making the ceo a

billionaire. whitney: it has really been a profound ride and i am seriously feeling grateful and humbled and really it is a surreal day. emily: more of my conversation with these executives coming up. plus, robots and gaming. i will speak to the boston dynamics ceo robert playter and zynga ceo frank gibeau. walk us through the day. a big day for bumble. kriti: let's kick off with earnings. disney earnings coming in hot. you saw them beat their estimates on the earnings front also their subscriber count coming in at 95 million. the estimate was shy of 91 million. so you see shares gaining in the post market. let's take a look at what happened during the market session. he saw stocks slowing gains a little bit. but it was big tech stocks that outperformed. up 0.6%.

going micro a little, let's talk about microsoft and pinterest. pinterest 7.3% higher after microsoft was considering pinterest as a takeover target. interesting to see if that price action carries on tomorrow. flip up the board and you can see the philadelphia semi conductor index. this of course coming off of a biden announcement that they are working to address a shortage in semi conductors pretty this has impacted industries, especially automakers. interesting to see how much room to rally there is for that index. lastly i want to wrap it up with bumble. a great interview by you today with the ceo. you saw it jump 85% in trading. it ipo'd at $76, but looks like it has fallen back a little. we will see if it recoups those gains tomorrow. emily: still, a lot of money raised today. bumble's market debut has made its 31-year-old founder a

billionaire, and the youngest woman ceo to take a high profile company public in the u.s. i caught up with her earlier today to get her reaction from the big debut. whitney: i'm so proud of our team for getting to this day. it has been such a journey. for those people who believed in us and subscribed to this radical idea of a woman making the first move, they have been really what drove this home and given me courage and confidence and motivation along the journey. it has really just been a profound ride and i'm seriously just feeling very grateful and humbled. and really it is a surreal day. but we know that the work starts today. we had our cheers and our small celebration and it is back to business and thinking long-term. we are going to carry on. we have a lot of work to do. emily: we are watching the stock, and you have raised a

couple billion dollars. but shares are already up over 70%. investors have been screaming from the rooftops that there is something wrong with this process. airbnb up 100% on opening day. same with doordash. do you would all feel like you left money on the table here? whitney: the way i look at this is we feel that we priced the way we were comfortable. we are running a business and we understand we need to show up and operate and hit and beat earnings, and we feel we made the right decision. and the framework of these valuations, people are subscribing to the long-term. and i think that is the right way to look at it. we are building something for the long-term. you are not joining us on our journey today just for tomorrow. you are signing up for our very long road ahead of us to try and make relationships healthier, more equitable and to build a brand, that resonates not just

with women, but to make connections better for everyone. so the folks who have joined us on this journey today, i am grateful for them and we are really excited for everything that lies ahead. emily: the app has thrived in the lockdown. you added things like voice chat, fun games, virtual badges. but how does the story change as we come out of the pandemic? people are going to be tired to talking to each other online and they are going to want to meet in person. whitney: we think that we are well-positioned positioned on both sides of this pandemic. this pandemic has proven that loneliness is not the way we were designed to live. we were designed to love and to be loved and to have healthy and equitable relationships and community, not just love relationships. so we think we are well-positioned to serve our community during this challenging time with video and at home features, like you suggested. audio, video, games, and others coming soon.

on the other end of this, we feel we are well-positioned to thrive in that people have seen the true benefit of online dating. it's unlikely to ever revert back to how it was. people recognize that being able to bypass this law needing to be at the right place at the right time to meet that person, you can have that now through our product. and you can get to know each other and make sure that there is chemistry, and make sure that there is a connection before you go and put yourself at risk meeting a stranger. so this adds such a layer of accountability and safety to people's quest to finding relationships. whether that is for something romantic or otherwise. emily: you said you plan to repurchase shares from pre-ipo owners. will we see more acquisitions, and if so, where? whitney: we are absolutely thinking about the long-term growth opportunities for us. we are committed to building a branded house, if you will. we want to continuously reinvest

in our current brand, really rebrand, but do as it enters bumble's core markets, and learn as bumble goes international. we really believe our brand with bumble is well-positioned with the protection and empowerment with women that we can continue to evolve within the construct without needing to rely on m&a for scale. emily: bumble ceo and founder whitney wolfe herd. you can catch the full interview online. coming up, the former ceo of tiktok and the architect of disney's streaming service now setting his sights on digital fitness. we are going to catch up with kevin mayer on his next investment, next. plus, uber reported declining revenue in the third quarter. but the ceo says he is confident we are going to be profitable in 2021. our conversation with him later this hour. this is bloomberg. john: we are quite confident that we are going to be

profitable in 2021. the timing of that is going to depend largely on when the mobility business comes back. because while the delivery business is growing really fast, we are still not profitable globally. as mobility comes back, we are confident the company will get into profitability. ♪ so you're a small business, or a big one. you were thriving, but then... oh. ah. okay. plan, pivot. how do you bounce back?

