WEBVTT - John Collison

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<v Speaker 1>One of the most valuable tech startups that's still private

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<v Speaker 1>is Stripe. It was started about a decade ago by

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<v Speaker 1>two brothers, both of them dropped out of college to

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<v Speaker 1>start the company. The company is reimagining the way people

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<v Speaker 1>make their payments and had a chance to sit down

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<v Speaker 1>with one of the founders, John Collison, in his offices

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<v Speaker 1>in New York City.

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<v Speaker 2>So tell me what Stripe actually is.

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<v Speaker 3>So Stripe makes it easy for businesses to accept payments online.

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<v Speaker 4>We got the idea.

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<v Speaker 3>When we actually had started our own internet business and

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<v Speaker 3>we found this so much stuff is getting better, you know,

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<v Speaker 3>the tech is getting better at programming, language, is cloud hosting.

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<v Speaker 3>But when it actually comes to running a business and

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<v Speaker 3>taking payment from people all over the world, that was

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<v Speaker 3>something that was really challenging. And so today, if you're

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<v Speaker 3>setting up a business online, if you decided that you

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<v Speaker 3>wanted to, you know, start a media company and charge subscriptions,

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<v Speaker 3>you know, twenty dollars a month to access all the

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<v Speaker 3>back catalog, how do you actually go and do that

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<v Speaker 3>and take people's you know, credit card details or bank

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<v Speaker 3>account details.

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<v Speaker 4>Stripe provides the infant structure to do So.

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<v Speaker 2>Where did the name Stripe come from?

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<v Speaker 4>We okay.

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<v Speaker 3>Stripe was originally called slashtev slash payments like with the

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<v Speaker 3>you know, forward slashes in there, which was kind of

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<v Speaker 3>a wry software engineering joke, and you can imagine it

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<v Speaker 3>just like baffled everyone. You know, people in the flang

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<v Speaker 3>industry thought we were some kind of dodgy fraud thing,

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<v Speaker 3>and so okay, it was clear that this would work.

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<v Speaker 4>So we went through the entire.

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<v Speaker 3>Company went through a renaming exercise where you tried to

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<v Speaker 3>come up with, you know, the best names we could

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<v Speaker 3>and find out domain names were available. You know, we

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<v Speaker 3>consider the name paid Demon for a while. Again, you know,

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<v Speaker 3>we attracted a bad names for some reason, but we

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<v Speaker 3>settled on Stripe.

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<v Speaker 1>Before you started the company, how did people get this

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<v Speaker 1>service in? Otherwise, there was business being done long before Stripe,

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<v Speaker 1>So how did people deal with this problem?

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<v Speaker 4>The most common way is people went to banks.

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<v Speaker 3>You would go to Bank of America or Chase or

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<v Speaker 3>someone like that, and you would get a merchant account

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<v Speaker 3>from them. But you can kind of imagine banks didn't

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<v Speaker 3>really understand internet companies that well, this is much more

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<v Speaker 3>about providing the software to plug into your website. They're

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<v Speaker 3>not in the software business. And honestly it was a

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<v Speaker 3>bit of a hobby. It's a sideline from them. You

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<v Speaker 3>won't hear when you hear a bank ceo talk about

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<v Speaker 3>their business. This will never be front and center as

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<v Speaker 3>something they really care about. And so there was no

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<v Speaker 3>one who really specialized in making life easy for internet businesses.

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<v Speaker 1>So your company was started, was doing business with a

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<v Speaker 1>lot of entrepreneurial companies, but then you started doing business

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<v Speaker 1>with Fortune five hundred, Fortune one hundred, Fortune fifty companies.

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<v Speaker 2>Was that a transition?

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<v Speaker 1>You have to wear a coat and tie when you

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<v Speaker 1>go see the CEOs of Fortune fifty companies, And how

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<v Speaker 1>did that work?

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<v Speaker 4>You might.

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<v Speaker 3>Association, you know, a Fortune one hundred company, but like

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<v Speaker 3>the tech is a bit out of date and the

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<v Speaker 3>user experienced a little bit clunky. If you talk to

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<v Speaker 3>people inside those businesses, that's obviously not what they want.

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<v Speaker 3>And so what we found is large companies coming to

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<v Speaker 3>us because they want to offer a really compelling user

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<v Speaker 3>experience that's as good as all the tech guys might do.

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<v Speaker 3>And so you know we're talking to Forward about you know,

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<v Speaker 3>they obviously want to make it where you can just

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<v Speaker 3>buy a car online. You know, you don't have to

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<v Speaker 3>necessarily go through the dealership. You know, we're working with Hurts.

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<v Speaker 3>They want to modernize the car rental experience, like why

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<v Speaker 3>can't you have everything within the Hurtz app and have

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<v Speaker 3>that be the payment experience rather than having to wait

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<v Speaker 3>in line at the car rental counter. You know, Amazon

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<v Speaker 3>similarly making it easy for people all around the world

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<v Speaker 3>to pay urban outfitters. They want to make it easy

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<v Speaker 3>to you know, buy something online a return store or

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<v Speaker 3>vice versa. And so we found all these large companies

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<v Speaker 3>tended to almost kind of look at the startups and

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<v Speaker 3>what they're doing and say, we want to be able

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<v Speaker 3>to deliver that caliber of customer experience. And so I

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<v Speaker 3>think our foundations in the tech world and the startup

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<v Speaker 3>world we are actually quite useful as we went to

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<v Speaker 3>go talk to the large companies.

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<v Speaker 1>Now, there's a phrase in the Silicon Valley world called unicorn,

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<v Speaker 1>which means a giganic companies come from nowhere, got it

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<v Speaker 1>a lot of value. I guess you were about the

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<v Speaker 1>biggest unicorn out there because one time you raise money

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<v Speaker 1>at evaluation of about ninety some billion dollars more recently

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<v Speaker 1>a little bit lower than that, but ninety billion dollars valuation.

