More than 500 children under the age of 18 lost a parent in the Hanshin Earthquake; 88 of them lost both parents and became orphans. I have proposed the establishment of a foundation in order to support the education of these children so that they can sustain their hopes for the future. To that end, I would like to contribute the hundred thousand dollar prize awarded to me today by The Hyatt Foundation towards this new foundation for these young earthquake victims.

We need to have mentors. I think I've always been pretty shameless about seeking out people much smarter and much more experienced than me from the very beginning. Michael Seibel and other people. And the more successful I got, the more leaders I started seeking out, whether it was investors, or Sheryl Sandberg at Facebook, or I got the opportunity to spend time with Warren Buffett and he became a close mentor of mine.

Absolutely. My friend Charlie Lutes said the most we can do for ourselves is to take that dive within twice a day, bringing out more and more of that consciousness within and that consciousness has qualities, qualities of intelligence, creativity, happiness, love, energy, power, peace. All these things you’re gonna get more and more of. You cannot lose.

In the whole of my career, there were very few training sessions that I missed. Even when I was pregnant, I trained all the way through. I was back training when my daughter was two weeks old. You've got to commit to this, because it can be really easy to walk away from the track, convince yourself, "Oh, well, I'll do it tomorrow, I'll catch up". You can't and what I say is it's all pennies in the bank. When I say that to my daughter, she rolls her eyes at me, but you put a couple of pennies in every day and when it matters, then you've got this bank to call on, as opposed to you can't stick them all in two weeks before.

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.

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.

Moving closer to work. I live in São Paulo, Brazil, and I used to spend an hour or more in traffic every day, just sitting in the car getting frustrated and anxious. It was a waste of my time.

No, falta mucho por construir. Estoy muy contento con lo que hemos podido construir en Nubank en estos casi diez años. En lo personal, tengo una familia con cuatro niños chiquitos y eso es un desafío gigantesco, que crezcan, sean buenas personas y lleguen a ser buenos ciudadanos. Es un gran desafío en el que estoy muy enfocado.

Primero, lanzarse, incluso sin tener todas las respuestas. Segundo, tener resiliencia y disciplina, porque los mercados son volátiles. Tercero, buscar grandes problemas del consumidor. Muchas oportunidades nacen de la frustración.

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.