Speaker 1: It's been eight months since you've been to you know,
Speaker 1: how are you feeling? Are you settled? I feel great,
Speaker 1: you know. It's it's been a very fun year of
Speaker 1: a lot of learnings and getting to know the teams,
Speaker 1: getting to North Faulkners and it's been awesome. Is it?
Speaker 1: Every day? Is day one? Like an Amazon or moving
Speaker 1: fast and breaking things like Facebook. We don't want to
Speaker 1: break anything, but we're very much at the beginning of
Speaker 1: a long journey and we think that the vision for
Speaker 1: the company is incredibly exciting and we're just getting started
Speaker 1: with this big digital transformation we're seeing in the industry.
Speaker 1: Do you have your own motto? Like your own sort
Speaker 1: of mantra that's too I really really like in particular,
Speaker 1: one is grows up Pie. We like the food funds,
Speaker 1: but is that we make everyone better, like the entire
Speaker 1: industry better. And the other ones I really like is
Speaker 1: pretty dull on the table, because I think it's really
Speaker 1: important to have like transparency and like tell it like
Speaker 1: it is, so it's a good value to to follow.
Speaker 1: Hi everyone, I'm Emily Chang, and welcome to this edition
Speaker 1: of the Bloomberg Studio One point Oh Podcast. Today's Guest
Speaker 1: was one of Mark Zuckerberg's top lieutenants who decided to
Speaker 1: end her ten year career at Facebook to take the
Speaker 1: top job at a rising power player in a totally
Speaker 1: different industry, instat Cart. Her goal to become the tech
Speaker 1: platform for the grocery business and take on Amazon. But
Speaker 1: with Uber, Door, Dash and more competing for gig shoppers
Speaker 1: and customers, will Fiji Seemos strategy give Instacart the edge
Speaker 1: on the retail front lines. Joining me now on this
Speaker 1: edition of Bloomberg Studio one point Oh insta Cart CEO
Speaker 1: vig Seemog, It's so great to be with you here
Speaker 1: in person, so great to be What is your re
Speaker 1: right now on how the pandemic has changed the grocery industry. Well,
Speaker 1: I think it has massively accelerated to move towards online
Speaker 1: grocery and this transformation is very much here to stay.
Speaker 1: But the thing that's really interesting is that now that
Speaker 1: we look forward to the next kind of decade of growth,
Speaker 1: we still see massive opportunity. Where right now the industry
Speaker 1: is still under ten percent penetrated online, we think it's
Speaker 1: going to go towards thirty percent, maybe in the next
Speaker 1: five to ten years. You know, when I arrived at CEO,
Speaker 1: that was this interesting narratives that if people go back
Speaker 1: to Stolles, Instacot loses, and that can be the case
Speaker 1: because our goal is to really be aligned with our
Speaker 1: retail partners, and our retail partners just want to address
Speaker 1: customer needs whatever customers are. Was that its online, was
Speaker 1: that it's install My son was very impressed, but I
Speaker 1: told him I was interviewing the video of insta car.
Speaker 1: He also said, you should tell them to stock up
Speaker 1: because they're replacing a lot of things. Talk to us
Speaker 1: about the food shortages and how bad it is right now. Yeah,
Speaker 1: we've certainly seen a lot of um issues with supply
Speaker 1: chain obviously, and we're working handing and with all grocers
Speaker 1: to really address that. We have the best replacement technology
Speaker 1: in the industry so that when something's missing, we can
Speaker 1: really replace it with something appropriate. There's concerned that the
Speaker 1: war in Ukraine will drive up food prices even more.
Speaker 1: This is on top of rising inflation. Ukraine is a
Speaker 1: big producer of weed, a big producer of seed oils.
Speaker 1: What are you expecting, so we have seen inflation definitely
Speaker 1: heat uh, you know, on on instacles The model on
Speaker 1: instacles is that grocers sets the price and so we
Speaker 1: reflect that price back to the customer. And we have
Speaker 1: certain missing and increase in food prices. We are tracking
Speaker 1: that closely. We think that customers are for now kind
Speaker 1: of adapting by adjusting their baskets and really focusing on
Speaker 1: essentral items. You grew up in France. What's it like
Speaker 1: watching this happen to another European kind tree. It's you know,
Speaker 1: absolutely hot breaking. I think, you know, uh, it shows
Speaker 1: a little surreal that to realize that this can be happening,
Speaker 1: you know, in this day and age. Um. But you know,
Speaker 1: we are trying to support our employees that have that
Speaker 1: have families over their friends over there are and and
Speaker 1: do a part to uh, to help people to this crisis.
