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The $2.2B Founder's First Advice | Sadi Khan, Aven

EO22:21Added Aug 31, 2026

Sadi Khan, co-founder and CEO of Aven, retired from Facebook only to return 3 months later to build a $2.2B fintech solving America's $1 trillion credit card...

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Contributed by 刘嘉琪

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  1. Don't Start a Company (Unless You Have This)

  2. 00:00My first piece of advice to most people
  3. 00:01would be don't start a company. The
  4. 00:03reason I say that, you know, a lot of
  5. 00:04people told me that starting a company
  6. 00:06is really hard. Everyone told me this. I
  7. 00:08do not believe them. Everyone says this
  8. 00:10to every potential founder. I have now
  9. 00:12said this to many condo and I could see
  10. 00:14it in the eyes that they do not believe
  11. 00:16me that they think, "Oh, how hard could
  12. 00:18it be?" I do believe it genuinely is
  13. 00:20very, very hard. I think the most
  14. 00:22important advice I would give any
  15. 00:24founder is the level of conviction they
  16. 00:27should have on deciding this is the
  17. 00:29problem that they're going to work on
  18. 00:31should be extremely high. It should be a
  19. 00:34higher degree of conviction than almost
  20. 00:36anything else they have ever done in
  21. 00:38their life to that date. I've had kidney
  22. 00:40stones in my life which are very painful
  23. 00:42and very hard. A startup is a whole new
  24. 00:44type of hard. It's hard over a very long
  25. 00:47area under the curve. Look, if you just
  26. 00:48want to make money, there's a lot better
  27. 00:50ways to go make money. You should only
  28. 00:52start a company when you have such a
  29. 00:54high degree of conviction that this is
  30. 00:56the most important problem you should
  31. 00:58solve in the world that you are willing
  32. 00:59to go for decades without getting paid,
  33. 01:02without being recognized, and
  34. 01:04potentially being rejected by everyone
  35. 01:06all around you to go work on this
  36. 01:08problem and nothing but this problem for
  37. 01:10decades at a time.
  38. 01:13I'm Sadi Khan. I'm the co-founder and
  39. 01:15CEO of AAN. We announced our series E
  40. 01:18fundraising where we raised a little bit
  41. 01:20over $110 million at a $2.2 billion
  42. 01:23valuation. This is doubling our
  43. 01:25valuation from last year. Aan's mission
  44. 01:28is to reduce the cost of capital for
  45. 01:30consumers. Today, there's $1 trillion of
  46. 01:32credit card debt in the United States.
  47. 01:33Consumers today are paying almost $200
  48. 01:36billion a year on just interest
  49. 01:38payments. Not the principle, just the

  50. Meet Sadi Khan & Aven

  51. 01:41interest payments on it. If we can
  52. 01:43reduce that by 50%. Then we will have
  53. 01:45saved US consumers a hundred billion
  54. 01:48dollars every single year. Our thesis is
  55. 01:50very simple. We think that unsecured
  56. 01:52debt in the United States is very very
  57. 01:54expensive but transactionally very
  58. 01:56efficient to get access to. On the other
  59. 01:58hand, we think that secured debt, debt
  60. 02:00backed by assets you already own is much
  61. 02:03much cheaper for consumers but is
  62. 02:05transactionally quite inefficient. Take
  63. 02:06for example home equity. It's the
  64. 02:08largest asset class that US consumers
  65. 02:10own today. However, it takes weeks to
  66. 02:12get access to your home equity. And it
  67. 02:14costs thousands of dollars in
  68. 02:16origination fees, both for you and
  69. 02:17actually for the lender. Aan set out to
  70. 02:19solve this problem. We built our
  71. 02:21flagship product, the AAN home equity
  72. 02:23back credit card. Home equity line of
  73. 02:25credit in the back and a credit card in
  74. 02:27the front with a goal that in as fast as
  75. 02:2915 minutes, we want to reduce your
  76. 02:31interest rate by 50%. A isn't stopping
  77. 02:33there. We're excited to continuously
  78. 02:35invest in building new and better
  79. 02:38products that are the lowest cost, most
  80. 02:40convenient, and most transparent access
  81. 02:42to capital for homeowners across
  82. 02:44America.

