Good day, ladies and gentlemen, and welcome to the Block’s Third Quarter 2022 Earnings Conference Call. I would now like to turn the call over to your host, Nikhil Dixit, Head of Investor Relations. Please go ahead.

Hi, everyone. Thanks for joining our third quarter 2022 earnings call. We have Jack and Amrita with us today. We will begin this call with some short remarks before opening the call directly to your questions. During Q&A, we will take questions from our customers in addition to questions from conference call participants. We would also like to remind everyone that we will be making forward-looking statements on this call. All statements, other than statements of historical fact could be deemed to be forward-looking. Actual results could differ materially from those contemplated by our forward-looking statements. Reported results should not be considered as an indication of future performance. Please take a look at our filings with the SEC for a discussion of the factors that could cause our results to differ. Also note that the forward-looking statements on this call are based on information available to us as of today's date. We disclaim any obligation to update any forward-looking statements except as required by law. During this call, we will provide preliminary gross profit growth results for the month of October. These represent our current estimate for October performance as we have not yet closed our accounting financials for the month of October and our monthly results are not subject to interim review by our auditors. As a result, actual October results may differ from these estimates. Moreover, this financial information has been prepared solely on the basis of currently available information by and is the responsibility of management. This preliminary financial information has not been reviewed or audited by our independent public accounting firm. This preliminary financial information is not a comprehensive statement of our financial results for October or the fourth quarter. Also, we will discuss certain non-GAAP financial measures during this call. Reconciliations to the most directly comparable GAAP financial measures are provided in the shareholder letter, investor day materials and investor presentation on our Investor Relations website. These non-GAAP measures are not intended to be a substitute for our GAAP results. Finally, this call in its entirety is being audio webcast on our Investor Relations website. An audio replay of this call and the transcript for Jack and Amrita’s opening remarks will be available on our website shortly. With that, I would like to turn it over to Jack.

Thank you all for joining us. As we've discussed before, we're building multiple ecosystems to serve different audiences. Square for sellers, Cash App for consumers, Tidal for musicians and TBD for developers. What makes Block unique is our ability to connect all of these together. We've made a lot of progress on each and I'll share some highlights from Square and Cash App before Amrita’s remarks and your questions. We'll start with Square; we realize there are some significant challenges all businesses are facing today. And so giving sellers simple and intuitive tools to remove complexity from running their business is critical. We're focused on three priorities to achieve this. Enabling omni channel capabilities. Growing up market and expanding internationally. Core to our strategy is building integrated solutions to give larger sellers a cohesive view of their operations so that they can easily manage every aspect of running a business. Our developer platform extends our software capabilities by allowing integrations with hundreds of third-party products built by developers and partners using our open platform. We enable customized solutions for sellers with more complex needs, and provide a single platform for developers to take payments from Square across mobile in person and web. We're also continuing to build out vertical point of sale solutions that serve our largest verticals in food and drink, retail and services with Square for Restaurants, Square for Retail and Square appointments. Together gross profit from these solutions grows 45% year-over-year, much faster than Square overall in the quarter. In Q3, we also expanded the payment methods we support. In US, we launched Apple’s Tap to Pay on iPhone, giving Square sellers a simple way to accept contactless payments with no hardware needed, and customers a convenient way to pay. In Japan, sellers can now accept pay…

Thanks Jack. There are three topics I'd like to cover today. First, an overview of our third quarter results. Second, trends we've seen across our business in October and third our discipline around expenses. In the third quarter, we delivered strong growth across our ecosystems with gross profit of $1.57 billion, up 38% year-over-year and 46% on a three-year CAGR basis. Gross profit includes a $19 million impact in the amortization of acquired technology assets primarily related to Afterpay. And excluding these non-cash expenses gross profit was $1.59 billion. We delivered strong profitability during the quarter with adjusted EBITDA of $327 million. In the third quarter, our BNPL platform, which we acquired through the acquisition of Afterpay, contributed $150 million of gross profit split across Square and Cash App, and excluding this gross profit for the quarter was $1.42 billion, up 25% on a year-over-year basis, and 42% on a three-year CAGR basis. Cash App generated $774 million of gross profit in the third quarter, an increase of 51% year-over-year and 84% on a three-year CAGR basis, excluding our BNPL platform Cash App gross profit was $700 million, up 37% year-over-year and 78% on a three-year CAGR basis. This quarter overall inflows into Cash App totaled $52 billion for growth of 19% year-over-year and represented our highest quarterly inflows into Cash App. Let's look into the drivers using our inflows framework across active, inflows per active and monetization rate. First, our network reached 49 million transacting actives in September, up 20% on a year-over-year basis, with daily and weekly actives growing even faster. With Cash App community pillar, we remain focused on enhancing the viral growth of peer to peer with complementary marketing programs that target new audiences. Second inflows per active average $1,046 in the third quarter, which was…

