Santiago Suárez

So in five years time, we need to be giddy.

Like there are a few hundred people, because it'll be a few hundred people, by the way.

I don't see how it'll be a thousand people.

You know, Angela doesn't know this because we haven't yet had our summer board meeting, but like we're running 150 heads below our budget.

while exceeding the growth.

Like 150 heads.

Wow.

And we're running this because we're seeing... And it doesn't mean, by the way, that we are cutting heads.

It just means that for the growth rate we had, right?

We were growing this year again at that rate.

Even with AI, we're like, oh, we got to make a few hires here or there to support the thing.

And we're running behind.

So we cut that thing and we're going to keep cutting it again.

So the velocity and efficiencies we're seeing, they're real, but five years down the line, like imagine what we can do.

And, you know, at that point we may be talking about, you know, taking this interplanetarily, right?

Like I always ask, and this is something I tell Daniel, I'm like,

Part of the reason you build these companies is because you always want to be pushing the envelope a little bit.

I think the day I can't push the envelope, maybe the day that I'm like, I may look for a different job.

And by the way, you don't have to be in San Francisco to push the envelope.

Like we're in Bogota and we're pushing the envelope in interesting ways.