Brian Armstrong

And so we've tried to be a bridge between the crypto world and the traditional financial world because most of the money still resides in the traditional financial system and we need to be a bridge to get more and more of it into the crypto world so everything can be more efficient and global and cheap.

So I try to speak, I feel like I'm a translator.

I speak a little bit of bank and I speak hacker

And, you know, I try to translate between two.

I wear the uniform all the time.

I wear the same thing to work every day, unless I'm at Davos or the East Coast, I wear a suit.

It's like anybody evolves.

I was a software engineer early in my career.

Kind of shy and introverted, to be honest.

And I had never managed anybody before starting Coinbase.

And then, you know, but you start off and you've got three people and 10 people and 25 people.

And there were periods where we went through hyper growth, where I felt like I was in way over my head, you know, and I had a great board around me.

I hired some great executives.

I had some good executive coaches.

you know, but building a company is stressful.

We now have about 5,000 people.

I certainly, I learned from a lot of the great people that were around me and the board and the executives that I hired.

I guess there were certain moments as well where I felt like I had to send something was the right thing to do, but I knew it would be controversial.

And that's actually where I think I grew the most as a leader.

So