Speaker 1: I know you're kind of a newcomer to the grocery business,
Speaker 1: but not to food culture. You were raised in a
Speaker 1: small town in France, in a fishing village, and I
Speaker 1: believe three generations of fisherman in your family. Well, uh,
Speaker 1: you know, I wasn't destined to end depth in Soulian Valley. Clearly,
Speaker 1: I grew up in a very big when Buckcher's Sicilian
Speaker 1: family where food was always at the center of everything
Speaker 1: we did. And so, you know, it's kind of going
Speaker 1: back to my roots to to go back into into
Speaker 1: a food business. I'm curious of growing up that way
Speaker 1: and you know, sort of walking around, you know, with
Speaker 1: your with your grandfather through the fishing village. Did it
Speaker 1: in still the sort of builder mentality, absolutely, I mean,
Speaker 1: my grandfather always told me, you know, I can't forgive anything.
Speaker 1: The one thing I wouldn't forgive if you're lazy. And
Speaker 1: so the work ethic was like deeply, deeply ingrained in
Speaker 1: my family, and they always made me feel like everything
Speaker 1: was possible if you worked hard at it and you
Speaker 1: brought your heart and soul into it. You were the
Speaker 1: first one in your family to graduate from high school.
Speaker 1: I just want to finger on that for a moment.
Speaker 1: That's incredible. You know. The fishing industry was interesting in
Speaker 1: that they take enormous pride in what they do, and
Speaker 1: so that reminds me a lot of what I've seen
Speaker 1: with grocers, uh in the industry right now, reaching every
Speaker 1: customer at the door like that, reminding me of the
Speaker 1: pride that I saw in my family for a job
Speaker 1: well done, and you know, making sure that the food
Speaker 1: was perfect and fresh. Uh and and so these are
Speaker 1: things that you know, I take to heart and I
Speaker 1: want I want my job to be excellent. So how
Speaker 1: did you get to Silicon Valley? So I got to
Speaker 1: selic Ado about fifteen years. I started my career at eBay,
Speaker 1: and then I moved to Facebook and spent ten years
Speaker 1: on Facebook. There were a lot of people who took
Speaker 1: bets on me, even though I didn't look on paper
Speaker 1: that I was a perfect person for the job. But
Speaker 1: I had enormous grid and I worked very hard and
Speaker 1: uh and I think that that really helped h you know,
Speaker 1: call the path and U and here we are. You
Speaker 1: rose up through the ranks, working in almost every corner
Speaker 1: of the business. You became one of Mark Zuckerberg's top
Speaker 1: lieutenants in product. What did you learn there about what
Speaker 1: to do and what not to do as a leader? Yeah?
Speaker 1: You know, watching Marc operate for ten years was kind
Speaker 1: of one of the best CEO schools you can You
Speaker 1: can never imagine because the thing it does incredibly well
Speaker 1: is that things had he Sing's long term, and he
Speaker 1: tries to balance out the execution in the short term
Speaker 1: with a very long term view. I also learned that,
Speaker 1: you know, you need to be proactive and there's risks
Speaker 1: in your business and we've seen that with Facebook. Mark
Speaker 1: Zuckerberg maybe one of the most scrutinized, most criticized founders ever.
Speaker 1: Facebook now matter is one of the most criticized companies ever.
Speaker 1: Is that warranted? I think the scrutinies warranted because they
Speaker 1: have such, you know, tremendous impact on the world. However,
Speaker 1: when people talk about Facebook, they expect very easy answers
Speaker 1: to very complex problems. Was that its content, motivation was
Speaker 1: that its policy and I trust these problems do not
Speaker 1: have easy answers. They require a lot of nuance, a
Speaker 1: lot of understanding. I imagine Mark tried really hard to
Speaker 1: get you to stay. Well. I really wasn't expecting to
Speaker 1: leave Facebook last year, and I joined the board of
Speaker 1: Instacle to really to learn more about a different industry
Speaker 1: and and take my skills and applies them somewhere else.
Speaker 1: And I kind of fell in love with the company.
Speaker 1: I fell in love with the opportunity and um and
Speaker 1: you know, for Mark, obviously, you know we had a
Speaker 1: long conversation about the so well the courst of many weeks,
Speaker 1: but ultimately understood that I wanted to spread my wings.
