For me, no word comes without prior thought. No sentence is generated without effort. No formulation is made automatically. I am faced continually with a mystery that other people have no conception of, the mystery of the generation of speech. There is no command situation, it goes back and back and back. Where the self lies at the heart of the utterance, the speaker generating the word, is always clouded. This is true for everyone, but for most people this is not something to think about. The generation of words is automatic. For me, that automatic link is broken. Word generation involves strain, guesswork, difficulty, imprecision.

my second failure in my career. But that second failure got me interested in knockout mice, mouse technology. So I think failure is important in my career

There were lots of times, especially in the early days, that were very, very difficult. I think the most difficult experience I had was in 1990 when Oracle had its only loss quarter in history. We’d been in business for 20 years, and after 20 years we lost money one quarter. We had a very difficult time. We had virtually doubled our sales every year for ten years. Nine out of ten years, ten out of eleven years. It was really quite an amazing run. We were the fastest growing company in history

Adam, if you know about 10 years ago, I was here in October because I was kicked out, from Penn, was forced to retire. Then my husband supported me and said that, you know, when finally visited in Germany and found that maybe BioNTech is the right place, then he said "Just try it and I will make sure that you don't regret." Looking back in my life he supported that I would go, and for nine years I commuted to BioNTech in Germany. I did all these experiments actually, with my own hands, I was 58 years old, I was still culturing plasmids and feeding cells, so it is very unlikely.

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.

Un constructor.

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.

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.

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.

Now I try to protect one hour in the morning and one in the afternoon where I turn off Slack, and I don't check email. I might read, or write in a journal, or just go for a walk. It's become one of the most important parts of my day. It's when I'm most creative, and when I hit on ideas that can take the company in new directions.