Pinterest Strategy and Business Model

Executive Overview

Pinterest is a global visual discovery platform where users find ideas, save them as Pins and Boards, and increasingly move from inspiration to action, whether that means visiting a retailer, planning a recipe, redesigning a room, or shopping for fashion and beauty products. Founded in 2010 by Ben Silbermann, Paul Sciarra, and Evan Sharp, and headquartered in San Francisco, Pinterest sits at the intersection of social media, search, digital advertising, and commerce enablement. Its economic model is straightforward: consumers use the service for free, while advertisers and merchants pay to reach users who often arrive with planning and purchase intent. Pinterest generated about $3.1 billion of revenue in FY2023, and the company reported 518 million monthly active users in Q1 2024. Under CEO Bill Ready, Pinterest has been trying to turn that differentiated user behavior into a stronger business model by improving recommendation relevance, making content more shoppable, building lower-funnel performance advertising tools, and narrowing the monetization gap between North America and the rest of the world. The strategic idea is not to out-socialize larger peers, but to win as a positive, intent-rich, visually led platform that connects discovery to commerce.

Pinterest at a Glance

Logo
Common name	Pinterest
Full legal name	Pinterest, Inc.
Headquarters	San Francisco, California, United States
Ownership	Public company with a dual-class share structure
Ticker	PINS
Exchange	NYSE - New York Stock Exchange
Market Cap	$10.98B
Revenue (FY2024)	$3.65B
Founding / major historical milestones	Founded in 2010; IPO on the NYSE in 2019; Bill Ready became CEO in 2022; Amazon ads partnership announced in 2023
Industry or industries	Social media, visual discovery, digital advertising, e-commerce enablement
Key products or services	Pinterest app and website, advertising solutions, shopping tools, visual search, merchant and measurement tools
Geographic footprint	Global platform; revenue officially reported across U.S. and Canada, Europe, and Rest of World
Business segments as officially reported	One reportable segment
Company website	https://www.pinterest.com/

1. What Is the Strategy of Pinterest?

Pinterest’s public communications since Bill Ready became CEO in 2022 point to a fairly consistent strategic direction: improve the core product so users take more action, then monetize that intent more effectively through shopping and performance advertising. Using the Playing to Win framework, Pinterest’s strategy can be summarized as follows.

1. 1a. What is the winning aspiration of Pinterest?

   Pinterest’s stated mission is to bring everyone the inspiration to create a life they love. In business terms, its winning aspiration is broader than user growth alone. Management has been clear that Pinterest wants to become a place where inspiration leads to action, especially commercial action, while preserving the platform’s positive user experience. That means growing monthly active users, increasing engagement, and improving monetization, particularly outside North America and in lower-funnel advertising. Pinterest has not centered its public filings on a single long-term numeric target, so the most credible reading of its aspiration is sustained user growth plus stronger monetization and profitability from an intent-rich platform.

2. 1b. Where does Pinterest play?

   Pinterest plays in visual discovery and planning rather than pure social networking or entertainment-first video. Its strongest use cases are categories where people browse with intent: home, fashion, beauty, food, travel, celebrations, and do-it-yourself projects. On the revenue side, it plays primarily in digital advertising, with increasing emphasis on retail, shopping, and performance marketing budgets. Geographically, Pinterest serves a global user base, but its monetization has historically been much stronger in the U.S. and Canada than in Europe or Rest of World. Channel-wise, it plays through mobile apps and the web, with merchants, agencies, and advertisers connecting through ad tools, catalogs, APIs, and sales relationships.

3. 1c. How does Pinterest plan to win?

   Pinterest appears to plan to win by combining three things that do not naturally come together on most internet platforms: a positive user environment, high commercial intent, and visual inspiration. Unlike platforms built around social status updates or passive entertainment, Pinterest often catches users when they are planning purchases or projects. The company’s strategy is to use that intent advantage to attract both brand and performance advertisers.

   Executionally, that means improving recommendation quality, making content more actionable, adding more shoppable surfaces, and giving advertisers better measurement and conversion tools. A reasonable inference from management commentary is that Pinterest does not need to beat Meta or TikTok at everything; it needs to be uniquely effective in categories where inspiration and purchase intent overlap.

4. 1d. What capabilities must Pinterest have in place?