Speaker 1: How did a Porva Matta, the founder of insta cart,
Speaker 1: approach you? And when did CEO become the ask I
Speaker 1: sinkle Prova to his credit, Uh, and that's really hard
Speaker 1: for a founder to do. Started to realize that, you know,
Speaker 1: given my my skill set, and might be better position
Speaker 1: to go execute on that vision um than you would.
Speaker 1: And and so you know, during this conversation it became
Speaker 1: clear that you know, my vision was actually quite different
Speaker 1: from his, but he was excited to see what could
Speaker 1: have happened with mine. You're listening to Bloomberg Studio at
Speaker 1: one point with insta Carts, Fiji Sema up next taking
Speaker 1: on Amazon? How will instacart compete with the e commerce
Speaker 1: juggernaut that's just decided to double down on grocery stay
Speaker 1: with us. Some of the big moves you made right away.
Speaker 1: You started building out your executive team. You brought in
Speaker 1: women executives, You added strong women to the board. You
Speaker 1: brought in Carolyn Everson, your former colleague at Facebook. Um,
Speaker 1: that didn't work out. Why didn't it work out? That
Speaker 1: didn't quite work out? When some things are not working
Speaker 1: out and it's pretty obvious or not. The best thing
Speaker 1: you can do is kind of you know, move, move quickly.
Speaker 1: And so the fact that Karen and I had a
Speaker 1: tenure relationship made it easier to have the kind of
Speaker 1: held conversation and like, hey, this isn't what what we
Speaker 1: wanted on either side. Uh, And I think it's actually
Speaker 1: created a very big opportunity. Were now the team in
Speaker 1: charge of relationship with retailers reports directly to and that
Speaker 1: has allowed me to go much much deeper into that
Speaker 1: which is so critical for this business. Instacot is now
Speaker 1: a major player in the grocery industry seventy stores, but
Speaker 1: you want to go bigger. Layout the vision for us.
Speaker 1: So when I when I arrived at the company, it
Speaker 1: was so obvious to me that um, Instacott wasn't just
Speaker 1: an online grocery delivery company. I see, the company is
Speaker 1: really the operating system for grocery where we can work
Speaker 1: with our retailers who have you know, all of the
Speaker 1: experts is craft and care of retail and marries out
Speaker 1: with our technology and fulfillment assets to really help them
Speaker 1: embrace us. Is digital transformation. Amazon is shutting down a
Speaker 1: lot of its physical stores it's four Star stores, but
Speaker 1: it's doubling down on grocery with Whole Foods, and it's
Speaker 1: Amazon Go stores. You want to take on Amazon, how well,
Speaker 1: we want to help our grocers of all of the
Speaker 1: technologies in need in order to compete with Amazon. To
Speaker 1: your pin into, Amazon is investing very heavily in grocery
Speaker 1: and they have a ton of technological abilities. And that
Speaker 1: was a big part of why in my first week
Speaker 1: in the job, I decided to acquire a caper and
Speaker 1: which is a smart card technology, because I want all
Speaker 1: of the grocers we work who is to have the
Speaker 1: same edge that Amazon has, and so I see I
Speaker 1: see it as my responsibility to build all of the
Speaker 1: technologies that they need to compete with Amazon so that
Speaker 1: we can be busy and for for them. Then there's
Speaker 1: Uber and door Dash and Go Puff and Go outside
Speaker 1: of the United States, and the list goes on. How
Speaker 1: does instacar stand out from all of these different players
Speaker 1: that are competing for a piece of that pie. These
Speaker 1: players fundamentally compete with our grocers. They want to attack
Speaker 1: the market by being first body retailer owning their ornamentory.
Speaker 1: And so that's another approach at all approaches really building
Speaker 1: technology and fulsom and to help all grocers. The second
Speaker 1: thing is that these players are very focused on one
Speaker 1: particular piece of the market, which is quick commerce and
Speaker 1: what that's really important. And we've certainly seen our own
Speaker 1: convenience business double in the last six months. We actually
Speaker 1: address all of the needs that consumers have. We are
Speaker 1: not just quick commerce. Were also the weekly shop. Were
Speaker 1: also your monthly bulk stock up, and that's what we
Speaker 1: tailers want now. Inevitably, after I interview you or dark
Speaker 1: Houser shop here, uber Tony Shoe at door Dash, I
Speaker 1: will get feedback on social media from shoppers and drivers
Speaker 1: who are not happy. Um. One instac cart shopper posted
Speaker 1: a picture of an order show they delivered fifty one items,
Speaker 1: got paid seven dollars and not tip. Is that representative? No,
Speaker 1: that's very much not representative. And I think you know, fundamentally,
Speaker 1: shoppers care about their earnings. They really want flexible earnings
Speaker 1: whenever they want to, and so our job is to
Speaker 1: make sure that they have more access to work. So
Speaker 1: what is representative? What is a normal wage for a
Speaker 1: delivery like that? We're very much in line with kind
Speaker 1: of industry average for these kinds of jobs, and so
Speaker 1: that's something that we always try to kind of nudge
Speaker 1: the consumer of like, hey, your shopper did a really
Speaker 1: good job, can you can you keep a little more?
