Santiago Suárez

And we're out there talking to investors being like, oh, our programs run and give you a different answer every time because they're probabilistic.

This is how AI is going to happen.

That was about the one thing we had going for ourselves there.

But I was so excited about the potential of that technology.

We were just a couple decades early.

And then to your point, we had four co-founders.

And in the 12 months I was there, we had four or five CEOs.

And I was the CEO for 35 days at the end of that stint.

And then I decided that what we needed was to fire a co-founder because he wasn't doing a good job in my 23-year-old head.

So I talked to the right people supposedly to gather support.

And then I fired him.

And within 24 hours, the four co-founders were like, yeah, that's cute, but you're out of here.

And I think the lessons there, one was,

I mean, there's a non-obvious one, which is obvious, which is, well, the power of AI.

The second was the power of getting organized internally to pursue a goal.

And I think one of the things that we've been able to do at Addy well, in spite of some challenges through the years, is being very good at organizing ourselves.

I was just having breakfast with one of our board members, and we brought our new CFO.

And

The new CFO has an 11-year career at Melly.

And this board member asked him, hey, what is the thing that surprised you the most?