   To make that strategy work, Pinterest needs a specific set of capabilities:

   • Recommendation and search technology to deliver relevant Pins, shopping results, and ads.
   • Computer vision and multimodal understanding so the platform can interpret images, products, tastes, and intent.
   • Merchant and catalog infrastructure to connect products, pricing, availability, and landing pages to user demand.
   • Ad-tech and measurement capabilities including bidding, conversion optimization, APIs, and attribution tools.
   • Trust and safety to preserve the brand-safe environment that helps distinguish Pinterest.
   • Sales, agency, and partner management to win budgets from large advertisers while also scaling self-serve and reseller channels internationally.

5. 1e. What management systems does Pinterest require?

   Pinterest needs management systems that reinforce product-led growth and monetization discipline at the same time. Public disclosures suggest the company relies heavily on platform metrics such as monthly active users, engagement, average revenue per user, revenue growth, and profitability. Because the business is one reportable segment, the company can manage the consumer product and monetization stack as an integrated system rather than as separate divisions.

   The key management systems likely include a high-velocity experimentation culture, rigorous ad-performance measurement, privacy and compliance controls, content moderation processes, and capital allocation discipline. For Pinterest, the strategic management challenge is not just building features; it is balancing user experience, ad load, commercial relevance, and expense growth in a way that compounds over time.

2. What Are the Current Strategic Initiatives of Pinterest?

Improve recommendation quality and engagement

Pinterest has been investing in machine learning, ranking, and visual search to make the home feed and search results more useful. The operational goal is not simply more content consumption; it is more relevant sessions, more saves, and more downstream action. Management has also highlighted younger cohorts, especially Gen Z, as an important growth area, which raises the importance of fresh content, better creator participation, and stronger relevance.

Make Pinterest more actionable and shoppable

A central initiative has been turning Pinterest from a place users save ideas into a place where they can act on them. That includes better product tagging, richer merchant catalogs, direct links to retailers, and shopping surfaces that connect inspiration to transactions. Pinterest’s 2022 acquisition of The Yes fits this pattern: it was a capability acquisition aimed at shopping personalization rather than a scale deal.

Build a more performance-oriented advertising platform

Historically, Pinterest was often viewed as stronger in upper-funnel brand advertising than in lower-funnel performance budgets. Public commentary since 2022 has emphasized closing that gap through conversion optimization, better signal sharing, mobile deep linking, improved measurement, and more automated campaign tools. The aim is to make Pinterest more competitive for advertisers who care about traffic, app installs, leads, and purchases, not just awareness.

Expand ad demand partnerships

In 2023 Pinterest announced a partnership with Amazon to bring third-party ads to the platform. Strategically, this can improve auction density, monetization, and advertiser breadth without Pinterest having to build every demand relationship directly. Management also discussed expanding the demand-partner approach in 2024, indicating that partnership-led monetization is becoming a more meaningful lever.

Monetize international markets better

One of Pinterest’s clearest public opportunities is the gap between its large international user base and much lower international average revenue per user. The company has been using a combination of reseller coverage, self-serve tools, product localization, and demand partnerships to narrow that gap, especially in Europe and Rest of World.

Maintain operating discipline while funding growth

Pinterest has also paired its growth agenda with a sharper focus on expense control and operating leverage. The company has been selective about where it invests, concentrating resources on product, engineering, shopping, ad performance, and go-to-market capabilities that tie directly to revenue growth and monetization efficiency.

3. What Is the Business Model of Pinterest?

What customers actually buy

Pinterest is primarily an advertising business. Advertisers buy access to users’ attention and intent through image, video, shopping, and conversion-oriented ad placements. Campaigns can be optimized for awareness, traffic, app activity, or purchases. Merchants also use product catalogs and shopping integrations to place inventory in front of users. Consumers do not pay to use Pinterest; they supply attention, intent signals, and engagement.

Recurring or repeat-driven versus one-time revenue

Pinterest is not subscription-based. Revenue is largely repeat-driven rather than contractually recurring. Large brands, retailers, and agencies come back season after season; self-serve advertisers can spend continuously; and merchants benefit from an ongoing presence in shopping surfaces. Revenue is therefore repeatable, but still sensitive to ad-market conditions, seasonality, campaign performance, and budget reallocations.

How pricing power works

Pinterest’s pricing is mostly auction-based. It does not exercise pricing power in the way a software subscription company does. Instead, monetization improves when advertisers see better return on ad spend, when the platform delivers stronger intent signals, when measurement is trusted, and when Pinterest can fill more valuable inventory. Better ad relevance and better shopping outcomes can therefore translate into higher bids, higher fill rates, and stronger average revenue per user.