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<v Speaker 1>Many times people would say, if company's worth ninety billion,

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<v Speaker 1>now maybe less than that, want not take a public

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<v Speaker 1>You're a privately owned company.

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<v Speaker 2>Why have you not taken in public?

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<v Speaker 4>I get the sense that.

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<v Speaker 3>Some tech companies, maybe a lot of tech companies, go

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<v Speaker 3>public a bit too early. And what I mean by

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<v Speaker 3>that is in Strip's case, I mean we still see

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<v Speaker 3>tons of opportunity to change and.

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<v Speaker 4>Grow the business quite a lot.

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<v Speaker 3>We're still constantly inventing new products and developing new business lines,

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<v Speaker 3>and also you can do that in the public markets.

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<v Speaker 4>But I think culturally we have ended up.

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<v Speaker 3>You know, you look at analysts following public companies and

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<v Speaker 3>obsessing over guidance and what will be this quarter and

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<v Speaker 3>things like that.

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<v Speaker 4>Culturally we've ended up.

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<v Speaker 3>I think in a bit more of a world where

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<v Speaker 3>public companies are suited for the extract stage of the

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<v Speaker 3>sigmoid curve rather than the expand stage. And Stripe is

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<v Speaker 3>still growing very quickly reinvesting in new products. I don't

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<v Speaker 3>think it's actually better in terms of how you can

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<v Speaker 3>compensation employees, where you can give a better instrument for

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<v Speaker 3>employee compensation and attracting the top talent as a private

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<v Speaker 3>company because a public company one, it's an instrument that

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<v Speaker 3>everyone else has access to. You know, a public company stock,

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<v Speaker 3>you can just buy it in the public markets if

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<v Speaker 3>you want.

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<v Speaker 4>There's no rarity to us.

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<v Speaker 3>But also you see various public companies that go through

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<v Speaker 3>a kind of hype cycle and then spend you know,

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<v Speaker 3>a long period of time with you know flat or

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<v Speaker 3>evaluation going down, whereas I think as a you know,

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<v Speaker 3>a private company or less likely to run into that.

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<v Speaker 1>So you had a CFO who retired and when she

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<v Speaker 1>did so you became her successor acting CFO. What was

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<v Speaker 1>that like to be the CFO as well as the president.

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<v Speaker 3>Yeah, well, luckily now we have a real CFO, a

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<v Speaker 3>fellow named Stephen Thomlinson who joined last year. But as

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<v Speaker 3>your reference, for the best part of a year, I

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<v Speaker 3>was our interim CFO.

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<v Speaker 4>It's actually very useful experience.

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<v Speaker 3>Where I think all founders should be a CFO of

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<v Speaker 3>their own businesses for you know, a period, because it

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<v Speaker 3>really lets you get a quite hands on sense of

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<v Speaker 3>the business. But you know, that was during twenty twenty three,

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<v Speaker 3>which was a funny time where you know, we did

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<v Speaker 3>this kind of large fundraise in the beginning of the year.

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<v Speaker 3>It was a quite large, you know, private market fundraise,

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<v Speaker 3>and it was a weird time. Like you remember the

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<v Speaker 3>start of twenty twenty three, everyone was nervous. Everyone's hiding

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<v Speaker 3>under their desks. They didn't want to invest money, and

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<v Speaker 3>so I think we had to kind of draw people

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<v Speaker 3>out and be willing to make investments. And then that

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<v Speaker 3>was a year where we also had to kind of

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<v Speaker 3>tighten up a loss on kind of expenses and things

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<v Speaker 3>like that, because everyone is battling down the hatches a

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<v Speaker 3>bit for a recession. The recession didn't end up coming,

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<v Speaker 3>but I think that was useful prep regardless.

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<v Speaker 1>So you had a point at some point where you

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<v Speaker 1>had to say, lay off some employees.

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<v Speaker 2>Was that difficult to do well?

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<v Speaker 3>Of course, I think in particular because you know, the

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<v Speaker 3>company's fault at some level where we had been trying

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<v Speaker 3>to project forward how many people we'd need and and

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<v Speaker 3>you know at something that we've gotten that wrong, especially

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<v Speaker 3>as it looked like things were looking kind of quite

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<v Speaker 3>a bit weaker for twenty three and twenty four.

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<v Speaker 4>So this was in twenty twenty two. But you have

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<v Speaker 4>a whole bunch of people who are very good and yes.

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<v Speaker 3>Just like it's not the right kind of structure for

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<v Speaker 3>the company to have them, and so of course it's

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<v Speaker 3>going to be hard.

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<v Speaker 1>Now, sometimes the companies in Silicon Valley, they're seen as

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<v Speaker 1>having postpone an IPO if they wait four years, five years,

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<v Speaker 1>six years, ten years, waiting fourteen years is a long time.

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<v Speaker 1>Is something like an IPO ever on your horizon, or

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<v Speaker 1>it's just something you don't even think about or don't

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<v Speaker 1>talk about.

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<v Speaker 4>Yeah, I mean, look, presumably at some stage, but.

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<v Speaker 3>I think the kind of broad narrative gets very transaction focused,

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<v Speaker 3>because that's like the interesting media moment or something like that.

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<v Speaker 3>If you were to look at Amazing inside of Stripe,

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<v Speaker 3>you can probably imagine themb it is. We're very focused

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<v Speaker 3>on is the product working well for customers, How is

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<v Speaker 3>new customer growth growing?

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<v Speaker 4>How are kind of.

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<v Speaker 3>The fundamental financials of revenue growth and even for the business.

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<v Speaker 3>We don't spend a lot of time on kind of

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<v Speaker 3>transactions and kind of those.

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<v Speaker 1>So when you get some professional investors, and many of

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<v Speaker 1>them are among the leading venture capital firms in the

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<v Speaker 1>United States, like Sequoia for example, at some point venture

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<v Speaker 1>capitalists say, well, this is a great product.