Speaker 1: What if they don't, though, right, I mean that you're
Speaker 1: leaving it up to the customer. We actually and some
Speaker 1: customers think well you should build this enteor price. We
Speaker 1: make it very transparent to the shopper before they accept
Speaker 1: an order, what the order is going to look like,
Speaker 1: how much we're going to pay them, and how much
Speaker 1: like the consumer is paying them, and so they can
Speaker 1: decide whether they take an order or whether they refuse it.
Speaker 1: And that's the kind of flexibility that or shoppers really
Speaker 1: value and the kind of transparency that they want. Are
Speaker 1: you seeing a labor shortage right now? And what are
Speaker 1: you doing to combat that? It's different in different places.
Speaker 1: Or demographic of shoppers is completely different from food delivery
Speaker 1: and a right sharing where seven women and half of
Speaker 1: them are moms. And that's because a lot of the
Speaker 1: Java Instagram is very different than just being in the
Speaker 1: car with strangers. It's about like going to the store,
Speaker 1: doing a good job of customer service, of really picking
Speaker 1: the right products for the consumer, and we are seeing
Speaker 1: that being very appealing to women. The instant delivery space
Speaker 1: or you know, fifteen minute delivery space, is that something
Speaker 1: that you want to double down on. It's something that
Speaker 1: we absolutely want to offer because again, we really think
Speaker 1: that our customers want the full range of option. Fifting
Speaker 1: met delivery is not going to be relevant for everything.
Speaker 1: I mean, it's going to be very relevant on Thursday
Speaker 1: night when I'm craving chocolate ice cream and I it's
Speaker 1: really an emergency when that happens, like cooking over me.
Speaker 1: You've made some strategic acquisitions, as you've mentioned, what about
Speaker 1: in the rapid delivery space, Joker Gorilla, No, we haven't,
Speaker 1: and the main reason is because all of these players
Speaker 1: are doing very much first party grocery, so that means
Speaker 1: the ornamentory uh, and so it's not it's not something
Speaker 1: that's interesting to us because our approach is really build
Speaker 1: the infrastructure so that our grocers can do uh, certainly
Speaker 1: minute delivery or fifty minute delivery, whereas uh, these players
Speaker 1: are doing it kind of on their own bypassing the grocers.
Speaker 1: Do you think retailers trust you? Do they trust instat
Speaker 1: cart So you know, when I when I took on
Speaker 1: the job, I was surprised by the strength of our
Speaker 1: retailer relationships, but there was always this kind of lingering
Speaker 1: questions that retailer has had for me, which was, you know,
Speaker 1: what are your long term intentions? Are you planning on
Speaker 1: becoming a retailer at some point? And I had to
Speaker 1: kind of address that head on and explain to them
Speaker 1: in great detail why you would make no sense for
Speaker 1: us to really go in that direction, and why we
Speaker 1: were going to be able to build a much bigger
Speaker 1: company if we just focused on what we're good at.
Speaker 1: Many of your shoppers are women, as you say, as
Speaker 1: a woman's CEO, are you taking a different strategy and
Speaker 1: a different approach to shoppers that you think might help
Speaker 1: restore trust with them. I've spent a lot of time
Speaker 1: with shoppers ever since I got started, because I really
Speaker 1: wanted to understand their needs and what they were expecting
Speaker 1: from us as a company. And you know, I do
Speaker 1: a lot of these like one on one conversation and
Speaker 1: so what I learned is that us these shoppers take
Speaker 1: enormous pride in their work, but they really want flexibility
Speaker 1: and what we want to do in our approaches mary
Speaker 1: the flexibility that they crave with the protections that we
Speaker 1: think they also very much deserve. And these two things
Speaker 1: don't have to be at ult Have you ever shopped
Speaker 1: yourself or follow the shopper around? Yes, uh and and
Speaker 1: it's really hard. Let me tell you a lot of
Speaker 1: shoppers were asking for life support from our care agents
Speaker 1: on the phone while they are doing another because when
Speaker 1: something goes wrong, they're trying to get this older delivered
Speaker 1: to the customer in the best possible way. Initially we
Speaker 1: were just doing chat support. Now we've launched a fund
Speaker 1: support to be able to support them during that time.