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emily: no shortage of fat in the -- facts in the health and fitness space. the merger of three companies -- leading is an all-star strategic team including kevin mayer. he joins us now.

thank you so much for joining us. is the goal here to create some sort of challenger to peloton? the ceo has really talked about them being a media company. kevin: that is a good question. i would say beach body already is a media company and we will add a connected fitness bicycle to our improving business model. but we have been in business for 22 years successfully. we have grown to over a billion dollars in revenue this year. and we have been profitable. we have over 80 high-quality premium programs in our's -- for subscription. the catalog is really valuable and has a fantastic and well loved nutritious programs. and we have nutrition. so we have three tools and the one we are going to add. we're going to buy mixed fitness, which is a high-quality bicycle.

about half the price point of peloton, and it will be a great add to the mix. emily: i wonder how you think this is differentiated from that, and where you think you have a competitive advantage. kevin: we have a competitive advantage because we have more than 400,000 influencers, or coaches, for beach body that drive an enormous amount of uptake for our product. our advantage is can bring in consumers, we can market to them very efficiently. then circulate them. our subscription content, we saw disney's earnings today. you see how robust that sector is. then we have nutrition, the overall health and wellness category.

all three of these megatrends are combining for beach body. we come at it from a media perspective. i think it is the exact opposite of peloton. emily: you are doing this with tom stacks, former ceo of disney. do you have day-to-day roles in this? how involved are you? and if it is more advisory, what else do you have your hands in? kevin: the forest road acquisition corp, tom and i have been very involved in it. i'm an advisor and tom is on the board. i will be on the board of beach body when we do the merger. after a regulatory review. i will be very involved with the team. i will be quite involved in beach body itself.

we are both very involved. we are doing some other stuff. i have an advisory role with access industries. they have a streaming service called the zone. and some other things too. maybe future announcements to make. emily: you mentioned disney earnings. i am curious where you think disney plus goes from here. what do you think should be next, and what will be next? do you imagine espn, hulu, star international, all getting rolled into one thing like a netflix? kevin: we did the bundle when i launched disney plus, and i was running google at the same time. we decided to bundle the three of them together. i thought that was a very powerful proposition. those remain separate. i'm not at disney anymore. i have no insight as to what their plans are. i think they will probably remain separate in the u.s. in europe they are facing some element of the general

entertainment product in star, and adding a star tile to the disney plus product. i think you will see a little bit of a broadening outside of the u.s., but in the u.s. it should stay separate. my former teammates are crushing it. emily: how do you think how bob is doing as ceo? kevin: the results are speaking for themselves. looks like he is emphasizing streaming. it's the same thing i would have done. i think streaming is the future of the media component of disney. also a big theme park and consumer-products operation. look where the stock is, look at the result. no complaints about that. emily: now, you were the ceo of tiktok for some three months before the trump/china controversy. now you have the biden administration thing at the oracle deal.

does a deal happen? how does this story end. kevin: that is a really good question. when i was at tictoc i never thought there should have been a deal. we need to make sure data is protected and not accessed by foreign governments, especially the chinese government. i think that is something that could be accomplished without a sale. i think there is a high degree of transparency for moderation practices and how the algorithms work. not just at tictoc but all the different social media platforms. they are very powerful voices that decide what you see and how you see it. i think the more transparency the better in the higher level of transparency the better. for tiktok, facebook, instagram, youtube, for all the social media companies. that should be the objective, not forcing some manufactured sale of part of a company.

that i never agreed with. emily: what do you think u.s. politicians get wrong about tiktok? kevin: i think they think that tiktok is controlled by the chinese government. i never found that to be the case. what they failed to see his tiktok is a delightful community. it is fun, it is lighthearted, but it needs to be serious. it is and people can express themselves as they see fit on it as a platform. but it is a fun, entertaining platform. it is less about communications, and much more entertainment. i called it a social entertainment platform more than a social media platforms. it serves a great purpose, especially in the pandemic. people took a lot of pleasure with being delighted by tiktok.