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<v Speaker 2>You're doing a great job.

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<v Speaker 1>We'll give you more money, but we would like to

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<v Speaker 1>actually get our money back at some point. You don't

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<v Speaker 1>get any pressure from them saying after ten years or

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<v Speaker 1>so you should get public or get our money back.

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<v Speaker 3>I mean all of our venture investors kind of own

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<v Speaker 3>a stake in the company that is compounding and continue

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<v Speaker 3>to appreciation intrinsic value. And so I think that is

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<v Speaker 3>the business they're in. That's what they're excited about. And

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<v Speaker 3>you have to remember, you know, someone like a Sequoia.

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<v Speaker 3>I don't think it's an open question as to whether

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<v Speaker 3>Sequoia is a good venture investor. I think that they're

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<v Speaker 3>not worried about having to prove themselves to okay.

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<v Speaker 4>I think that's a known thing.

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<v Speaker 1>So I think at the peak of the tech I

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<v Speaker 1>won't say bubble, but the frenzy on tech companies, your

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<v Speaker 1>company was valued I thought around ninety five billion or

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<v Speaker 1>something like that. So ninety five billion dollars for a

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<v Speaker 1>startup is pretty impressive. But then they melt down the

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<v Speaker 1>tech world occurred. I think your last valuation was probably

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<v Speaker 1>something closer to sixty billion, So is that depressing when

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<v Speaker 1>you're from ninety five to sixty or sixty is still

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<v Speaker 1>very high, and where people upset or you say, this

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<v Speaker 1>is just the tech world and it'll go back up.

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<v Speaker 4>Yeah.

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<v Speaker 3>Look, people have a funny relationship to prices. Where first off,

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<v Speaker 3>in the entirety of the public market space, you had

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<v Speaker 3>a lot of enthusiasm in twenty twenty one, especially for

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<v Speaker 3>things like you know, SaaS and fintech and things like that.

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<v Speaker 3>If you look at companies in a similar space to

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<v Speaker 3>Stripe but that are public vius, you know, Shopify or

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<v Speaker 3>Square or anyone like that, they also had kind of

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<v Speaker 3>much higher valuations in twenty twenty one. Then those came

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<v Speaker 3>down because interest rates changed, the environment change, and so

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<v Speaker 3>of course.

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<v Speaker 4>That should flow through to valuations.

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<v Speaker 3>But we find in the private market world people get

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<v Speaker 3>very funny about you and I see other companies trying

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<v Speaker 3>to preserve evaluation.

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<v Speaker 4>That doesn't make sense anymore.

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<v Speaker 3>Like prices are based on you know, you're at the

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<v Speaker 3>midpoint of supply and demand, and they're kind of the

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<v Speaker 3>imputed value of all the future cash flows. But I

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<v Speaker 3>don't think it serves anyone to be in denial about

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<v Speaker 3>lot of prices.

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<v Speaker 1>Okay, so let's suppose somebody came to work at your

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<v Speaker 1>company the very beginning. They don't own as much as

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<v Speaker 1>you do, but presumably they own some and they're not

0:10:24.320 --> 0:10:26.120
<v Speaker 1>going to be maybe as wealthy as you and your

0:10:26.160 --> 0:10:27.880
<v Speaker 1>brother might be, but they might say, I'd like to

0:10:27.920 --> 0:10:31.040
<v Speaker 1>sell some stock. I don't have as much reserves as

0:10:31.080 --> 0:10:33.480
<v Speaker 1>other people. How do they get to sell their stock

0:10:33.480 --> 0:10:35.640
<v Speaker 1>if you're not going public? You buy their stock back

0:10:35.640 --> 0:10:36.040
<v Speaker 1>from them.

0:10:36.160 --> 0:10:39.760
<v Speaker 3>Yeah, So what we've done twice now is tender offers

0:10:39.800 --> 0:10:46.000
<v Speaker 3>where we match together you know, investors, and you know,

0:10:46.040 --> 0:10:48.160
<v Speaker 3>sometimes they also use the kind of company's own cash

0:10:48.200 --> 0:10:51.160
<v Speaker 3>that it generates, and you know, do a buyback program

0:10:51.160 --> 0:10:53.440
<v Speaker 3>for people at the opportunity to sell their shares. And

0:10:53.480 --> 0:10:54.880
<v Speaker 3>so we did that last year, we did that this

0:10:54.960 --> 0:10:56.319
<v Speaker 3>year again. I think we'll probably do it again in

0:10:56.360 --> 0:10:56.720
<v Speaker 3>the future.

0:10:57.280 --> 0:10:59.559
<v Speaker 1>So let's suppost somebody's watching this and says, this is

0:10:59.559 --> 0:11:00.559
<v Speaker 1>a very't man.

0:11:00.800 --> 0:11:02.560
<v Speaker 2>I've heard of Stripe. It's a great company.

0:11:02.800 --> 0:11:06.000
<v Speaker 1>Evaluation might be sixty seventy eighty billion, whatever the next

0:11:06.080 --> 0:11:08.320
<v Speaker 1>roound round might be, I'd like to invest in it.

0:11:08.360 --> 0:11:10.880
<v Speaker 1>How does somebody invest in Stripe other than going through

0:11:10.920 --> 0:11:12.240
<v Speaker 1>the venture firms you already have.

0:11:13.160 --> 0:11:14.040
<v Speaker 4>I mean, they don't.

0:11:14.120 --> 0:11:17.680
<v Speaker 3>In some cases, they might have exposure because they're you know,

0:11:17.720 --> 0:11:21.440
<v Speaker 3>a shareholder in you know, some entity that owns a

0:11:21.480 --> 0:11:24.680
<v Speaker 3>stake and strike and so you know, Fidelsy owns some

0:11:24.760 --> 0:11:26.640
<v Speaker 3>shares and Stripe, and so maybe people have looked through

0:11:26.640 --> 0:11:29.559
<v Speaker 3>exposure based on that. But remember also we are not

0:11:30.840 --> 0:11:34.240
<v Speaker 3>The business does not do kind of primary equity raiss anymore.

