Santiago Suárez

So the original insight was certainly not agents are coming.

The real insight was a, I had read enough about the early Amazon culture with the memos, but B, I had been a consultant and I had been enough places where PowerPoint was used to just model thinking.

Then I was like, okay, we don't want to do that.

And then C, which is, I think, where what you probably have seen is as we build a company, you know, as you build a company, you have some stated values that you're like, nah, we're actually not, that's actually not a value.

Like we don't value that.

But there are some even originally unstated values that become extremely powerful.

And one of them was, can you articulate the why's?

And can you articulate the why, even if it's the most obvious why?

And

that's when, for us, it became extremely important for everyone to write things down.

And even, you know, we were always remote first for engineering and product, even pre-COVID.

And post-COVID, when everyone left, then it became very easy.

But even when we were in person, we would just print memos and just have people read the thing and mark it up and ask questions.

because I think it's just all these companies are very idiosyncratic and I'm very idiosyncratic.

And one of the things that drives me nuts is when people don't know why they're doing things.

So then we basically said, well, you always got to be able to say why you're doing things.

By the way, myself included, right?

Like I will tell you once a week, someone on the management team will be like,

well, can you just articulate why this is a good idea?

And even when we became a bank, some of the folks on Mashup were like, I understand you think it's a great idea.