Every year I get more of an understanding of what I need to be happy. If I haven’t slept enough, or if I haven’t exercised, I’m more likely to be in a bad mood. My silly brain will think it’s because I haven’t written a good joke that day, but actually I’m just tired or I need a poo.

Finding gratitude and appreciation is key to resilience. People who take the time to list things they are grateful for are happier and healthier. It turns out that counting your blessings can actually increase your blessings. My New Year's resolution this year is to write down three moments of joy before I go to bed each night. This simple practice has changed my life. Because no matter what happens each day, I go to sleep thinking of something cheerful.

In one month, two of my old prejudices were reversed. Two things that I was prejudiced against. I am now prejudiced towards, in favor of.

I told our Ariel team, we are not going to limp out of COVID. We're going to slingshot out of COVID. We're going to be pulling that rubber band back and back, and we're going to be warehousing ideas, and getting work done, and so when this is over we will pole vault ahead.

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.

Apenas me despierto, a las 5:00 a. m., cuando voy a hacer deporte. Es lo primero que cojo cuando me despierto. No es la mejor práctica, pero sí desde tempranito.

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.

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.

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.