i think it is a powerful platform. i think it is great. i think it is a wonderful product. emily: i know you shared a little bit about this, but it would be interesting to know more. why did you leave? and do you have any regrets about that? and would you ever go back? kevin: look, i've learned long ago never to say never about anything in life. i left because the jobs that i had signed up for, and that i was doing, looked like it was not going to exist any longer. there is going to be a deal with either microsoft or oracle, and at that time it seemed like the right time for me to depart. i don't want to rehash that too much. it is what it is. i wish them well. it is a great product, great people. and i think it is a wonderful organization. emily: can tiktok beat facebook

at its own game? kevin: i think it is a different game. honestly. tiktok is truly about entertainment and fun and short form video. and facebook is about communication and keeping up with your friends, and your social graph. tiktok does not require a big social graph. it depends on how you're using the app, the nuanced interactions you have with the app. it can feed you exactly what it knows you want to see. it is a very different paradigm. so i don't think they in the same group. emily: kevin mayer, thank you so much for joining us. appreciate the wide-ranging conversation. we will follow beach body and your spac ambition. thank you for taking the time to join us. coming up, profitability may come earlier than expected for ridesharing company lyft, but how soon? our conversation with john zimmer is next.

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emily: lyft reported signs the company is on the path to breaking even. i sat down with cofounder and president john zimmer to talk about everything from operating in a pandemic, to self-driving cars. take a listen. john: we take the last year and really invested in making the business much more strong on the other side of the pandemic. so, we cut out $360 million in annualized costs. the team did a phenomenal job, which sets us up well for the recovery. we expect the recovery to really pick up steam in q2 so we have a phenomenal second half of the year. emily: let's talk about the recovery.

you also said you cannot give any forecast on ridership for the coming quarter. what do you see beyond that as we come out of the pandemic, the vaccine rollout? but behavior in some ways may have shifted permanently. john: absolutely. there will be behavior changes but people will still need to get around, and transportation will still be an essential part of life and commerce. and cities will still be strong. we don't subscribe to this plan that cities are dead. in fact i think there will be this renaissance a moment of everyone wanting to come back together, go out to restaurants, go enjoy entertainment on the other side of this. and lyft is really well situated with all the different modes we have to take advantage of that opportunity to serve our drivers and riders. and even if some people move out of the biggest cities, they are moving to secondary cities where

our business is quite strong. so overall, our vision has not changed. and on the other side of this we think transportation will be even stronger. emily: what states are you targeting to return to growth in ridership? how far out is that? john: it is starting now. every vaccine that is distributed, that second dose, is an opportunity for someone to feel more confidence and be more safe getting out in the real world. that happens for us both on the driver and rider side. we have done a lot of work to make sure drivers are prioritized for getting vaccines, because they are on the front lines. we have been successful in multiple states moving them to the front of the lines. so every day we are looking at for both the reasons, as well as business reasons, looking at the number of people that have been vaccinated with both the first and second dose. emily: you are doubling down on

deals with grubhub, blue cross blue shield. how much volume distribution do you expect from this year, 2021, and how big an opportunity is it ultimately? john: business rides on the rideshare side outside of this past year with covid are very strong. and so, coming out of covid, this will be still in focus. one area that has been strong in covid is health care. we have been the leaders in health care, we have a lot of exclusive relationships with health care brokers. something not obvious to everyone not in the transportation space is millions of patients are transported every year using nonemergency medical transportation. oftentimes they are funded by their health care provider or medicare, medicaid. lyft has built the right type of infrastructure relationships to be the leader in that space. and obviously during covid that has been important for frontline workers and people still needing medical care. in terms of delivery, you mentioned grubhub, who has been

a fantastic partner on our service. if you subscribe to pink, you get discounts on lyft rides as well as free access to grubhub plus. our approach to delivery is quite different than other platforms, in that we are just focused on b-to-b. and what we see coming out of this pandemic is that more and more retailers want to connect directly with their customers and not be as dependent on a marketplace where they pay to 20 percent or 30% margin, so we can be that logistics arm for them. emily: john zimmer there, president and cofounder of lyft. coming up, ai and machine learning in the real world applications of both. we are talking robots next with boston dynamics ceo robert playter. and highlights with my conversation with uber. how essential how delivery has

become to business. that is next. this is bloomberg. ♪

♪ >> ♪ now that i can dance dance, dance ♪ emily: boston dynamics brought their robotic gang together for this video in celebration of the new year, but what happened is -- what it really highlights is the capabilities of these machines possess from range of coordination, and the real-life things they can do, that video sparking all kinds of responses, one ceo tweeting, we have collectively learned nothing from sci-fi. this is definitely the moment we