[Operator Instructions] Your first question comes from the line of Tien-Tsin Huang with JPMorgan.

Thank you, nice to see the strong revenue, gross profit and EBITDA here. So just want to build on what you just talked about there. I'm really just thinking ahead. I know you're not going to give too much specific guidance for fiscal ‘23. But is it reasonable to expect that Block is now in a position to show some operating leverage in ‘23, given the less certain macro, and you've invested quite a bit, it looks like you're getting good returns since the bottom of the pandemic here, but can we get back to operating leverage when we get back to ‘23? Thank you.

Thanks for the question, Tien-Tsin. We are focused on driving long term profitable growth at scale. And what that means for us is that we're going to balance growth and margins in our investment framework. As you note, given the significant growth of our business, we've grown our investments over the past few years to create products and marketing engines that help us drive that top line growth paired with profitable unit economics across both of our ecosystems. Our preliminary 2023 plans really significantly moderate those expense -- that expense growth as we focus on balancing growth and profitability. Longer term we do -- we will continue to moderate that expense growth to drive increased operating efficiency, profitability. And specifically for Cash App, we do expect to see operating leverage next year. We'll have more to say in February, of course, as we're still in our planning stages across the business. Our focus ultimately is on agility. As the environment continues to evolve here, we want to remain agile and be able to adapt to what we're seeing. And we intend on maintaining the discipline that you've seen so far this year with a pullback in discretionary operating expenses, particularly in those areas that are less efficient, or conversely leaned into areas where we are seeing attractive returns and that enable us to grow our business in a profitable way over time. We've proven that ability to kind of dial back expenses in real time so far this year, we pulled back almost $600 million, about 10% of our planned OpEx space, or 25% of the step up, where we haven't seen returns or where the returns are less certain in order to deliver more near-term profitability. That gives us the confidence in our ability to continue to invest in and help us determine how much is needed to drive that next incremental dollar of growth and where we should be prioritizing our investment over time.

Your next question is from the line of Lisa Ellis with MoffettNathanson.

Terrific. Thanks for taking my question. I just wanted to follow up that call out in your shareholder letter and the prepared remarks about the 18 million monthly Cash App Card users, you now have 35% of total monthly active. Can you elaborate a bit on the nature of the cash card users? So for example, do you have a sense for how many cash card users you now have using the cash card as their primary debit card? Or like are these banks consumers? Or is this their primary bank accounts? And what steps are you taking to kind of keep building out the wallet share of those cash card users? I think you had highlighted at Investor Day they drive something like five times as much gross profit as non-cash card user. Thank you.