  83. How One Graph Created a $2.2B Company

  84. 02:53About 7 years ago, I retired from
  85. 02:55Facebook and stepped down and I was
  86. 02:57taking some time to figure out what I
  87. 02:59want to do next. Retirement was very
  88. 03:01challenging for me. I've been an
  89. 03:02engineer and a product manager my whole
  90. 03:04life. I felt that I didn't have much
  91. 03:07value I was creating in society in my
  92. 03:10retirement time. It didn't last very
  93. 03:12long. You know, my wife would claim that
  94. 03:13I was only retired for 3 months. I would
  95. 03:15claim I was retired for 6 months. So,
  96. 03:17the truth is somewhere in between there.
  97. 03:19But I became excited about this core
  98. 03:22thesis that I think most people in the
  99. 03:24world when they're looking to solve
  100. 03:26problems will end up solving problems
  101. 03:28that are about helping society be
  102. 03:30healthier or be wealthier. And if you
  103. 03:32want to help society be wealthier, you
  104. 03:34either want to help people make more
  105. 03:36money or you want to help people save
  106. 03:38money. One of the interesting graphs I
  107. 03:40stumbled upon at this time was this
  108. 03:42actually this publishing from the CFPB
  109. 03:44which published this graph which to this
  110. 03:46day is actually our Northstar graph and
  111. 03:48it's a graph that shows that the total
  112. 03:51revolving balance the total balance on
  113. 03:54credit cards since inception of credit
  114. 03:56cards has grown to up to a trillion
  115. 03:58dollars over the last 3/4 of a century.
  116. 04:01And so this graph kind of just goes up
  117. 04:03and to the right and it doesn't seem
  118. 04:04like it's decreasing anytime soon. But
  119. 04:06there's another very fascinating line
  120. 04:08that was overlaid on this graph. And
  121. 04:10this line shows you the interest rate on
  122. 04:12this credit card revolving debt over the
  123. 04:15same period of time. So over half a
  124. 04:16century, the interest rate on credit
  125. 04:18cards have actually hovered between
  126. 04:2020-ish to 20-ish 25% for this entire
  127. 04:23period of time. If you look back in
  128. 04:25history over this time, we've invented
  129. 04:27the internet. We've invented all of the
  130. 04:29modern tech companies we see in Silicon
  131. 04:31Valley from Facebook, Google, Nvidia,
  132. 04:34Amazon. But we haven't been able to
  133. 04:36reduce the cost of interest on a
  134. 04:38trillion dollars of credit card debt in
  135. 04:40this period of time. Heck, at this
  136. 04:42point, we're inventing entirely new
  137. 04:43currencies from Bitcoin to Ethereum. But
  138. 04:45the cost of capital for consumers has
  139. 04:47really not changed. In the pursuit of
  140. 04:49helping society be wealthier by helping
  141. 04:52consumers in America save money, we
  142. 04:54thought that was kind of ridiculous. And
  143. 04:56we thought we can build better products
  144. 04:58for consumers to help them save money.
  145. 05:00And that's how we started AAN which is
  146. 05:02taking the largest asset class that US
  147. 05:05consumers own which is home equity which
  148. 05:07is also the most inconvenient to access.
  149. 05:09It costs thousands of dollars to access
  150. 05:11home equity and today it takes about 3
  151. 05:14to 4 weeks to get access to your home
  152. 05:15equity. And we decided to make that much
  153. 05:18much more efficient by machining this
  154. 05:20process for maximum efficiency. We were
  155. 05:22able to bring this down to be almost as
  156. 05:24fast as 15 minutes with transactional
  157. 05:26costs that are orders of magnitude lower
  158. 05:28than anything else in the market and put
  159. 05:30it in a form factor that consumers are
  160. 05:32comfortable and already are familiar
  161. 05:33with which is a credit card. And we
  162. 05:36launched the our flagship product, the
  163. 05:38AAN home equity card.