Why the business mix matters

The most important business-mix variable is geography. Pinterest has a global audience, but monetization has historically been far higher in the U.S. and Canada than in international markets. A second mix variable is advertiser objective: lower-funnel and shopping-related budgets tend to be more performance-driven and often more durable than purely awareness-focused spend. A third is vertical mix, since categories such as retail, home, beauty, and fashion fit naturally with Pinterest’s planning behavior.

What drives gross margin, operating margin, and cash generation

Pinterest has a software-like economic structure. Gross margins are high because it sells digital inventory, not physical goods. Cost of revenue includes items such as hosting and infrastructure, customer support, content moderation, and payments to service providers. Operating margin is shaped mainly by product development, engineering, trust and safety, and sales and marketing spend. Cash generation benefits from relatively low capital intensity compared with industrial or retail businesses, although stock-based compensation and continued investment in engineering remain meaningful parts of the cost structure.

Revenue model

The revenue model is best described as ad-supported, auction-based, and increasingly performance-oriented. Pinterest sells through a mix of direct enterprise relationships, agencies, partners, and self-serve tools. The strategic shift is not toward subscriptions or transaction fees, but toward making advertising on Pinterest more measurable, more commerce-linked, and more attractive to performance marketers.

4. What Products and/or Services Does Pinterest Sell?

• Consumer platform: the Pinterest mobile app and website, where users search, browse, save, and organize Pins and Boards across categories such as home, food, fashion, beauty, and travel.
• Advertising solutions: paid placements across image, video, shopping, and other conversion-oriented formats for brands, retailers, app marketers, and agencies.
• Shopping and merchant tools: product catalogs, product tagging, merchant feeds, direct links to retailer sites, and shopping surfaces that help turn discovery into purchase activity.
• Measurement and developer tools: advertiser reporting, conversion APIs, tags, attribution tools, and integrations that help marketers measure outcomes and optimize campaigns.
• Visual search and recommendation capabilities: features such as image understanding and related-content discovery that improve both the user experience and ad relevance.

From a revenue perspective, advertising drives the overwhelming majority of Pinterest’s economics. From a strategic perspective, however, the consumer product and merchant tools matter just as much because they determine whether Pinterest can keep generating high-intent traffic and convert that traffic into better monetization. A useful distinction is between Pinterest’s older, more upper-funnel ad business and its newer growth emphasis on shopping, conversion, automation, and measurement.

5. What Are the Key Competitors or Peers of Pinterest?

Pinterest’s closest competitive pressure comes less from one exact replica and more from a combination of platforms that own adjacent behaviors: social sharing, search, short-form discovery, and shopping. That is why Pinterest’s differentiation around positive intent and visual planning matters so much.

6. What Is the Marketing Strategy of Pinterest?

Consumer marketing

Pinterest markets itself less as a social network and more as a useful, positive place to discover ideas. That positioning matters because it supports both user retention and advertiser appeal. The company’s strongest marketing asset is often the product itself: when users find value in planning projects, purchases, and life events, the platform’s utility drives repeat behavior. Seasonal moments and category-led inspiration are central to this approach.

Thought leadership as a brand and sales asset

Pinterest has used assets such as Pinterest Predicts, its annual trend report, as both consumer-facing content marketing and advertiser-facing proof that Pinterest sees commercial trends early. This is a useful strategic choice because it turns first-party behavioral data into a differentiated marketing narrative for brands and agencies.

Advertiser marketing

On the business side, Pinterest’s marketing appears to be a mix of trade marketing, sales enablement, category storytelling, and agency relationship development. The company needs to persuade advertisers that Pinterest is not just an awareness channel, but also a measurable performance channel. That makes case studies, vertical expertise, measurement credibility, and event-driven advertiser outreach important.

How important marketing is to the moat

Marketing is important, but it is mostly a supporting capability rather than the core moat. Pinterest’s real differentiation comes from user intent, content relevance, and a brand-safe environment. Marketing works best when it packages those structural advantages clearly for consumers, merchants, and advertisers.

7. What Are the Key Customer Segments of Pinterest?

• Consumers / users: people who use Pinterest for inspiration, planning, and discovery across categories such as home, food, fashion, beauty, travel, and events. These users do not pay directly, but they are the source of attention and commercial intent.
• Large brands and retailers: enterprise advertisers using Pinterest for awareness, traffic, and increasingly performance outcomes.
• Small and midsize businesses: advertisers using self-serve tools to reach niche audiences or drive sales without a large managed-service relationship.
• Merchants and commerce partners: retailers and brands that upload catalogs, tag products, and connect storefronts or landing pages to Pinterest traffic.
• Agencies and marketing partners: media agencies, measurement partners, and technology partners that influence budget allocation and advertiser adoption.