are supposed to turn back. i am joined by the ceo of the company making it all possible, boston dynamics, robert playter. robert, thank you for joining us. i have been following your journey from the google acquisition days all those years ago, and they certainly have certainly come far. besides doing a good dancing twist, what are some of the coolest things you are robots can do today? robert: well, the reason we chose dancing is because it forces us to build technology to really coordinate all those limbs on a robot in ways that are not to be important if you are going to do useful work. you have the point exactly right, it is about those capabilities. especially with a new arm. we just launched a new armband for it to open a door in the real world, you have to ordinate the arm, the body, the legs, everything at once together. it pushed our technology to the point where opening a door now becomes kind of matter of fact.

emily: you are expanding your spot robot line with spot enterprise, spot can monitor remotely anything as i understand it from power grids to construction sites. what else could that involve? airports, railroads, farms, space? robert: space would be interesting. it is a long ways away. we are starting near were to er to earth with things as you mentioned, like construction sites, nuclear power plants, utilities, things there is a site where maybe it is located remotely and you want a robot to be where you can't be. or maybe it is dangerous, like a nuclear power plant. at a robot can be inside doing an inspection, keeping people away from radiation. those of the kind of applications, mostly industrial asset management.

emily: now, there have been delays there. talk to us about the difficulty of getting something this dynamic to market. robert: it has taken decades of work. you know, we had to solve some very fundamental problems in robotics, balance, locomotion, and then come a building all that into a reliable platform that is affordable. i will say that it took decades of research and then, another decade of further development in companies like google and softbank and hyundai, to get this to a commercial market. so there were big, technical barriers. but that also no benefits us because i think we have crossed those barriers and it will be harder for others to follow. emily: now, aaron levie was joking there, but there has always been this fear of robots taking over the world, that humans will be replaced, this apocalyptic future. how do you believe, in reality,

that decades from now, robots will be part of our lives? robert: you know, that story, that fear has more to do with a resilient fictional narrative that has been told for the last 100 years. the reality is that robots are tools and are going to be our trusted coworkers, taking parts of the jobs we don't want to be doing. the official narrative is just very different. and it has been told so many times that it comes to mind first. now, we are finally getting robot that can really be out in the world, this next generation of robots will look different and they will have a much more diverse set of skills. they are ultimately going to be tools for improving productivity, i think. emily: so you had to google, then there was a softbank,

softbank now selling to hyundai. talk to us about the cfius review. it seems to be going more slowly. robert: it is not going more slowly. it is just part of the process, it is proceeding normally at this point. i am shooting for the end of march, end of may as a timeframe that we will be able to consummate this deal. our life within google and softbank and hyundai, they all have their benefits, they were important steps on the path and i think hyundai is going to be a great home for us. emily: now, bloomberg has reported the company though, is still losing potentially tens of millions of dollars and i am curious, why has it been so hard to make this a financially sustainable endeavor? robert: well, we only launched our first product last year.

we launched spot in september. i think we are at 425 robots so far, a pretty good start, and we have a ways to go. we make money most of our life and it is really only when we were acquired by google and softbank that we quit trying to live off of our own income. and that is because we focused on research, and we needed to do this development to solve these hard technical problems. and that took significant investment and time. i think we have solve those problems, and now, we can reap those rewards. but that will take time. we have a brand-new market here. no legged robot has existed before. it is going to take time for customers to think about what spot can do for them. emily: if indeed hyundai becomes your new parent, talk to us about your vision for technology in robotics in self-driving cars?

robert: hyundai has a broad portfolio and indeed, self driving cars are part of that. they share a love technology with our robots. our vision right now is making spot successful. we just added the enterprise version as you noted, that let's spot work remotely, software that connects to it, a new arm, and we are about to launch a new set of products in the logistics space. we want to launch a series of mobile robots that transform industry. emily: all right, so much to watch. always entertaining to see advancements from your company. robert playter, ceo of boston dynamics, thanks. keep us posted. coming up, highlights of my interview with uber ceo dara khosrowshahi on everything from ridesharing to delivery.

we cover it all, next. this is bloomberg. ♪

emily: the snapshot of uber's latest earnings report is that deliveries are up at rides are still down. the latter doesn't bother ceo dara khosrowshahi. i spoke to him earlier about where he sees profitability and where he expects growth. dara: what makes us confident about delivery is that we have new markets including australia, where the virus isn't as prevalent as it is here, and we are seeing the mobility business in australia open up.