Speaker 1: What products are you making on international expansion where grocery
Speaker 1: delivery competition is only escalating, so we want to be
Speaker 1: your global company at some point. We think that's the
Speaker 1: service we provide is very much universal. At the same time,
Speaker 1: the North American market is so big and still so
Speaker 1: end up in it traded that we still want to
Speaker 1: focus on that for the fallcy world future. This is
Speaker 1: Bloomberg Studio at one point, oh with instat Cart CEO
Speaker 1: fij SMO. She rose through the ranks in the tech
Speaker 1: industry as an outsider. Her advice on how to turn
Speaker 1: differences into superpowers. That's next, and this is Bloomberg Studio
Speaker 1: at one point. Oh, there's a lot of speculation about
Speaker 1: Insta Carts IPO and when that will happen, When will
Speaker 1: that happen, How far out is it. I'm not I'm
Speaker 1: not going to give your timing, Emily, you know, do
Speaker 1: I want the company to become a public company at
Speaker 1: some point, of course, but I really want to make
Speaker 1: sure that the company that we do take public is
Speaker 1: a company that's reflective of this new Bold division. You
Speaker 1: started a women's healthcare startup last year. What about healthcare?
Speaker 1: Is that something that could somehow be adjacent to insta
Speaker 1: carts business? You know, I see more actually already in
Speaker 1: the health business, Like we fundamentally are at the center
Speaker 1: of people's diets. Just to give you a couple of examples,
Speaker 1: We've rolled out a the ability for people to buy
Speaker 1: grosser using EBQ snap, you know, the nutrition Assistance program,
Speaker 1: and that has been incredibly impactful and it allows millions
Speaker 1: of people across the US to get access to food
Speaker 1: in a way that they wouldn't have been able to
Speaker 1: get access to otherwise. You've been very public and courageous
Speaker 1: about sharing your own health issues, health issues which affect
Speaker 1: mostly only women. Were you always that courageous or did
Speaker 1: that take time to get comfortable? That's very a lot
Speaker 1: of time, you know, I think, Um, I think I
Speaker 1: felt like I had a responsibility to do that because um,
Speaker 1: it's such a taboo, like health is just such a
Speaker 1: taboo in the workplace, and so I felt like I
Speaker 1: really needed to speak up. And especially when I started
Speaker 1: doing it kind of at the time inside Facebook, I
Speaker 1: got so much feedback from women saying, oh my god,
Speaker 1: we never thought that a woman in this position was
Speaker 1: struggling with those challenges. What's your advice to founders? Eos?
Speaker 1: Are really anyone who is struggling, worried about being discriminated against,
Speaker 1: worried about being judged. A lot of what makes you
Speaker 1: different can be your superpower. I spent a lot of
Speaker 1: time trying to shoot it in. I even took accent
Speaker 1: reduction classes at Stanfold, and as you can tell, it
Speaker 1: didn't work. And so you know, after a while, I
Speaker 1: was like, you know what, I'm gonna stop trying desperately
Speaker 1: to shoot in and I'm gonna like spend a lot
Speaker 1: more time thinking about what do I bring to the
Speaker 1: tables that's different. And I come from a very different
Speaker 1: background than most people in Slicon Valley. I have a
Speaker 1: different perspective. Even my health issues have made me a
Speaker 1: much better leader because, like I developed much more empathy
Speaker 1: for my teams. My biggest advice is, like, think about
Speaker 1: what makes you different and turn it to your advantage.
Speaker 1: Knowing your superpower is perfect for a segue into um,
Speaker 1: this is like a little rapid fire. What is the
Speaker 1: secret power that you have that people don't know about?
Speaker 1: I think I am able to connect the dots between
Speaker 1: a lot of different ideas, uh in a way that
Speaker 1: helps me set a vision that's that's more compelling than
Speaker 1: just to some of the parts. Who are your most
Speaker 1: powerful mentors? You know, I don't like the world mentors.