Hey, Lisa. Thanks for the question. I can kick off here. Driving product adoption for us across our banking products is one of our primary focus areas within our Cash App pillar around financial services. And we've experienced strong attach rates here. These financial services products allow us to really deepen our relationship with our customers beyond just peer to peer and serve them more holistically related to their finances. So specifically for Cash App Card as 18 million monthly actives in September growing 20%, sorry growing strongly and now growing in terms of attach at 35% of our monthly active during the month. And also with strong engagement in September Cash App Card actives made 16 purchases during the month on average. So we're seeing our customers using their card on average every other day, and really with broad based utility with customers spending across a diverse range of use cases, gas and utilities, restaurants and grocery, various retailers. And with spend that's increased over time on a per user basis. So in the third quarter spend per active grew on a year-over-year basis, bringing where as we see our customers bringing more of their spend to Cash App Card. And as Jack noted, Cash App Card customers accounted for about half of overall inflows into Cash App, to your point about the importance of this customer base to our ecosystem. And these customers have also significantly higher monetization rates compounding together as they bring more inflows at a higher monetization rate, to drive even greater gross profit from this Cash App Card customer cohort. Maybe the final thing that I'd say here is that Cash App Card is an important way for us to bring Cash App to greater top of mind from a financial services perspective, certainly top of wallet for our customers, bigger part of a core offering as we graduate our customers from peer to peer into the ease of use of our financial services products. And we see that really resonating with younger demographics, but also as a way to drive greater adoption into other banking products like direct deposit, where we've now eliminated the friction of allowing customers to create a direct deposit account the moment, they sign up for Cash App Card and which has, though it's still early days, is meaningfully increase the adoption of direct deposit as well for us. So it's important in and of itself, but also important as the gateway to adopting other baking products within Cash App.

I'll just say to your question, we don't have the data on whether we're primarily against other cards or other banks. But that is certainly our goal. And I think we have a better strategy over the over the long term. In that we're not just a card, we're not just savings, our other features that we offer, including the Discover tab to find commerce, Bitcoin, stocks, deposits, people and peer to peer, obviously, which is the easiest way to send money to anyone. People come in for various different reasons, and they will find our other services. And ideally, those services resonate even more. And our goal, at first is to be first consideration for any one of these services, including the Cash App Card. But over time, we want to work towards being primary because everything that you need in your financial life, you can find within Cash App. So that is the goal, that's what we're focused on. And I think we have the best strategy to get there.

We have Ali Kenis, square seller dialing in to ask a question.

Hi, Jack, thanks so much for taking my question. My name is Ali and I own Sugar Lab Bake Shop in Ventura, California. We've been using Square to run operations at Sugar Lab for the last 10 years, which is as long as we've been in business. We have grown to over 45 employees over the years not currently. But we do use several Square software and hardware products, including stand, point of sale, marketing, loyalty, savings, payroll, and more. Pretty much everything. And then I'm also a Square super seller. So my question is, as the tight labor market continues in the food industry, we have fewer bakers and kitchen staff this year, how can Square help us prepare to handle the seasonal rush, and what are ways in which I can attract talent in time for the holidays, especially given that we're competing with larger businesses.

Thank you, and congrats on your business. I think that I think the biggest thing here is anything that we can do from a technology perspective, to give you time back first and foremost, to make sure that you're not wasting a bunch of time looking up different systems and fiddling with interface that all the solutions we provide are intuitive, and they get easier and easier and potentially even more automated. So that you can focus more on what you have and doing a whole lot more with less. So that is the first part and we're focused a lot on that internally. But there are also products that will take some of the workload off you such as self-serve ordering and Square payrolls on demand pay, and also making it much more efficient for your employees. So our team management product, I don't know if you've used that yet. We've -- we focus a lot of energy on making sure that the team and the employees and your 45 [Indiscernible] where it could be quite useful that they have all the information they need to help you operate and run the business very efficiently. All of these things that we're doing today, we're going to continue to improve with more automation, more artificial intelligence that you can turn on and off and really make informed decisions around how you run your business. And as you continue to grow your business becomes more and more attractive to more people. So by focusing on your customers, and making sure that you have your time focus entirely on that instead of all the operational capacities or needs of your business, which is where we come in, your business gets more successful, more people want to join. So thank you for using Square and we’ll keep at it.

Your next question comes from line up Darrin Peller with Wolfe Research.

Hey, guys, thanks. Look, just following up a little more on Cash App, the combination of monthly active users shrank continues as well as the gross profit, looks like attach rates to card was a key part. But if you could just remind us on what you see is the real opportunity there in terms of attach rates on different products and what really what the path is for ARPU when layering in not only what you've already done them in sort of the financial services side, but also what kind of opportunity pay with cash can be and how the progress is going there, too. Thanks, guys.