mobility has been up only 20% to 30% in australia, and even though cities are opening, people are starting to move around, our delivery business continues to accelerate. so it does feel like this pandemic has certainly caused the perfect storm where people are home, but it has also shifted behavior in some kind of permanent way. once you are able to essentially go out and choose any kind of food you want, we now have over 600,000 restaurants delivered within 30 minutes, those kind of habits tend to stick. so far, we are seeing the delivery habit not only stick, but grow at very, very high rates. emily: so when it comes to rides, i spoke to lyft president john zimmer, he says they can't give a forecast for fourth-quarter rides because they are too unpredictable. uber is more of a global business. what are you seeing in terms of when and how rides get back to

growth? dara: the win is when cities open up. i think that is what don was saying, we can't predict when cities are going to open up, but will we see consistently, and this is best because uber has more of a global footprint, places like australia and brazil, these are big countries for us, the opening as lead to the mobility to go back only 20% or 30% and in places like taiwan, our mobility business is up 60% in january as again, their virus is subsiding. we can't predict exactly when cities are going to open up, but when they do, not only do we see cooper coming back, but typically we see cooper coming back faster than other modes of transportation, whether it is taxi or other modes. we are confident we are going to

come back. emily: so why is it that pandemic eating habits won't change but our ridesharing habits will? dara: well, i think what we do see is that people, as soon as the cities open up, they want to get out of their houses. i am not saying the habits are going to go perfectly back to where they were. for example, we are seeing our volumes in the suburbs actually grow pretty quickly. i think there is going to be a bit of a move from urban to suburban. people in the suburbs also use uber, which is a good thing. we are seeing a different pattern in terms of the use of the commute. whereas our commute hours strictly used to be 7:30 to 9:30 or 10:30, i think most companies are going to be more flexible in those commute hours are going to be spread out, which we think it is a good thing because will help traffic during the

high-volume commute hours. during those hours, we typically don't have enough drivers. so we do think habits are going to change, but people are going to want to get around and they get around with uber. emily: you talked on the earnings call about grocery delivery being in the early days, you bought corner shop in latin america, postmates which does this as well, drizzly which delivers alcohol, should instacart be worried? dara: the grocery business is so big that instacart is doing great, from what i hear, and is a great company that will continue to do well. we don't think a category of that size is to be owned by just one player. so we are getting in. the corner shop has built a really great service in latin america. we are going to help them stand up latin america but we really bring a global footprint. with corner shop, we are coming into the u.s. and will continue global expansion as it relates to grocery. that sets us apart from other competitors including instacart. emily: so how aggressive will you be on more food delivery

acquisitions, more tangential acquisitions this year? dara: we have been really aggressive in 2020 in terms of transactions. we had 17 transactions in 2020. 2021 is can be much more focused on organic both. we are always going to be opportunistic on other innovative companies out there, but in 2021, we see a path for our delivery business expanding, we already have a $44 million runway and it is about getting to profitability and getting mobility started. so expect 2021 to be much more about organic growth and we are always going to be opportunistic. emily: so talk to us about the challenges of getting to profitability in the middle of a pandemic, when you have pricing competition with doordash and grubhub. is there any chance your

profitability goals could be accelerated? dara: well, we are quite confident we are about to be profitability and 2021. the timing of that is going to depend largely on when the mobility business comes back. because while the delivery business is growing really fast, we are still not profitable globally. we are profitable in 15 come to ease that is worth $100 million for the delivery business, but are still eating in because opportunity is so big. as mobility comes back, we are confident the company will get its profitability. at when you look growth opportunity for us, when you look at the growth opportunity for groceries, drizzly business and growth there, we want to lean into growth and hit profitability at the same time. we have the wherewithal to do so this year. emily: you have a shiny new headquarters in mission bay, san francisco, and there is a report you are planning to lease 300,000 square feet of that space. the you plan to move in there,

and when? dara: we are hoping to move in there. i have not yet set foot into our shiny new headquarters. i hear it is great. we are going to move into the headquarters when sf opens up and when it is safe. meantime, our teams are working from home and really working effectively from home. as you imagine, we are not using the offices in the way we thought we were going to use offices, so our real estate team is being nimble and opportunistic so that when the space opens up, we have the space we need. and we will have people in the office, but i think it will be a hybrid work environment versus everybody going to the office at certain times. emily: you partnered with walgreens to help get people to their vaccines. we have got a new administration. if there is one thing the biden administration could do would