Pinterest is fairly diversified across advertiser types, but certain end markets matter more than others. Retail-oriented verticals such as home, fashion, beauty, and seasonal merchandise are especially important because user behavior in those categories often sits close to purchase intent. That makes Pinterest economically more attractive when it can prove measurable outcomes to advertisers in those verticals.

8. What Is the Sales Model of Pinterest?

Pinterest uses a hybrid sales model.

• Direct sales: Pinterest has direct relationships with large advertisers and agencies in major ad markets. This channel matters for strategic accounts, category education, and larger performance or retail programs.
• Self-serve: smaller advertisers can use Pinterest’s ad tools directly. This is important for long-tail growth and for scaling without adding sales headcount in proportion to revenue.
• Resellers and partners: in some international markets, Pinterest uses external partners to extend coverage where direct sales investment would be less efficient.
• Merchant integrations: retailers and commerce partners reach users through product feeds, catalogs, direct links, and shopping integrations.
• Consumer distribution: end users reach Pinterest primarily through mobile apps and the web, making product quality and app discovery more important than physical distribution.

This channel structure affects growth and economics. Direct sales deepen advertiser intimacy and can accelerate adoption of newer products, but they are costlier. Self-serve and reseller channels scale more efficiently, especially internationally, but can make it harder to educate customers on complex performance and shopping tools. For Pinterest, a major execution task is moving more of the platform to scalable self-serve economics without losing category expertise and strategic account depth.

9. In What Geographies Does Pinterest Operate?

Pinterest operates globally and reports revenue by three geographic groupings: U.S. and Canada, Europe, and Rest of World. The platform’s user base is broadly international, while monetization remains much more concentrated in the U.S. and Canada. That gap is one of the company’s most important strategic realities.

Operationally, Pinterest is headquartered in San Francisco and maintains commercial, engineering, and support presence across major markets in North America, Europe, and Asia-Pacific. Unlike an industrial or retail company, Pinterest does not depend on factories, owned logistics networks, or store fleets. Its infrastructure is primarily digital, with heavy reliance on software, data systems, and third-party hosting rather than company-owned physical networks.

The practical implication is that Pinterest is globally distributed on the demand side but still unevenly monetized. Growth therefore depends less on entering new countries than on improving ad-market penetration, local sales coverage, partner reach, and product-market fit in geographies where users already exist at scale.

10. Who Are the Owners of Pinterest?

Pinterest is a publicly traded company on the NYSE. It retains a dual-class share structure, which means voting power is more concentrated than economic ownership. As of Pinterest’s 2024 proxy materials and other public disclosures, large institutional shareholders included firms such as The Vanguard Group, BlackRock, and FMR/Fidelity affiliates. Co-founder Ben Silbermann also remained a significant insider shareholder. No single shareholder was disclosed as having majority economic ownership, but super-voting Class B shares give certain insiders and early holders outsized influence relative to their economic stakes.

11. How Is Pinterest Organized?

Pinterest reports one reportable segment, which is important because it signals that management views the platform as an integrated business rather than a portfolio of separate divisions. In practice, the organization appears to revolve around several functional groupings:

• Consumer product, design, and engineering for the user experience, search, recommendations, creator tools, and engagement.
• Monetization and ad products for auction systems, measurement, shopping ads, and advertiser tooling.
• Sales and partnerships for enterprise advertisers, agencies, merchants, and external demand partners.
• Trust and safety, legal, privacy, and policy to protect the platform and support compliance.
• Corporate functions such as finance, people, strategy, and operations.

Externally, Pinterest breaks out revenue by geography, but it is not organized as a loose federation of country businesses. Product development and monetization are managed centrally, which is consistent with a software platform that depends on a common data and technology stack.

12. How Does Pinterest Operate?

On a day-to-day basis, Pinterest operates as a two-sided platform connecting users, content, merchants, and advertisers.

1. Content enters the system from users, publishers, creators, and merchants, including product catalogs and tagged inventory.
2. Recommendation and search systems rank that content so each user sees a personalized mix of inspirational, useful, and increasingly shoppable material.
3. Advertisers bid into ad inventory using Pinterest’s ad tools, with campaigns optimized for awareness, traffic, app actions, or conversions.
4. Measurement and feedback loops improve the system as user engagement, clicks, saves, and conversion signals feed ranking and ad optimization models.
5. Trust and safety teams monitor platform quality so content remains brand-safe and useful to users and advertisers.
6. Sales and partner teams support monetization through agencies, enterprise accounts, merchants, and demand partnerships.