Hey, Darrin, thanks for the question. So let me start with kind of where we are in terms of ARPU, which is another metric you can measure along with the overall influence frameworks, and then talk about where some of our product priorities to, based on where we're driving key elements of the inflows framework forward. So from an ARPU perspective gross profit per active, excluding the BNPL platform was $57, in the third quarter, up from $53, in the second and $50 in the first quarter. So we are continuing to see growth there, in part driven by our monetization rate, in part driven by the increased utilization of the platform strong engagement on the Cash App platform. If you break that down across our inflows framework, what we look at is actives, where we've continued to see strong growth inflows per active, which we've seen continued stability, despite now lapping some of the significant government disbursements and even some of the seasonal tax benefits from the first half of this year. And then monetization rate where as I said we have some products where we can flex our pricing. In some products, where we are driving engagement and driving utilization. That inflows framework is really clarifying for us in terms of our product roadmap, and where we see the traction across each of those variables. And so there's three top product development pillars that I'd call out our financial services, network growth and trust in terms of being able to continue to drive the Cash App platform forward. From a financial services perspective, as you've noted, we've seen growing adoption here, and that's a key -- top priority for us in 2023, to see continued adoption of these products, across not only Cash App Card and direct deposit,…

Your next question is from line of Timothy Chiodo with Credit Suisse.

Great, thank you for taking the question. I want to talk a little bit about Cash App customer acquisition costs. So it's taking us back actually to a comment that you made last quarter. You mentioned that CAC was relatively stable versus 2021, which was at the time you had mentioned the $10 blended CAC number so we were a little bit surprised to hear that that simply because you've been moving more towards building density with higher income customers and making the direct deposit push, and we would have expected that to maybe come up a little bit, if you could just talk about what some of the offsets have been, how you've been able to contain those customer acquisition costs, clearly the peer to peer network is a part of it, but maybe some of the other drivers boost Afterpay. And then broadly to the extent you can, if you could give us an update on gross adds and churn trends for the Cash App base overall.

Hey, Tim, I can kick us off here. Thanks for the question. We've continued to see relative efficiency in terms of our sales and marketing spend here, with a cost of acquisition for net new actives in line, continue to be in line with what we saw in 2020, and ’21 as you note in that $10, sort of customer acquisition cost range. We are looking to drive new demographics; we are looking to drive higher product adoption at the start with our new customers. And we are looking to bring in higher lifetime value customers. We're seeing some of that play out now in some of the trends that you've seen today, including across the financial services, offerings, Cash App Card and some of those core offerings that have become a bigger part of our product adoption earlier on in the customers lifecycle. We're pairing, we are being disciplined in our spend. We're focused on the channels that we have the most confidence in and in driving the greatest returns, and are prepared to be flexible on that moving forward. Ultimately, we think there's a tremendous opportunity from an actives perspective to continue our growth here. If you think about digital natives, Gen Z millennial customers, though they make up a significant portion of Cash App customers, we are still only penetrated into 20% of Gen Z and Millennial customers as the US population. As we shared at our Investor Day in March, this is the fastest growing demographic for us in monthly actives over the past few years. But there's so much more we can do here to bring the other 80% in the Cash App over time too.

Your next question is from Michael Ng with Goldman Sachs.

Great, thank you very much for the question. I was just wondering if you could expand on the inflows strategy for Cash App. It was really encouraging to hear the stable inflows per active despite the tough comps. And I believe that the year-over-year declines in July. So could you talk a little bit about things on the roadmap to drive inflows and direct deposit actives for next year for instance? Are there any meaningful improvements to drive engagement on Cash App taxes for next spring? And then as a quick follow up, I was just wondering if you could update us on the direct deposit monthly actives number. I think that was one and a half at the beginning of the year. Thank you.