make a difference for uber, what would that be? dara: the biden administration is making a difference. we really want to partner with the administration in getting the vaccine to underserved communities. the challenge to this community's is, number one, education, making sure they understand the vaccine is safe and effective at second, we don't believe transportation or the ability to get transportation should stand in the way of getting healthier. so we are leaning forward and would welcome a partnership with the administration to go out and help people who are in these underserved communities get vaccinated. they are hardest hit and we want to be there for them. emily: now, we have been following this retail trading frenzy, and of course, it has been interesting to watch her uber's stock up 200%, surpassing

that $100 billion market cap mark. as the ceo of a company that would be at the whim of the hedge funds and now redditors, what is your take on what's happening? do you see this as a fundamental shift in power from institutions to individuals? what's going on? dara: there is definitely something going on. when you have individuals who get together and act in a coordinated manner, with a plan or not, but in a somewhat coordinated manner, and making big shifts in fund flows, those and i think those shifts will largely be more temporal, short-term in nature. so from a ceo standpoint, if we focus on the long-term and adding value over the next year, three years, five years come i , i think the stock will take care of itself. but what is going on in retail is pretty extraordinary and is a force to be reckoned with. emily: uber ceo dara khosrowshahi. still ahead, zynga shares skyrocketing. we speak to the ceo next and his

plans. his plans to take on larger videogame competitors in pcs and consuls. -- consoles. this is bloomberg. ♪

emily: zynga shares jumping to the highest intraday in nearly nine years. analysts positive on the videogame company's fourth-quarter results and largely dismissed a forecast that fell short of expectations. known as the maker of popular mobile games, zynga is now planning to compete with bigger players like epic games which create games for pcs and consoles. joining us now is ceo frank gibeau. how do you compete with the likes of epic and activision? frank: hi, emily.

the thing that makes this possible is what epic has billed with the engine and what unity does with its engine. both those technologies really allow you to build a game that can be playable across a pc, playstation and mobile phone all simultaneously. and when you add that to 5g infrastructure and aws, it has really never been easier or cheaper to build a multiplatform game. and at zynga, we have several iconic brands and unique licenses we think will be really appealing to those fan bases. and we have embarked on making some games in that category and are very excited to announce those yesterday. emily: now, you didn't buy a mobile company that was just bought for $2 billion. will we see you make acquisitions and how big? frank: we have been a pretty aggressive consolidator over these met last these past few years, buying brand games, in october and july, so we are big

levers in bringing talented teams to zynga and going faster together. in december, we saved an $825 million convert that combined with our balance sheet puts us in a good position to continue to acquire in 2021 and beyond. the good news is, we have a strong organic growth plan. so we can be very selective and patient with any of the opportunities that come along. we don't need to buy anything to grow, which puts us in a good position. emily: gaming has been surging amidst the pandemic, in my own household as well. how well-positioned are you post pandemic when we can get out of the house and don't have to be staring at the screen? frank: the good news is, most of our business is on mobile phones, and you will take that mobile phone with you out of the home and back to work. we have millions of new users coming into the gaming industry and are seeing expansion internationally and people are enjoying it is a good use of time.

the fact you can play our games anytime, anywhere on mobile devices means you can bring your games with you. that is a good thing for us. emily: and last quick question, frank, you are building your own ad network. what advantages will that give you? frank: is going to give us a much better sense of how players come into our network, how we appeal to them with our games, what creative works, and along the way it is going to allow us to have a relationship to the player all the way from the point where they enter the game and then play it for years to come. right now, we had that off to some third parties along the way in terms of the ad networks. and by building technology that allows us to vertically integrate further into the ecosystem, we will be able to control the player journey all the way through and makes sure

it is as high quality as possible. emily: frank gibeau, ceo of zynga, always good to have you on the show. we will be watching as you work to take on the likes of epic conducted vision and more. -- epic, activision, and more. thanks for joining us. that does it for this edition of "bloomberg technology," i'm emily chang in san francisco. more bloomberg television coming up next. this is bloomberg. ♪

>> the following is a paid program. the opinions and views expressed do not reflect those of bloomberg lp, its affiliates, or its employees. >> the following program is a paid advertisement for new wave. featuring deborah norvell an , award-winning journalist and best-selling author. >> we are all living in strange and unsettling times. never in history has everyone on the planet been challenged by the same thing. covid-19 has cha