I worked in a TGI Fridays when I was 19 and came to London for the first time. It was absolutely horrible and I got fired after two weeks.

Helping to slaughter farmyard animals as a kid; watching while my aunties cut them up to get their guts out and seeing eggs floating around in the hens. That made me become a vegetarian.

I was a reporter for many years at the Washington Post. Although I loved every minute, I don’t think I was a very good reporter.

Scooping ice cream is tougher than it looks. … Rows and rows of rock-hard ice cream can be brutal on the wrists. … I was less interested in what the job meant for my future and more concerned about what it meant for my jump shot.

In the first few months of Nubank, I asked everybody to be here by 8:00 a.m. every day. I saw it as a test of people's commitment, and I was pretty rigid about it.

The simplicity and yet profoundness of the above logic leads us to conclude that for us the most natural and truthful path is to invest this wealth until "our last check bounces", as one of our personal heroes, Chuck Feeney, likes to say.

I always say the Nubank story was very unlikely. It was a very low probability event. Again. We were going after these very big incumbent banks. Everybody told me, you know, you're Colombian. You have no idea what you're doing in Brazil. They're going to crush you. Like, don't. Just don't do it. And I did it mostly because everybody told me I couldn't do it. And so, if somebody tells me I can't do something, I want to go do it.

I wish I knew more about Clojure, which is the programming language we use most at Nubank. If I did, I could better understand some of the more complex problems we're trying to solve, and I think I could ask better questions when we're setting priorities. I'd like to be able to communicate at that level with the technical side of our team, and I think they would appreciate it, too.

Me gustaría que la gente se viera empoderada a construir, a resolver problemas. Que salgamos muchas veces de esa visión de víctimas en la que dependemos de muchas fuerzas. Que veamos problemas como grandes oportunidades para ayudar a resolver. Por ejemplo, frente a esa mala experiencia con los bancos, como me pasó en Brasil, mucha gente se hubiera sentado y quejado del banco. Pero vi una oportunidad gigantesca de ir y competir contra él.

Vicky, qué pregunta más difícil (risas). Voy a hablarle de los casos que nos han inspirado, como Charles Feeney, cofundador de los Duty Free Shop en los aeropuertos. Él hizo eso en los años ochenta. Se volvió uno de los hombres más ricos del mundo cuando vendió su compañía e inmediatamente se dedicó a la filantropía y gastó todo su dinero en metas sociales.