Sure, I'm happy to get started maybe with framing up our inflows framework, and then we'll dive into some of the greater detail on direct deposit. So the inflows framework, again, active inflows per active monetization rate, you can think of the key drivers as inflows per active being the spending power of our customers, and then our share of wallet of our customers. And so there's sort of two variables for us to think about. They're both in terms of the customers that make up the mix of customers on our platform, and then our ability to engage those customers across our products. What we've seen in the third quarter, as continued stability and enclosed per active at over $1,000. But growth on a three-year CAGR basis at 17%, which we've seen for most of this year, that growth in the mid-teens, is really encouraging healthy trends across our Cash App customer base. Even as we move past those periods of stimulus and tax refunds, we think ultimately, there's so much more room to grow these inflows per active number by having multiple inflow channels, and cross selling more of our products to our customers, specifically, these financial services products like Cash App Card and direct deposit. And with direct deposit as we noted $2 billion in September of direct deposit volumes, those volumes grew by more than 65% year-over-year in September, as we've begun to reduce the friction on account creation after customers sign up for their Cash App Card. So this is a key focus for us as we continue with our strategy of enabling our banking products to our customers, Cash Up Card a big part of it, direct deposit, another key part of it, and as a result, direct deposit plus paper money deposit, which is another inflow channel we've opened up, growing as a share of total inflows making up more than 14% of inflows in September versus 9% a year ago.

Sorry, I just wanted to follow up there. In terms of the roadmap ahead, a lot of what you saw with what we did over the past year with the navigation is meant to exactly bring more of this to life, so that it's even more accessible, and easier to find how to turn on direct deposit. For instance, if you get a Cash App Card now you instantly have a direct deposit number. So there's a number of things we can do to optimize for what we're doing in the interface itself, so that people are more aware that we have this offering in the first place. And we will continue to add features and products that also coexist with existing ones that people are using. We have to keep in mind that a lot of people in Cash App start with this very simple, I receive money from a friend or family member or I want to send money to a friend or family member. And then it's our opportunity to really showcase everything else we have to offer, including the Cash App Card, including direct deposit, including Cash App taxes, and the easier we make that and the more tips we add in the interface, the more compelling the outcome we will have.

Your next question comes from line of Rayna Kumar with UBS.

Good afternoon. Thanks for taking my question. I'm curious to understand the progress you've made in combining two powerful ecosystems Cash App Pay and Afterpay. How is organic growth of Cash App trended and what are the next steps for full integration here?

Yes, so our big focus here is on commerce. And linking our two ecosystems through Afterpay is the most compelling option that we found in the market. We believe that this is a perfect blend of everything that we can offer to sellers, including a way for them to drive more sales, and also new discovery and new opportunities for customers, which also helps them discover Square merchants and merchants all around the world, especially when you consider online commerce and digital commerce. So our long-term vision is to build a more dynamic checkout experience, which enables a much more fluid checkout than what you see today. We recently introduced the Discover tab in a Cash App. See this as a complete start. Our goal here was to introduce people to the concept, we're not there yet, with the experience. Think of this as more of a search engine that we're trying to optimize and iterate super-fast on to make sure that when people go there, they're looking for something or we can display relevant content based on their location. And it gets more and more efficient, more effective, and ultimately leads to a purchase. So that is our goal. We're just starting a lot of that work right now. And we intend to make it a place that is instantly relevant over time. And this will take some time. But this is a -- this will really unlock a lot of what we hope to unlock in both the Cash App ecosystem and the Square ecosystem and be beneficial to our Square sellers. But also more broadly for the Cash App customers as well.

Your next question is from Trevor Williams with Jefferies.

Great, thanks. Good afternoon. I want to ask a follow up on margins, particularly in seller or Square is with more of the growth they're coming from larger merchants and then international, which I think both are higher CAC. How should we think of the growth versus margin trade off there if there is one? Is there still more that you need to do to invest behind either those markets, whether it's the salesforce or brand marketing, just trying to get it ultimately what you expect the margin impact to be over time as the mix continues to skew more towards international and larger sellers. Thanks so much.

