Oh God, there are so many beautiful things in the world which I will have to leave when I die but I'm ready, I'm ready, I'm ready. ... And I don't know whether I'll do another book or not. I might. It doesn't matter. I'm a happy old man. But I will cry my way all the way to the grave.

I dream to keep on getting ideas and working.

I would like to write a play which doesn’t disappoint me 20 years later.

I still don’t understand everything about the ribosome. I must say that the more lectures I give and the more questions that I get, the more thoughts they trigger. And also, we are now interested in the proto-ribosome, how life started. So we are trying to understand this and this really excites me, not just from the point of view of philosophy, we are trying to show it.

The second thing there was another thing I learned at Sequoia is that the culture of a business is built in the first six months by the first ten to 15 employees. These are magical, really, really important times. And I used to hear a lot even at Sequoia, a lot of entrepreneurs saying, “Hey, I'm too busy to think about culture. When we become a unicorn, when we grow, I'll worry about culture.” And for whoever has kids, it's almost like saying I'm too busy about educating my kids. When they turn 18, then I'll figure it out. Too late.

Sí, empezamos desde cero. Pedimos una licencia de financiamiento comercial, pero es difícil comenzar porque la banca se basa en confianza, regulación y escala. Hay barreras regulatorias que dificultan la entrada de nuevos jugadores. Es un sector históricamente cerrado, que favorece a los incumbentes. Aun así, logramos construir una marca fuerte y generar confianza en los consumidores.

Los diferentes trabajos en los que he estado, después de mi graduación, han sido de 100 y 120 horas a la semana, especialmente empezando con Nubank. Básicamente vivía en el lugar de trabajo. Empezamos la compañía en una casa de dos pisos. Mi cofundador vivía en el segundo piso. Yo básicamente dormía en el primer piso, o pasaba muchas noches en el primer piso. No salimos de esa casa por seis o 12 meses porque trabajábamos como locos.

Un constructor.

I think a lot of that first wave of entrepreneurship was missing the product of localization, and they weren't really asking the question, "What are the big, impactful products or problems that we got to solve locally, and forget about the U.S. or forget about Europe?"

Pix is probably the most successful payment infrastructure run by a government in history. I think Pix has been what has allowed a country like Brazil to leapfrog developed economies like the U.S. and in Europe, and has positioned Brazil today probably five years ahead of the U.S. I don't think anybody understands that, and probably in the U.S. they didn't really expect that.