Leandro Cuccioli

You don't have the same claim.

I can't think of another thing that is not what we are doing in terms of, you know, removing those frictions in the real world, you know, extending credit and logistics, et cetera.

I cannot think of a better tool to continue to be in the center of that ring that continue to do this.

And of course, you know, we couldn't finish this without throwing AI into the picture, right?

Because what it brings is that it speeds up the removal of the frictions.

The more AI I have in my underwriting of credit, probably the better I am at judging, you know, how to price that risk.

So there you go.

The more AI I have, I have a more efficient network, as you said, and then, you know, I can lower the cost of shipping and I can lower the threshold, right?

The more AI I have... Win for you and win for the customer.

Exactly.

The more AI I have, I can give the customer a better experience of what he or she is searching or what he or she needs in a conversational manner and in a way that I almost can predict what comes next, making your life even easier, right?

So I think AI needs to be factored into there as an engine of all these things, including the front office and the back office of the business.

But at the end of the day,

It ends being a means to an end to get products and services to the right folk and the right price with the right promise of delivery and giving that person the right means of payment and credit.

And, you know, I cannot think of something that is more inclusive than that, you know, over time.

So if we do that and if we continue doing that, we're going to be at the center of the ring.

If we stop doing that or we don't do it that well, then we're going to lose the center of the ring.

Oh boy, so hard to talk about culture because very quickly you can get into a very fluffy territory, right?

I think the most important thing that probably Marcos Galperin created

is a notion of trust in the team among themselves, right?