The main operational complexities are balancing ad load against user experience, keeping content quality high, improving shopping relevance, adapting to privacy and signal changes in digital advertising, and closing the monetization gap between geographies. In other words, Pinterest’s operation is less about physical throughput and more about signal quality, ranking quality, advertiser return on ad spend, and platform trust.

13. What Are the Growth Opportunities for Pinterest?

Based on management commentary through 2024 and reasonable external synthesis, Pinterest’s most plausible growth opportunities are the following:

• International monetization catch-up: Pinterest already has a large global audience; even modest improvement in international average revenue per user could materially lift revenue.
• More performance advertising: better conversion tools, automation, and measurement can help Pinterest win budgets that historically went to larger performance platforms.
• Shopping and merchant expansion: richer catalogs, better product data, and stronger links between content and retailer inventory can increase both user action and ad value.
• Third-party demand partnerships: partnerships such as Amazon can improve ad demand density and monetization efficiency.
• Younger user engagement: management has highlighted younger cohorts as important, and stronger relevance with these users can support both top-line growth and long-term advertiser demand.
• Automation and AI-driven advertiser tools: easier campaign setup and optimization can expand the advertiser base and improve spend retention.
• SMB and self-serve scale: better tooling can make Pinterest more accessible to smaller advertisers without a heavy managed-service cost structure.

The main constraints are also clear: intense competition for ad budgets, privacy-related measurement changes, uneven international commercialization, execution risk in lower-funnel ads, and the need to preserve a differentiated user experience while increasing monetization.

14. What Is the History of Pinterest?

• 2010: Pinterest was founded by Ben Silbermann, Paul Sciarra, and Evan Sharp as a visual bookmarking and discovery platform.
• Early 2010s: the service gained traction as users organized ideas into boards, particularly in home, fashion, food, and event planning.
• Mid-2010s: Pinterest expanded its advertising business and evolved from a bookmarking site into a broader visual discovery platform.
• 2019: Pinterest went public on the New York Stock Exchange.
• 2020-2021: the pandemic period accelerated digital engagement, after which the company faced the normalization challenges seen across consumer internet platforms.
• 2022: Bill Ready became CEO, marking a strategic shift toward shopping, actionability, and performance advertising. Pinterest also acquired The Yes, a shopping technology company.
• 2023: Pinterest announced an advertising partnership with Amazon, a notable step in broadening monetization through external demand.

Viewed over time, Pinterest’s history is less about aggressive scale acquisitions or platform sprawl and more about refining a distinct consumer behavior: helping users move from visual inspiration to real-world decisions and purchases.

15. How Is Pinterest Using AI?

AI is not a side experiment at Pinterest; it is part of the platform’s core operating engine. Long before generative AI became a market theme, Pinterest was already using machine learning and computer vision in production to rank content, personalize recommendations, understand images, power visual search, and match advertisers to likely demand.

Live AI use cases

• Recommendation ranking: deciding which Pins, products, and ads a user sees in home feed and search.
• Visual search: helping users discover similar items and ideas based on images rather than just keywords.
• Shopping relevance: matching products and catalogs to user intent and taste.
• Ad relevance and conversion prediction: improving auction outcomes and campaign performance.

Emerging and expanding AI initiatives

Public disclosures also point to newer advertiser-facing AI uses, including campaign automation, optimization tools, and richer content understanding for commerce. These initiatives are strategically important because they can lower advertiser friction and improve return on ad spend. The key distinction is that Pinterest’s ranking and recommendation AI is already central and live, whereas some newer generative and automation features are still being expanded and refined.

16. What Is the Technology Strategy of Pinterest?

Pinterest’s technology strategy is built around using software, data, and machine learning to make visual inspiration useful and commercially actionable. The company does not compete through proprietary hardware or a sprawling enterprise software stack. It competes through the quality of its recommendations, the utility of its shopping and search systems, and the effectiveness of its ad-tech infrastructure.

• Core discovery technology: recommendation systems, search ranking, computer vision, and taste or intent modeling are central to the consumer experience.
• Commerce technology: merchant feeds, product graphs, tagging, direct links, and shopping surfaces help convert inspiration into visits and transactions.
• Ad-tech and measurement: auction systems, campaign optimization, conversion APIs, and reporting tools are central to monetization.
• Experimentation infrastructure: as with many consumer internet companies, Pinterest’s competitiveness depends on testing, iteration speed, and data-driven product decisions.
• Platform integrity: trust and safety systems, moderation tools, privacy controls, and compliance infrastructure protect advertiser confidence and user trust.

