Jason Wilk

We started the business with a real mission to disrupt overdraft fees.

We didn't really know what that was going to look like.

If you go back to the seed deck of Dave, we talked about the product roadmap that we thought we would ship, but it was never a here's how many years to get to an IPO.

It was really about just the disruption.

And so I think from that perspective, we built a very mission-driven culture where we have values-aligned company

And so when the stock did drop, we got to really rely on the fact that we had a very clear mission and vision, which the company was going after, not to mention our values.

And so we saw such little churn when the stock went down 98%.

And so I think it's really important for founders and anything about their business that they do have a really strong mission.

We have a very published vision, mission, strategy, and even down to our audience of who we serve, which helps us guide the business.

Great high stock price is just sort of a byproduct of the business doing well, but it's not everything because even when the price is going down, we were still helping millions of consumers buy gas and groceries.

And that makes our team feel really great.

Yeah, the customers had no idea that the stock had gone down.

They're not owners of the Dave stock.

I mean, no churn from our employees leaving the business.

And so I think most companies, I think if you didn't have a clear mission, you might see that if it's a very financially motivated team you have.

But we just had a really nice mix where the equity part of the story was a byproduct of doing right by customers.

Well, pissed from the sense of it was just poor timing.

We had an opportunity to go out, go public earlier.

I'm not mad at going public via SPAC.

I think that's a perfectly reasonable way to go public.