TS Anil

There's a deep sense of like, I'm going to try and make this work. What was the single hardest thing that you had to embrace in terms of those challenges? There's some situations where you have to sharpen focus and just do the one thing. This was not one of them. I wish it was like this was the one thing we did that sort of unlocked everything else. And sadly, it was not.

Because it was a set of interlocking problems that we needed to raise capital because we had limited runway and we wanted to fund the ambition. But to raise capital, investors needed to have conviction. To give investors conviction, we needed to ship product and drive some momentum. To drive momentum and ship products, I needed the regulators to trust us.

Because it was a set of interlocking problems that we needed to raise capital because we had limited runway and we wanted to fund the ambition. But to raise capital, investors needed to have conviction. To give investors conviction, we needed to ship product and drive some momentum. To drive momentum and ship products, I needed the regulators to trust us.

Because it was a set of interlocking problems that we needed to raise capital because we had limited runway and we wanted to fund the ambition. But to raise capital, investors needed to have conviction. To give investors conviction, we needed to ship product and drive some momentum. To drive momentum and ship products, I needed the regulators to trust us.

To drive that trust, we needed to fix a set of controls to keep them commensurate with the size of company we'd already become, the size of bank we'd already become. And then to do all of those things, you needed the right people. Every one of these things was like an interlocking problem in a way that it wasn't about doing the one thing.

To drive that trust, we needed to fix a set of controls to keep them commensurate with the size of company we'd already become, the size of bank we'd already become. And then to do all of those things, you needed the right people. Every one of these things was like an interlocking problem in a way that it wasn't about doing the one thing.

To drive that trust, we needed to fix a set of controls to keep them commensurate with the size of company we'd already become, the size of bank we'd already become. And then to do all of those things, you needed the right people. Every one of these things was like an interlocking problem in a way that it wasn't about doing the one thing.

So now you look at this whole landscape of things that needed to dig in and like, you know, get right. A lot of people and teams freeze in the space of that kind of overwhelm. We chose not to freeze. We said, we're going to dig in, look at everything that needs to happen, build a plan. We started with like a hundred day plan.

So now you look at this whole landscape of things that needed to dig in and like, you know, get right. A lot of people and teams freeze in the space of that kind of overwhelm. We chose not to freeze. We said, we're going to dig in, look at everything that needs to happen, build a plan. We started with like a hundred day plan.

So now you look at this whole landscape of things that needed to dig in and like, you know, get right. A lot of people and teams freeze in the space of that kind of overwhelm. We chose not to freeze. We said, we're going to dig in, look at everything that needs to happen, build a plan. We started with like a hundred day plan.

Just go after each one of those things, like chip away at each of those things. there isn't an answer other than to say we dug in on the whole damn thing, right? We say we're going to put our arms around this whole thing, dig and grind away at each of these problems, and then you start to unlock things.

Just go after each one of those things, like chip away at each of those things. there isn't an answer other than to say we dug in on the whole damn thing, right? We say we're going to put our arms around this whole thing, dig and grind away at each of these problems, and then you start to unlock things.

Just go after each one of those things, like chip away at each of those things. there isn't an answer other than to say we dug in on the whole damn thing, right? We say we're going to put our arms around this whole thing, dig and grind away at each of these problems, and then you start to unlock things.

So in being interlocking, the good news is that if you get a couple of things right, you start to create positive and virtuous cycles as well.

So in being interlocking, the good news is that if you get a couple of things right, you start to create positive and virtuous cycles as well.

So in being interlocking, the good news is that if you get a couple of things right, you start to create positive and virtuous cycles as well.

In the arc of time, you have to get all of these things right. So sequencing it, you know, should we have gotten a license later in a life cycle versus earlier? Here's the thing.

In the arc of time, you have to get all of these things right. So sequencing it, you know, should we have gotten a license later in a life cycle versus earlier? Here's the thing.

In the arc of time, you have to get all of these things right. So sequencing it, you know, should we have gotten a license later in a life cycle versus earlier? Here's the thing.

In the early days of a company, when you're building the foundations of the company, you build a great tech stack, you figure out the product market fit and the brand and how you want to go to market and all of those things. But in a regulated business, you also put in place the muscles to operate this at scale in a regulated context. Getting that right early on has meant a few things.