Santiago Suárez

And there were two important lessons for us.

Number one, NPS.

And when I say NPS, I don't mean it.

He's actually been public about this where he's like, I think NPS for a company with less than a thousand employees is a terrible metric.

You should just listen to customer service calls.

So, you know, weekly business reviews, we always start with what happened to the customer last week.

And we have two transcripts pulled at random in addition to a number of battery of KPIs just on customer experience.

And he was like, the first thing you need to think about is NPS.

And in fact, they measure all their product managers on NPS alone these days.

They don't have a P&L.

And then the second thing that he said, and it was very useful, particularly as we think about our own product roadmap, he was like, everyone thinks you got to do everything at once.

But he literally got on a board and he's like, that's not quite the way it works.

Here's how we thought about structuring our roadmap, potentially think about it.

And

that informs a lot of our product roadmap decisions because it's very counterintuitive, the work we do.

You know, we had an event last week and we announced in the same event a bank account, next day shipping, and an integration with a third of the country's entire POS device fleet.

I was like, in the same event, to the same audience.

That's just not very intuitive.

And then the third piece which he gave us, which, you know, we always take to heart, he was like, look, this is a very unusual play

Equity investors will not understand this.