Technology at Pinterest is both an internal enabler and part of the customer offering. Better models and infrastructure directly improve what users see and what advertisers buy. That makes technology strategy inseparable from corporate strategy.

17. What Is the Finance Strategy of Pinterest?

Pinterest’s finance strategy appears to be built on three priorities: maintain a strong balance sheet, reinvest in product and monetization capabilities, and improve operating leverage as revenue scales. As of FY2023, Pinterest had substantial cash and marketable securities and little balance-sheet leverage disclosed in its annual filing. That gives the company flexibility to keep funding engineering, sales, and shopping initiatives without depending on external financing.

Capital allocation has been pragmatic rather than aggressive. Pinterest has focused primarily on internal investment and selective tuck-in acquisitions, not large-scale transformational deals. In February 2024, the board authorized a $1 billion share repurchase program, signaling that management sees room to return capital while still funding growth. The company does not present itself as dividend-oriented.

The bigger finance question for Pinterest is not solvency; it is efficiency. Can the company accelerate revenue growth in performance advertising and international markets faster than it grows operating expense? Because Pinterest is relatively asset-light, incremental revenue can translate into attractive operating leverage if monetization improves without a proportional rise in cost.

18. What Major Acquisitions Has Pinterest Made?

Pinterest has generally used acquisitions as capability-building tuck-ins rather than as large-scale portfolio reshaping. That is an important distinction. The company has not relied on major transformative deals to drive growth; instead, it has used smaller acquisitions to strengthen shopping, search, video, and product development.

• Jelly Industries (2017): brought search and discovery talent associated with Biz Stone’s startup into Pinterest.
• Vochi (2021): added video-creation capabilities that fit Pinterest’s push into richer content formats.
• The Yes (2022): an AI-driven shopping platform acquired to strengthen Pinterest’s shopping and personalization capabilities. Pinterest later wound down The Yes consumer app and integrated elements into its broader product roadmap.

The pattern suggests that M&A is a supplement to Pinterest’s internal roadmap, not the core engine of strategy. If that remains true, future deals are more likely to be targeted technology or talent acquisitions than large balance-sheet transactions.

19. How Companies Like Pinterest Leverage Independent Consultants through Umbrex

Companies like Pinterest sometimes need highly targeted outside expertise: a former top-firm strategist to pressure-test international monetization, a specialist to redesign sales coverage, or a former digital-platform operator to help structure an AI or ad-tech initiative. Umbrex has built a global community of more than 8,000 independent management consultants across more than 50 countries, including alumni of McKinsey, Bain, BCG, and other top consulting firms. Pinterest-like companies engage Umbrex when they need that level of training and judgment without hiring a full traditional consulting team with all the overhead.

For a company with Pinterest’s strategy and current priorities, representative Umbrex projects could include:

1. International monetization diagnostic: size the revenue gap by country or region, identify priority markets, and recommend the right mix of direct sales, reseller coverage, and self-serve rollout.
2. Performance advertising growth plan: assess where Pinterest is losing lower-funnel budgets and build a roadmap across product, measurement, pricing, and sales enablement.
3. Shopping and merchant ecosystem strategy: redesign merchant onboarding, catalog quality processes, and retailer value propositions to make the platform more actionable.
4. Third-party ad demand partnership PMO: support economics modeling, integration planning, governance, and performance tracking for partnerships such as Amazon or other demand sources.
5. Sales coverage and account segmentation redesign: reshape how enterprise advertisers, agencies, strategic retailers, and SMBs are covered across direct and self-serve channels.
6. Agency and advertiser messaging refresh: sharpen Pinterest’s go-to-market story around intent, shopping, and measurable outcomes for key verticals such as retail, beauty, and home.
7. AI governance and use-case prioritization: define where recommendation AI, ad automation, and generative tools should be deployed first, with guardrails for trust, privacy, and ROI.
8. Creator and content-supply strategy: identify the operating model, incentives, and partnerships needed to deepen fresh content in categories and cohorts that matter most commercially.
9. Organization and operating-model review: assess whether product, engineering, monetization, and international teams are aligned to the current strategy and where decision rights should change.
10. Cost and operating leverage program: identify where Pinterest can improve margin discipline while preserving investment in engineering, shopping, and high-return sales initiatives.