0:11:34.800 --> 0:11:38.720
<v Speaker 3>The business generates cash, and so the only shares the

0:11:38.760 --> 0:11:41.040
<v Speaker 3>trade hands are just in the secondary markets where we want.

0:11:40.880 --> 0:11:41.960
<v Speaker 4>To give employees liquidly.

0:11:42.040 --> 0:11:44.560
<v Speaker 3>But you haven't sold his shares and I've you know,

0:11:44.600 --> 0:11:46.760
<v Speaker 3>showed sold shares at some point in the past and

0:11:46.800 --> 0:11:49.160
<v Speaker 3>you know, the tender offer or something like that, but

0:11:49.280 --> 0:11:50.160
<v Speaker 3>certainly we're not.

0:11:50.880 --> 0:11:51.880
<v Speaker 4>We're along the company now.

0:11:51.880 --> 0:11:54.760
<v Speaker 1>You are the co founder and president. Who is the

0:11:54.800 --> 0:11:56.679
<v Speaker 1>other co founder and CEO?

0:11:57.360 --> 0:12:00.400
<v Speaker 3>So our CEO and my co founder is my brother Patrick.

0:12:00.440 --> 0:12:04.040
<v Speaker 3>So we've been working together for a long time. We

0:12:04.559 --> 0:12:07.240
<v Speaker 3>started the business fourteen years ago, and we actually started

0:12:07.240 --> 0:12:09.960
<v Speaker 3>a business together previously. That was part of how we

0:12:10.000 --> 0:12:10.960
<v Speaker 3>got the idea for Stripe.

0:12:11.160 --> 0:12:14.160
<v Speaker 1>You've heard the phrase sibling rivalry, So do you have

0:12:14.200 --> 0:12:16.720
<v Speaker 1>a sibling rivalry with your brother as a year older brother.

0:12:16.960 --> 0:12:17.840
<v Speaker 4>He's my older brother.

0:12:18.320 --> 0:12:20.080
<v Speaker 3>No, it's nice, you know, it mightn't work that well

0:12:20.120 --> 0:12:22.439
<v Speaker 3>if we were particularly rivalrous.

0:12:23.240 --> 0:12:26.400
<v Speaker 4>I actually think it's quite valuable for us.

0:12:26.520 --> 0:12:29.920
<v Speaker 3>Look, everyone's co founders relationships are different. View of co

0:12:30.000 --> 0:12:35.600
<v Speaker 3>founders at Carlisle in our case, in Silicon Valley broadly,

0:12:37.600 --> 0:12:40.000
<v Speaker 3>co founder relationships can be.

0:12:41.840 --> 0:12:43.040
<v Speaker 4>Unstable inherently.

0:12:43.240 --> 0:12:45.720
<v Speaker 3>You know, you look at all of the large companies

0:12:46.040 --> 0:12:50.959
<v Speaker 3>you know, Apple, Microsoft, Google, you know, pick your example, and.

0:12:51.360 --> 0:12:52.160
<v Speaker 4>You know Facebook.

0:12:52.840 --> 0:12:56.760
<v Speaker 3>In a lot of cases the original co founding team

0:12:56.960 --> 0:12:59.920
<v Speaker 3>did not stick together. And again in Stripe's case, we

0:13:00.040 --> 0:13:02.559
<v Speaker 3>get really excited about this idea of growing the GDP

0:13:02.640 --> 0:13:06.400
<v Speaker 3>of the Internet, expanding the Internet economy, and fourteen years in,

0:13:06.640 --> 0:13:09.200
<v Speaker 3>we actually like we now are at the you know,

0:13:09.280 --> 0:13:11.400
<v Speaker 3>the table stakes part. We feel like we've done some

0:13:11.440 --> 0:13:13.880
<v Speaker 3>good groundwork, but we can do some really interesting stuff

0:13:13.920 --> 0:13:15.800
<v Speaker 3>over the next ten or twenty years.

0:13:15.840 --> 0:13:18.359
<v Speaker 4>I think that's much more fun.

0:13:18.040 --> 0:13:21.520
<v Speaker 3>And you have much more opportunity to work on it

0:13:21.559 --> 0:13:25.400
<v Speaker 3>with a long term perspective. If you have very trusting

0:13:25.400 --> 0:13:28.000
<v Speaker 3>co founder relationships, it makes us, I think, more stable,

0:13:28.120 --> 0:13:30.520
<v Speaker 3>more enjoyable, So you're more likely to stick at doing this,

0:13:30.600 --> 0:13:33.959
<v Speaker 3>and so I feel pretty fortunate for the relationship that Patrika.

0:13:34.160 --> 0:13:36.800
<v Speaker 1>Let's talk about your background and how this came about,

0:13:36.880 --> 0:13:38.360
<v Speaker 1>so I can tell prem er accent.

0:13:38.400 --> 0:13:41.640
<v Speaker 2>You're not from New York City exactly. Yeah, so originally

0:13:41.720 --> 0:13:42.800
<v Speaker 2>you're from where.

0:13:42.760 --> 0:13:44.640
<v Speaker 3>I'm from, Ireland, and I grew up there and then

0:13:44.679 --> 0:13:46.520
<v Speaker 3>I ended up coming to the United States for college.

0:13:46.840 --> 0:13:50.400
<v Speaker 1>You grow up in Ireland, Limerick, I assume you did

0:13:50.480 --> 0:13:53.160
<v Speaker 1>okay in school what you got into Harvard, which is

0:13:53.160 --> 0:13:55.760
<v Speaker 1>probably not that easy to do from Ireland. So why

0:13:55.760 --> 0:13:57.680
<v Speaker 1>did you go to Harvard and why did you drop

0:13:57.720 --> 0:13:58.360
<v Speaker 1>out of Harvard?

