I am the Vice President of Ad Integrity at Meta. I want to talk about the number sixteen. Sixteen billion dollars. That is what we earned from advertisements our own internal classification system flagged as "higher legal risk." Crypto scams. Romance fraud. Impersonation schemes targeting the elderly. We had a dashboard. The dashboard had a color. The color was green. Green meant revenue. Three point five billion every six months. I watched that number on the Revenue Integrity Dashboard every Monday at 9 AM. The same meeting where we reviewed takedown requests. The same room. We did not remove the ads. We removed 8,000 people. The memo said "efficiency." The memo said "leaner teams." The memo said "AI-first." What the memo did not say: the 8,000 people we fired cost us $4.2 billion annually in compensation. The ads we refused to remove earned us $16 billion in the same period. The math was never complicated. The math was the strategy. I received the Ad Quality Excellence Award in 2024. It is on my desk. It is a glass rectangle. It weighs more than the compliance reports we filed with the FTC claiming we had "robust systems" to prevent fraud. But I want to talk about April. In April, we installed software on every employee laptop in Building 20. The software tracks mouse movements. Keystroke cadence. Application switching. Idle time. It sends a report every eleven minutes. We call it a "productivity signal." The advertisers call their version "behavioral data." Same architecture. Same team built both. I know because I approved the vendor contract for the external version in 2021 and the internal version last month. The vendor is the same. The codebase is the same. The only difference is the target. When we track users, it's a $140 billion business. When we track employees, it's "performance management." When the employees objected — posted in the internal channel, filed concerns with HR, asked the obvious questions — we did what we always do. We reminded them of the NDA. We reminded them of the stock vesting schedule. We reminded them that 8,000 people were no longer receiving reminders of anything. They stopped posting in the channel. I am told the keystroke heat map is displayed on monitors in Building 20. I am told it updates in real time. I am told it looks exactly like the user engagement dashboard we show advertisers. I am told this is a coincidence. The product has always been the person. The only variable is which person. For sixteen years, it was the user. Their clicks. Their attention. Their data. For the advertisers, it was their money. Clean or dirty. We did not ask. Asking would have cost us $3.5 billion every six months. Now it is the employee. Their keystrokes. Their idle seconds. Their bathroom breaks quantified as "disengagement intervals." We are a platform that earned $16 billion from fraud we refused to stop, fired 8,000 people to "cut costs," and now tracks the survivors' mouse movements every eleven minutes to ensure they are sufficiently productive. The product is the person. The person is the product. That's the platform.