Hey, Trevor, I can kick off here. So look, our Square business is a fairly high structural margin business as we shared at Investor Day at a 69% structural margin in 2021. We can take a significant portion of every dollar of top line growth drops down to profitability, where we are orienting our priorities is where we are seeing the strongest returns in terms of our growth, whether it's omni channel products, moving upmarket, with larger sellers, our mid-market sellers are now 40% of our GPV, growing at 22%, year-over-year, and international, which also growing 40%. And some of the key products that underpin growth with larger sellers, like critical points of sale, growing at 45%, year-over-year, so each of those strategic priorities for our Square business that we're investing behind, are driving stronger growth in the overall base. Now, we expect in 2023 to moderate the pace of some of our investments across sales and marketing and product development in order to continue to that balance that growth and profitability as we spoke about earlier whether it's across hiring, sales and marketing, where we would be pulling back on some of that brand marketing, and have a stable to increasing mix of our investments on things like sales teams, as we focus on optimization. And as we focus on building with our upmarket sellers, bringing more of those larger sellers onto our platform, as well as our product development investments, where we're really expanding the reach of our platform and the cohesiveness of our platform. So we can take the work off our sellers’ plates and focus on some of the key products that are truly resonating, as you hear today, the vertical solutions, the developer platform, or omni channel software. So those are some of the key focus areas for us, of course, we want to remain agile with our spend and be responsive to what we see in a potentially changing macro environment. But we are seeing traction in the areas where we are most strategically oriented.

Your next question is from line of Josh Beck with KeyBanc.

Thanks for taking the question. I have actually a follow up along those lines as well. For the Square stellar business, obviously, you made a pretty substantial investment last year, in outbound sales, you've obviously had more time to see the payback and obviously, blend that with the other go to market strategy. So as you look forward to ‘23 based on how the lessons that you've learned, how important is that outbound motion within the Square go to market.

Hey, Josh, happy to double click on this and maybe I'll address more broadly our go-to-market approach for the Square business. So our focus, maintaining target paybacks of about a six-quarter payback, and target returns of about 3x ROI as we evolve our go-to-market strategy to support the growth of market. Throughout 2022, we pull back on some of the lower ROI areas, and we calibrated our spending mix to the channels with more proven ROI. So what does that look like across each of the areas? From a sales perspective, we're focused on optimizing our sales channel, which was more predictable returns and where we have the ability to measure performance, we believe our sales team, it will ultimately be a long-term core engine of growth for the business. And there's kind of three key strategies for enhancing our growth up market using our sales team. One is the verticalization as a team, so creating pods around specific verticals, retail restaurant services, where you see we are gaining traction with our vertical points of sale today to enable those account executives to go deeper, and the needs that are specific to each of those verticals. Second, expanding our outbound sourcing capabilities, so that we can reach out and make sure that these larger sellers have a better understanding of all the many things that Square can do for them today. And then third, introducing more automation into our tooling to enable our sales team to have better information as they're reaching out to the sellers, which ultimately then can help drive greater efficiency. From an international perspective, our four most tenured international markets are pacing at these healthy payback periods that we're targeting. Our three more recently launched markets in the last 18 months do have longer payback periods, whether we're looking at it end marketing or sales, as we're introducing our ecosystem into those markets, and building our awareness. From a performance marketing perspective, this is really the core engine which continues to drive stable proven returns and historically has been a significant driver of acquisition. So that's really giving you an orientation of our overall go-to-market efforts with sales is a key piece of that.

Your next question is from Ramsey El-Assal with Barclays.

Hi, thank you so much for taking my question tonight. I wanted to ask about convertible solutions and whether there is a long-term roadmap to expand the number of verticals that you support. And then separately, I just wanted to ask Amrita about the potential to maybe more actively leverage the customer account balances to drive more fluid income. It looks like you guys used to keep more cash, more funds in the money market versus sitting in cash. I'm just curious if that's something that we could see more of in the future to drive some interest income. Thanks.

So yes, there are three vertical point of sales right now. And services are Square for Restaurant, Square for Retail and Appointments. We're always looking for opportunities to first and foremost, expand these and add more features, add more services to each one, to continue to make sure that we're serving the need for the particular service, but also looking for other opportunities for more vertical services. But first and foremost, it's making sure that we remain competitive, and we're ahead in terms of our feature set, and making sure that we're continuing to work to optimize these services for our customers. The other thing that we've talked about in the past on these calls is one trend we continue to see is that the vertical aspects of these things tend to blur a little bit, we see restaurants adding retail like services and appointment type businesses adding or merging with like restaurant type services or retail as well. So the benefit of our ecosystem is we're not focused on just one. We're focused on all three and more generally, how you operate a business, how you operate, operate a team, and ensuring that we're giving you tools no matter what business you choose to be in to make the sale and make more sales ultimately. So that is our goal. Every day answering the question, how do we help sellers make more sales. In some cases, these vertical efforts make more sense. But the most compelling trend that we're -- that we continue to see is the blending of all these things. And that's where our ecosystem mindset really shows us strength.