0:14:00.000 --> 0:14:02.040
<v Speaker 4>I went to Harvard's I don't know. At that time.

0:14:02.080 --> 0:14:04.800
<v Speaker 4>I just had some wonderlust. I wanted to get out

0:14:04.840 --> 0:14:06.040
<v Speaker 4>and explore the world.

0:14:06.120 --> 0:14:08.600
<v Speaker 3>As you say, I was pretty academic, like, I liked school,

0:14:09.000 --> 0:14:13.680
<v Speaker 3>I liked studying, and I just really wanted to get

0:14:13.679 --> 0:14:16.240
<v Speaker 3>out to somewhere else. And I think that's sometimes for

0:14:16.280 --> 0:14:19.280
<v Speaker 3>people who grew up somewhere kind of small, in a

0:14:19.320 --> 0:14:24.000
<v Speaker 3>small community. That's a common sentiment. And so that's why

0:14:24.000 --> 0:14:27.600
<v Speaker 3>I ended up at Harvard. We actually started stripe when

0:14:27.600 --> 0:14:29.880
<v Speaker 3>we were in college, so I was at Harvard, Patrick

0:14:30.000 --> 0:14:31.160
<v Speaker 3>was down the road at MIT.

0:14:31.800 --> 0:14:33.520
<v Speaker 4>We had been talking about this idea.

0:14:33.600 --> 0:14:36.480
<v Speaker 3>And again this was two thousand and nine, where there

0:14:36.480 --> 0:14:38.360
<v Speaker 3>were a huge number of Internet businesses. But if you

0:14:38.440 --> 0:14:42.240
<v Speaker 3>talk to any internet entrepreneur again, they would tell you

0:14:42.280 --> 0:14:45.320
<v Speaker 3>that this was their biggest frustration. But we were, you know,

0:14:45.480 --> 0:14:48.800
<v Speaker 3>nineteen and twenty one at the time, we were not

0:14:49.520 --> 0:14:50.720
<v Speaker 3>experienced in the industry.

0:14:50.720 --> 0:14:51.720
<v Speaker 4>And I think what's interesting is.

0:14:51.640 --> 0:14:56.840
<v Speaker 3>Stripe is obviously regulated financial services firm. It was probably

0:14:56.880 --> 0:14:59.840
<v Speaker 3>helpful that we had no idea of what it would

0:15:00.440 --> 0:15:03.240
<v Speaker 3>because you know, it's actually pretty complex to build something

0:15:03.280 --> 0:15:03.600
<v Speaker 3>like Strip.

0:15:03.640 --> 0:15:05.200
<v Speaker 4>But we gradually got into it.

0:15:05.240 --> 0:15:07.920
<v Speaker 2>All right, So you did one year at Harvard and

0:15:07.960 --> 0:15:08.640
<v Speaker 2>you dropped down.

0:15:08.760 --> 0:15:10.840
<v Speaker 1>Yeah, and did you say to your parents, I'm going

0:15:10.880 --> 0:15:12.840
<v Speaker 1>to be the next Bill Gates from Mark Zuckerberg or

0:15:13.000 --> 0:15:15.480
<v Speaker 1>they didn't say anything about the importance of going and

0:15:15.480 --> 0:15:16.240
<v Speaker 1>getting your degree.

0:15:17.040 --> 0:15:19.000
<v Speaker 3>Quite the opposite of what I said to my mom,

0:15:19.040 --> 0:15:22.200
<v Speaker 3>who I was leaving Ireland for colleges. You know, she said, okay,

0:15:22.280 --> 0:15:25.040
<v Speaker 3>because Patrick had dropped out previously. She said to me,

0:15:25.080 --> 0:15:26.680
<v Speaker 3>you know, if you're going, you're going for four years.

0:15:26.720 --> 0:15:27.520
<v Speaker 3>You got to do the whole thing.

0:15:27.560 --> 0:15:30.200
<v Speaker 4>I said, yes, absolutely, I'm going four years. I will graduate.

0:15:30.920 --> 0:15:32.880
<v Speaker 3>And that was about two months before we started writing

0:15:32.880 --> 0:15:33.480
<v Speaker 3>the code for Strip.

0:15:33.680 --> 0:15:35.760
<v Speaker 1>So where did you get your initial money to get

0:15:35.760 --> 0:15:36.600
<v Speaker 1>the company started?

0:15:37.120 --> 0:15:38.960
<v Speaker 4>So we did like a lot of people.

0:15:39.080 --> 0:15:41.720
<v Speaker 3>We did, you know, a little bit of kind of

0:15:41.960 --> 0:15:44.840
<v Speaker 3>friends and family fundraising from anyone we could get connected to.

0:15:44.960 --> 0:15:49.960
<v Speaker 3>And then the very first investors were Paul Graham, Sam Altman,

0:15:50.040 --> 0:15:50.960
<v Speaker 3>and then Peter Teel.

0:15:51.280 --> 0:15:52.680
<v Speaker 2>Okay, so they came in early.

0:15:53.080 --> 0:15:55.160
<v Speaker 1>At that point, you had no revenue, You had nothing

0:15:55.200 --> 0:15:55.840
<v Speaker 1>but an idea.

0:15:56.800 --> 0:15:59.160
<v Speaker 3>We had a few customers, and so I guess we

0:16:00.320 --> 0:16:02.440
<v Speaker 3>had a little bit of revenue, but minimal wouldn't be

0:16:02.440 --> 0:16:03.400
<v Speaker 3>impressive to you, right.

0:16:03.320 --> 0:16:05.880
<v Speaker 1>So you get the company off the ground, and at

0:16:05.920 --> 0:16:08.360
<v Speaker 1>what point do you get some enough customers to go

0:16:08.400 --> 0:16:11.080
<v Speaker 1>to a professional venture capital firm and say.

