Santiago Suárez

the least economic impact in the short term is changing the operating model of the company to be kind of agent and AI first.

And that's where we are making great inroads, but where we're further behind against the other ones.

The first one is, remember, you're a technology company.

If there's one thing we did extremely well, but only became obvious five years down the line, was our investments in technology.

Like, this stuff that we're talking about, about having, we have over 200 agents in production, we have incredible cost-to-serve economics, all these things are only possible because we're a technology company.

Truly.

And, you know...

We would have some people on the management team because for about a year or three years ago, we would spend every week talking about how long it would take to compile when an engineer pushed a code into production.

And it had gone from sub-10 minutes to 33 minutes.

And we treated this as a major problem.

And some people are like, why are we even wasting time on this?

But it's like, guess what?

Like, you know, 100 engineers times 20 minutes twice a day, that's a lot of minutes.

But it just gives you a sense that you cannot just one day show up and be like, oh, I'm a technology company now.

So I think it's something we did extremely well in part because we made some early good founding decisions, but in part because we actually knew that.

And I think particularly in Latin America, it is very easy to forget that.

And people treat technology kind of as an afterthought or as an enabler.

We're like, no, no, this is a real technology company.

And that's actually where a lot of your equity value eventually compounds.

The second lesson I would say is