And, Ramsey, just to follow up on your question on float or interest income, the majority of our cash in our customer funds is variable to interest rate fluctuations via a pretty diversified portfolio of accounts, the vast majority of which are relatively short term, which allows us to capitalize on increasing yields. So in the third quarter, interest income increased as a result of obviously higher interest rates. And we expect to continue to benefit as some of -- as many of our investments lag on interest income pickup, just to maybe break that down for you across our corporate balance sheet and customer funds. From a corporate balance sheet standpoint, interest income was $15 million in the third quarter. That's up from you $9 million in the second, $8 million and the first, majority of our cash here is variable as I said that interest rate fluctuations either via fixed income, T bills, government money, market accounts or non-interest-bearing accounts that earn an earnings credit rate and much of that interest income -- this interest income flows through to the interest income and expense line which is below the EBITDA line. From a customer funds standpoint, Cash App customer funds does generate interest income as well. We had $7 million in the third quarter up from less than a million in each of the first and second quarters. Majority of these funds are invested in very short-term accounts and money market accounts and they flow through Cash App revenue and gross profit lines.

Your final question comes from the line of Andrew Jeffrey with Truist securities.

Hi, good afternoon. Appreciate you squeezing me in here toward the end. I wanted to ask about the Square business and the competitive environment and how much of the growth is coming from competitive takeaways? Who are the companies that you generally see at the point of sale? How much is net new business creation? Just trying to get a sense of kind of the way the markets evolving competitively and how you think you're positioned?

Hey, Andrew, maybe I can kick us off here. What we see is stability in our trend lines. it's a -- it'll depend on each product as to who our competitors are. We don't see a competitor out there who has a threat that we have across our ecosystem. And really, it's that diversity of products, vertical channels and customer types that we have that we believe is the most resilient, particularly as we may be entering a volatile time from the macro perspective. So what we have saw in the Square ecosystem through October is relative stability, from Q3 and October, or to into Q4, with GPV through October, in the US, and particularly for some of those discretionary verticals, which we are paying particularly close attention to, retail, restaurant, services on a three-year CAGR basis, with stability. Now, of course, from an international perspective we don't see this as a necessarily competitive issue. But from a FX perspective, we're seeing some headwinds there, as are many other companies. And from a macro perspective, as we noted in the UK, but more broadly, when you look at the Square ecosystem, ex PPP, as we noted, which was a non-recurring benefit in Q4, and ex BNPL, we see stable rates of year-over-year growth in Square gross profit from Q3 into Q4. And again from a competitive perspective, we believe we're fairly differentiated given the diversity of customer types and product types that we serve.

Yes, I would say that I'm, generally there's certainly areas across our verticals or across some of our products, where we're behind competition. And somewhere we're ahead but on the net, I think as Amrita said, we're much further ahead over the long term, because of that ecosystem mindset. And because of the breadth of the tools that we offer, and most importantly, how easily they integrate together. It's literally a button push to turn things on or off. And that includes a wide array of services from lending to customer relationship management to vertical points of sale, to hardware. So this is where I think things really matter is a business no longer has to go vendor to vendor to vendor, but they can come to one place, they can come to Square, and they see pretty much everything they need. It does mean that we are going to be slightly slower in rolling out all the features for each one particular vertical. But it also balances that with a much higher quality of integration, which ultimately ends up taking a whole ton of, it gives a whole ton of time back to the seller. So that we see much, much better retention than a lot of our peers. At this time, I'd like to turn the call back to the company for closing remarks.

Thank you for joining. That concludes our call. We will see you for our fourth quarter 2022 earnings call on February ‘23. You can now disconnect.

Ladies and gentlemen, thank you for participating in today's program. This does conclude the program. You may now disconnect.