0:16:11.000 --> 0:16:12.200
<v Speaker 2>We have a real business here.

0:16:12.360 --> 0:16:14.920
<v Speaker 3>I think with the early stage investors, they're very much

0:16:14.960 --> 0:16:17.200
<v Speaker 3>focused on the found and team, the product, things like that.

0:16:17.400 --> 0:16:19.720
<v Speaker 3>And so when you look at those early early investors

0:16:19.720 --> 0:16:22.160
<v Speaker 3>to Stripe, I think basically what they looked at is

0:16:23.080 --> 0:16:25.280
<v Speaker 3>they saw the product. We might have had, you know,

0:16:25.320 --> 0:16:27.680
<v Speaker 3>fifty customers at the time or something. We are quite

0:16:27.720 --> 0:16:31.800
<v Speaker 3>compelling demo showing how quickly you could get started accepting payments.

0:16:31.800 --> 0:16:33.880
<v Speaker 3>And this is still like if I want to sell

0:16:33.880 --> 0:16:36.040
<v Speaker 3>someone on Stripe today, I just showed them, you know,

0:16:36.080 --> 0:16:38.040
<v Speaker 3>you go to Stripe dot com, You log on and

0:16:38.080 --> 0:16:40.000
<v Speaker 3>you can be set up to start accepting payments from

0:16:40.000 --> 0:16:43.000
<v Speaker 3>customers all around the world in a matter of five minutes.

0:16:43.120 --> 0:16:44.480
<v Speaker 3>You know, that's kind of the demo now, and it

0:16:44.600 --> 0:16:47.000
<v Speaker 3>was the demo back then. And then we would encourage

0:16:47.040 --> 0:16:52.200
<v Speaker 3>investors to talk to any kind of tech entrepreneurs they

0:16:52.200 --> 0:16:54.960
<v Speaker 3>know and just ask them how the experience of dealing

0:16:54.960 --> 0:16:57.240
<v Speaker 3>with payments was. And so, you know, we talked to investor,

0:16:57.280 --> 0:17:00.320
<v Speaker 3>we'd show them the product whatever, and then they would

0:17:00.320 --> 0:17:02.800
<v Speaker 3>maybe go call on their portfolio companies and you know, say,

0:17:02.840 --> 0:17:04.719
<v Speaker 3>you know, hey, do you guys have any problems accepting payments?

0:17:04.760 --> 0:17:06.400
<v Speaker 3>They have to hold the phone away from their ear.

0:17:06.440 --> 0:17:08.080
<v Speaker 3>They got so much yelling at the other end about

0:17:08.080 --> 0:17:11.160
<v Speaker 3>how crummy the existing providers were. But I think that's

0:17:11.200 --> 0:17:13.560
<v Speaker 3>really what they were underwriting in the airly investments was

0:17:13.680 --> 0:17:16.760
<v Speaker 3>just this seems like a good idea, This product seems good,

0:17:16.800 --> 0:17:18.879
<v Speaker 3>and it seems like it's addressing a real problem that

0:17:18.880 --> 0:17:19.280
<v Speaker 3>people have.

0:17:19.440 --> 0:17:22.880
<v Speaker 1>Many companies struggle with a couple issues like ESG DEI

0:17:23.040 --> 0:17:25.320
<v Speaker 1>let's talk about that. Yeah, do you care about ESG

0:17:25.480 --> 0:17:27.399
<v Speaker 1>at stripe? But is that a major focus or not

0:17:27.520 --> 0:17:28.560
<v Speaker 1>your major focus?

0:17:28.800 --> 0:17:34.600
<v Speaker 3>There are a number of mission oriented cause and ideas

0:17:34.600 --> 0:17:39.040
<v Speaker 3>that we care about. You know, firstly the overall mission

0:17:39.040 --> 0:17:41.520
<v Speaker 3>of Stripe, where we're broadening access to entrepreneurship and making

0:17:41.600 --> 0:17:44.200
<v Speaker 3>kind of global e commerce easier. And so there is

0:17:44.359 --> 0:17:48.480
<v Speaker 3>a real social good that we care about at Stripe.

0:17:48.600 --> 0:17:49.800
<v Speaker 3>And then there are other things we care about. We

0:17:49.800 --> 0:17:52.800
<v Speaker 3>have this part of the business called Stripe Climate where

0:17:52.800 --> 0:17:57.080
<v Speaker 3>we're funding carbon removal technologies and offering that to our customers,

0:17:57.080 --> 0:18:00.320
<v Speaker 3>and we can go into that. However, I think think

0:18:00.680 --> 0:18:03.440
<v Speaker 3>curious what you think just the whole ESG movement has

0:18:03.480 --> 0:18:06.600
<v Speaker 3>gotten into a very kind of check boxy exercise and

0:18:06.720 --> 0:18:09.119
<v Speaker 3>you know, an excuse for people to focus on things

0:18:09.400 --> 0:18:13.000
<v Speaker 3>other than being good fiduciaries for their shareholders and ended

0:18:13.080 --> 0:18:15.520
<v Speaker 3>up with a loss of lawful Basically.

0:18:15.200 --> 0:18:16.119
<v Speaker 2>What about the EI.

0:18:16.520 --> 0:18:19.480
<v Speaker 1>Are you all a bunch of white tech engineers who

0:18:19.480 --> 0:18:20.919
<v Speaker 1>are all man or not?

0:18:21.119 --> 0:18:24.720
<v Speaker 3>The case that's similarly here, I think the if you

0:18:24.720 --> 0:18:27.000
<v Speaker 3>were to kind of go walk the hallways and Stripe

0:18:27.000 --> 0:18:29.800
<v Speaker 3>and meet people, it's a very diverse group of people

0:18:29.880 --> 0:18:33.840
<v Speaker 3>who kind of make up the constituency that is Stripe.