Speaker 1: I like the world sponsor. I think mentors are people
Speaker 1: who like sit down with you and give you advice
Speaker 1: of a nice cup of coffee, and that's nice. But
Speaker 1: sponsors other people who puts our reputation on the table
Speaker 1: to open doors for you. UM. And so I would
Speaker 1: say Mark Zuckerberg has been obviously one of these people.
Speaker 1: Do you still talk to him? I mean, when do
Speaker 1: you call him? What kind of counsel do you seek
Speaker 1: from him? Well, I think it's uh, you know, in
Speaker 1: the tough times when I'm realizing that the CEO job
Speaker 1: is obviously very hard and lonely, and realizing how much
Speaker 1: I learned from him about that, you know, opinion him
Speaker 1: and telling him like, hey, am I doing this right?
Speaker 1: Is this normal? Speaking of advice, best advice for someone
Speaker 1: in their twenties, always give everything your best advice for
Speaker 1: women in particular about how to survive and thrive in
Speaker 1: the tech industry. Surround yourself with people who see the
Speaker 1: magic in him. People would know what makes you unique
Speaker 1: and reflect that back to you, and sometimes believe in
Speaker 1: you in times where you don't believe in yourself. Did
Speaker 1: you ever find it hard yourself? You know, it's interesting
Speaker 1: because in hindsight, when you look at all of the
Speaker 1: hoops I had to jump through, of course it was hard,
Speaker 1: But in the in the moment, I kind of never
Speaker 1: thought about it as like he being hard. I always say,
Speaker 1: you know, you need to be very inflexible in the destination,
Speaker 1: but very flexible on the journey. And so in my
Speaker 1: mind I was kind of clearing kind of one branch
Speaker 1: after the other to get to the end state and
Speaker 1: trying to be flexible on how to get there. Uh,
Speaker 1: And I think that actually helps me because if you
Speaker 1: focus so much on the obstacles, that's all you can see.
Speaker 1: And and so it was there, you know, was our bias,
Speaker 1: was our discrimination around me? Of course, like we all
Speaker 1: know it exists, and ideally, you know, we're going to
Speaker 1: make it easier over time to have like fewer obstacles
Speaker 1: along the way and leave women up as as we
Speaker 1: all is. Last TV show you bened succession. It's so good.
Speaker 1: I know you have a daughter and a husband who
Speaker 1: cooks very good French pastries. What is your take on
Speaker 1: work life integration or whatever you want to call it.
Speaker 1: I love the world integration. To me, it's like, how
Speaker 1: do I take all of the different parts of my
Speaker 1: life and makes them better than if they were separates.
Speaker 1: I hosted my management team for a big offsite last week,
Speaker 1: and my daughter is always in the middle metaverse or
Speaker 1: real world real world? Still, so do you believe in
Speaker 1: the metaverse vision that Marcus laid out? I personally don't
Speaker 1: love spending a ton of time in the I am
Speaker 1: incredibly motion sick, which would have been a very big
Speaker 1: problem if I had still Facebook to build the metaverse.
Speaker 1: But I think I think it's a it's a very big,
Speaker 1: bold vision, and I think he's right to go in
Speaker 1: that direction. You feel like you have to think about
Speaker 1: what insta car It's metaverse play would be. Yet, you know,
Speaker 1: for now, we have a lot of real life potatoes
Speaker 1: and tomatoes to deliver, so and I think people would
Speaker 1: be a little disappointed if they bite into it and
Speaker 1: there's nothing coming out. You spent the bulk of your
Speaker 1: career a company that hyper scaled so fast, sometimes maybe
Speaker 1: even too fast. What are your top guiding principles for
Speaker 1: scaling instat carts business. Some number one thing is people
Speaker 1: like you know, if you if you hire great people
Speaker 1: and uh you you know, you empower them, good things happen.
Speaker 1: The second one is vision. I think if everybody is
Speaker 1: a line behind a long term vision, optimizes for the
Speaker 1: long run. Uh And really believe in this idea that
Speaker 1: as we grow, everyone else is going to grow, and
Speaker 1: we will make the entire industry and ecosystem better. Um,
Speaker 1: I think we will scale in the right way. Fuji Sima,
Speaker 1: CEO of insta Cart, thank you so much for joining us.
Speaker 1: It's been so her full to have you. Thank you
Speaker 1: so much for having me. Bloombrook Studio One pointo was
Speaker 1: produced and edited by Lauren Ellis and Matt Soto, with
Speaker 1: special help from Tiffany Perez I'm Emily chating, your host
Speaker 1: and executive producer,