0:18:34.000 --> 0:18:37.879
<v Speaker 3>But the public debate about that has gotten kind of funny.

0:18:37.880 --> 0:18:40.040
<v Speaker 1>Now you're pretty well known in the tech world. So

0:18:40.200 --> 0:18:41.840
<v Speaker 1>if you walk down the streets in New York City

0:18:41.840 --> 0:18:44.199
<v Speaker 1>where we are today, I don't know whether people recognize you.

0:18:44.680 --> 0:18:47.120
<v Speaker 1>But if you go into a restaurant in Silicon Valley,

0:18:47.119 --> 0:18:49.520
<v Speaker 1>I assume everybody comes up and says, here's my resume

0:18:49.840 --> 0:18:52.440
<v Speaker 1>or something like that. Can you go in Silicon Valley

0:18:52.440 --> 0:18:54.440
<v Speaker 1>and not be bothered by people trying to get something

0:18:54.440 --> 0:18:54.760
<v Speaker 1>from you?

0:18:55.480 --> 0:18:59.200
<v Speaker 3>Yeah, it's still fine actually, because I remember, we sell

0:18:59.240 --> 0:19:02.240
<v Speaker 3>to businesses. You know, we're not on you know, TV

0:19:02.400 --> 0:19:05.560
<v Speaker 3>all the time, and people just I think, aren't that

0:19:05.680 --> 0:19:08.040
<v Speaker 3>interested in the payments industry, which we like it.

0:19:08.080 --> 0:19:11.040
<v Speaker 4>You know, it's nice to be in a boring part

0:19:11.080 --> 0:19:11.640
<v Speaker 4>of the industry.

0:19:11.680 --> 0:19:14.520
<v Speaker 1>How old are you now, I'm thirty three, thirty three, Okay,

0:19:14.560 --> 0:19:17.440
<v Speaker 1>well pretty young. So let's suppose when you're forty three,

0:19:17.520 --> 0:19:19.280
<v Speaker 1>fifty three, or sixty three, what.

0:19:19.200 --> 0:19:19.720
<v Speaker 2>Do you want to be?

0:19:19.840 --> 0:19:23.600
<v Speaker 1>You want to be a wealthy entrepreneur, build another company,

0:19:24.080 --> 0:19:26.600
<v Speaker 1>be a great philanthropist, art collector. What is your ambition

0:19:26.840 --> 0:19:28.400
<v Speaker 1>ten twenty thirty years from now?

0:19:30.280 --> 0:19:33.760
<v Speaker 3>Well, first off, I'd be very happy running stripe. I

0:19:33.840 --> 0:19:36.760
<v Speaker 3>expect to be running Stripe twenty years from now, because again,

0:19:37.720 --> 0:19:42.879
<v Speaker 3>this is just the kind of problem that has returns

0:19:42.960 --> 0:19:48.000
<v Speaker 3>to time spent on the problem. And the payments industry

0:19:48.080 --> 0:19:51.040
<v Speaker 3>is actually changing quite a bit at this very moment

0:19:51.080 --> 0:19:55.120
<v Speaker 3>in time, where we're seeing, for example, more global heterogeneity

0:19:55.240 --> 0:19:58.320
<v Speaker 3>in payment systems, like you know, fifteen years ago everyone

0:19:58.359 --> 0:20:00.600
<v Speaker 3>maybe just paid online with the credit cards, is now

0:20:00.920 --> 0:20:02.919
<v Speaker 3>every different country has a different unit.

0:20:02.960 --> 0:20:03.720
<v Speaker 4>You' see the growth of.

0:20:03.760 --> 0:20:06.320
<v Speaker 3>Upi in India or alipay, and we chat in China

0:20:06.359 --> 0:20:08.240
<v Speaker 3>and things like this, and so you need something like

0:20:08.240 --> 0:20:10.960
<v Speaker 3>stripe to miss all these together. And we're just very

0:20:11.000 --> 0:20:14.640
<v Speaker 3>early in the digitization of commerce broadly. And so again

0:20:14.720 --> 0:20:17.879
<v Speaker 3>this is to me a very fulfilling, satisfying problem that

0:20:17.920 --> 0:20:20.159
<v Speaker 3>I'd very happily be working on in twenty years. However,

0:20:21.240 --> 0:20:23.359
<v Speaker 3>we're also kind of getting more interested in philanthropy and

0:20:23.359 --> 0:20:26.560
<v Speaker 3>I think trying to learn about that and do us

0:20:26.560 --> 0:20:28.439
<v Speaker 3>in a more bottoms up way. And so we have

0:20:28.480 --> 0:20:30.480
<v Speaker 3>a biomedical institute that we helped the star at ARC,

0:20:31.640 --> 0:20:33.400
<v Speaker 3>and there's various other kind of projects that were back.

0:20:33.520 --> 0:20:36.120
<v Speaker 2>So is Bill gatespin after you to sign the giving pledge.

0:20:36.560 --> 0:20:38.359
<v Speaker 4>I have not talked to himbout it really.

0:20:38.400 --> 0:20:40.119
<v Speaker 2>I'm sure after this interview he'll be calling you.

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<v Speaker 4>We're doing a bunch of givings, so we're already on

0:20:42.359 --> 0:20:42.880
<v Speaker 4>the program.

0:20:43.000 --> 0:20:45.720
<v Speaker 1>So sometimes people that are entrepreneurs say, I have one

0:20:45.720 --> 0:20:47.840
<v Speaker 1>great idea, but actually I'm really smart.

0:20:47.880 --> 0:20:50.120
<v Speaker 2>I can have two great ideas. So I have one

0:20:50.119 --> 0:20:50.679
<v Speaker 2>great idea.

0:20:50.680 --> 0:20:52.880
<v Speaker 1>Now I'm going to start another company because I'm also

0:20:52.960 --> 0:20:55.000
<v Speaker 1>so smart, I can think of another great thing. So

0:20:55.240 --> 0:20:57.320
<v Speaker 1>is that a burning ambition to start another company or

0:20:57.320 --> 0:20:59.000
<v Speaker 1>this one is? Basically this is going to be a

0:20:59.040 --> 0:20:59.679
<v Speaker 1>life's passion.

0:21:01.840 --> 0:21:03.800
<v Speaker 4>You know, it's hard enough to have one good idea.

0:21:03.920 --> 0:21:06.520
<v Speaker 3>And you know, Charlie Munger had the you know, great

0:21:06.600 --> 0:21:09.280
<v Speaker 3>quote about you know, taking a simple idea and taking

0:21:09.280 --> 0:21:13.080
<v Speaker 3>it really seriously. I think maybe people don't take the

0:21:13.520 --> 0:21:18.000
<v Speaker 3>core idea seriously enough. Where the idea behind Stripe is

0:21:18.040 --> 0:21:21.040
<v Speaker 3>we think that there could be more internet commerce, more

0:21:21.040 --> 0:21:25.840
<v Speaker 3>successful internet companies created, if we lowered the cost of

0:21:25.920 --> 0:21:27.639
<v Speaker 3>doing so, if we made it easier to do so.

0:21:27.960 --> 0:21:30.440
<v Speaker 3>And we're taking that core idea really, really seriously.

0:21:30.640 --> 0:21:33.800
<v Speaker 1>So if somebody is watching this and they want to

0:21:33.840 --> 0:21:37.080
<v Speaker 1>take away from this interview something about Stripe, and you

0:21:37.119 --> 0:21:39.560
<v Speaker 1>could summarize in a paragraph or two what you would

0:21:39.600 --> 0:21:41.840
<v Speaker 1>want somebody to know about Stripe, What would it be,

0:21:41.880 --> 0:21:44.440
<v Speaker 1>How would you summarize what somebody should know when you'd

0:21:44.520 --> 0:21:45.840
<v Speaker 1>like somebody to know about Stripe.

0:21:46.359 --> 0:21:51.159
<v Speaker 3>One could be this idea of you know, taking an

0:21:51.200 --> 0:21:54.280
<v Speaker 3>idea and taking it seriously. And again we started with

0:21:55.400 --> 0:21:57.520
<v Speaker 3>we want to make it easy for Internet businesses to

0:21:57.560 --> 0:21:59.800
<v Speaker 3>accept money, and we just kind of kept running with that.

0:22:00.359 --> 0:22:03.439
<v Speaker 4>Good thing maybe is that within the look.

0:22:03.840 --> 0:22:10.199
<v Speaker 3>I think Silicon Valley entrepreneurs tend to try to in retrospect,

0:22:11.040 --> 0:22:15.439
<v Speaker 3>go back and tidy up the story and make it

0:22:15.480 --> 0:22:19.880
<v Speaker 3>seem like they had everything figured out on day one,

0:22:20.960 --> 0:22:24.959
<v Speaker 3>and you know, our mission we set out, you know,

0:22:25.080 --> 0:22:27.920
<v Speaker 3>go solve you know xy Z. I think the way

0:22:28.040 --> 0:22:33.040
<v Speaker 3>it tends to actually happen is that there's.

0:22:32.840 --> 0:22:33.840
<v Speaker 4>A bit of experimenting.

0:22:33.960 --> 0:22:36.080
<v Speaker 3>You don't know where it's going to go, but the

0:22:36.240 --> 0:22:39.040
<v Speaker 3>domain teaches you as you go if you're paying attention.

0:22:39.400 --> 0:22:42.639
<v Speaker 3>And so with Stripe, we never thought that there'd be

0:22:42.680 --> 0:22:45.399
<v Speaker 3>as much of an opportunity to be a global payments

0:22:45.400 --> 0:22:47.560
<v Speaker 3>infrastructure as we did, but we got to learn from

0:22:47.600 --> 0:22:50.240
<v Speaker 3>our customers. Similarly, we never thought large businesses would use

0:22:50.280 --> 0:22:52.360
<v Speaker 3>Stripe like some of the companies I mentioned, like Amazon

0:22:52.400 --> 0:22:54.840
<v Speaker 3>and Hurts and those folks using us on day one

0:22:54.840 --> 0:22:56.719
<v Speaker 3>of the business We never thought that would happen, but

0:22:56.760 --> 0:22:59.679
<v Speaker 3>we noticed that larger and larger businesses were reaching out

0:22:59.720 --> 0:23:01.480
<v Speaker 3>to us sudden, you know, needed the services or the

0:23:01.520 --> 0:23:02.320
<v Speaker 3>business on on Stripe.

0:23:02.320 --> 0:23:02.680
<v Speaker 4>We're growing.

0:23:02.680 --> 0:23:04.920
<v Speaker 3>We also have companies like door Dash and instacars who

0:23:04.960 --> 0:23:07.800
<v Speaker 3>started with very small companies and obviously are now very

0:23:07.800 --> 0:23:09.640
<v Speaker 3>successful public companies.

0:23:10.000 --> 0:23:11.720
<v Speaker 4>And so I think the thing that maybe people.

0:23:11.520 --> 0:23:16.280
<v Speaker 3>Underrate is being in a domain teaches you about that

0:23:16.359 --> 0:23:18.760
<v Speaker 3>domain if you're willing to pay attention, and a lot

0:23:18.760 --> 0:23:21.879
<v Speaker 3>of business success can come from listening to what the

0:23:21.880 --> 0:23:22.840
<v Speaker 3>market is trying to tell you.

0:23:24.440 --> 0:23:26.840
<v Speaker 2>Thanks for listening to hear more of my interviews.

0:23:26.840 --> 0:23:30.800
<v Speaker 1>You can subscribe and download my podcast on Spotify, Apple,

0:23:31.040 --> 0:23:31.960
<v Speaker 1>or wherever you listen