  164. What 12 Years at Microsoft & Facebook Taught Me

  165. 05:40[Music]
  166. 05:42Through my time at Microsoft and
  167. 05:44Facebook, probably the single most
  168. 05:46important thing I learned is the value
  169. 05:48of an extremely elite technical team.
  170. 05:52The differential between the 99th
  171. 05:56percentile or the 99th.9th percentile
  172. 05:59engineer and the 95th percentile
  173. 06:01engineer is fast, is not small, is a
  174. 06:05huge amount. The amount of resources you
  175. 06:08should spend on the acquisition and
  176. 06:09retention of the absolute best technical
  177. 06:12talent far surpasses any other
  178. 06:14investment you should make and can make.
  179. 06:16When we look for the best technical
  180. 06:18talent and at a my and I think the
  181. 06:20team's single highest priority is the
  182. 06:22collection and retention of the absolute
  183. 06:25best technical talent in the world.
  184. 06:26There are three main things we look for
  185. 06:28when we look for great technical talent.
  186. 06:30The first is raw intelligence. We are
  187. 06:32unapologetic about looking for the
  188. 06:35absolute smartest people we can find in
  189. 06:36the world. We will ask for SAT scores
  190. 06:39and other forms of standardized tests.
  191. 06:40As controversial as that may be
  192. 06:42sometimes I will personally review
  193. 06:44transcripts and look at exactly what
  194. 06:46grades people got on what classes. For
  195. 06:50engineers specifically we look for
  196. 06:52people who've taken courses in operating
  197. 06:53systems, distributed systems, compilers,
  198. 06:56games engines, the hardest technical
  199. 06:57courses one can take. And how did they
  200. 06:59do on them? And importantly, did they
  201. 07:01attempt the really really hardest
  202. 07:03closest that that can be taken?
  203. 07:04Intelligence is massively underrated and
  204. 07:07how important it actually is in helping
  205. 07:09build products and companies. So that is
  206. 07:11our number one and most important thing
  207. 07:13we look at in technical talent. The
  208. 07:15second is work ethic. You can have all
  209. 07:17the intelligence in the world, but if
  210. 07:18you don't want to apply it, if you do
  211. 07:19not have the motivation and the
  212. 07:21endurance to apply that intelligence,
  213. 07:23you're not going to create much output
  214. 07:25or much value to society. And so we look
  215. 07:27for people who have the endurance, the
  216. 07:28ability to work hard consistently over
  217. 07:30time. At AEN, every Sunday at 6 PM, our
  218. 07:33entire leadership team meets to identify
  219. 07:36and finalize and lock in our road map
  220. 07:38for the next 7 days. This allows us to
  221. 07:40operate with high precision and high
  222. 07:43velocity. And it gives us a very
  223. 07:45important thing which is we should not
  224. 07:48be wrong in our road map for more than 7
  225. 07:50days cuz we revisit our road map every 7
  226. 07:52days to make sure we're working on the
  227. 07:54right set of things and the right
  228. 07:56priority order with the right set of
  229. 07:57people. The third thing that's really
  230. 07:59important in elite talent is an
  231. 08:02alignment of the mission of the
  232. 08:05enterprise. In our case, the mission of
  233. 08:07reducing the cost of capital for
  234. 08:08consumers with the ambition level of
  235. 08:11that person. Trying to reduce the cost
  236. 08:13of capital for all of America is an
  237. 08:15extremely ambitious undertaking. So the
  238. 08:17person that we need to bring in needs to
  239. 08:19be super smart, super hardworking and
  240. 08:22has to have an alignment with this
  241. 08:24mission and an alignment with the
  242. 08:26ambition level of this mission so they
  243. 08:28can sustainably work on this for a very
  244. 08:30long time and push the boundaries of how
  245. 08:32we would achieve this mission day in and
  246. 08:34day out. If a to be successful, we will
  247. 08:37drive the single biggest change in the
  248. 08:40cost of capital in American history. And
  249. 08:42we need to find the absolute best talent
  250. 08:44in the world so we can do that. And if
  251. 08:47we can't find the absolute best
  252. 08:49technical talent, we will not be
  253. 08:50successful. And that is why we spend so
  254. 08:52much of our time and so much of our
  255. 08:54energy on this specific problem. And
  256. 08:56it's probably the most important thing I
  257. 08:57ever learned at Microsoft and at
  258. 08:59Facebook.

  259. Most Founders Don't Know Why They'll Fail

  260. 09:03Aan's flagship product, the first
  261. 09:05product that we wanted to build was a
  262. 09:06home equitybacked credit card. The
  263. 09:08reason it was very important for us to
  264. 09:10understand the legal and regulatory
  265. 09:12landscape for this product is because
  266. 09:15this is a very highly regulated
  267. 09:17industry. It is both a mortgage product
  268. 09:19and a credit card product. And it's very
  269. 09:21important for myself as the founder to
  270. 09:24have a deep understanding of the
  271. 09:26regulatory landscape for this product to
  272. 09:28a understand can we build it and b to
  273. 09:31make sure we build it in a safe and
  274. 09:33compliant way. That's why I went through
  275. 09:36and read personally a lot of the
  276. 09:38regulations in the space whether it be
  277. 09:40DoddFrank Act, Card Act, Tila and
  278. 09:44others. I think it is very very
  279. 09:46important for the founders and the CEOs
  280. 09:48to be very deeply involved in the
  281. 09:51details of the products that are being
  282. 09:53built by the company. I think in the
  283. 09:55case of founding a new company or
  284. 09:58building a new product even at a big
  285. 10:00company often times the core value is
  286. 10:03the inventing of something new something
  287. 10:05that hasn't existed before or something
  288. 10:07that hasn't been built yet before in
  289. 10:09order to build something new I think you
  290. 10:12must first understand the history of
  291. 10:14what has been tried before so that you
  292. 10:17can efficiently build something new most
  293. 10:19new ideas are terrible most new ideas
  294. 10:22are bad there are very very few new
  295. 10:25ideas that are actually better than all
  296. 10:27the old ideas before. And so in order to
  297. 10:30assess that, in order to deeply grock
  298. 10:32whether or not your idea is better, it
  299. 10:34is often very useful to understand what
  300. 10:36were the ideas at least the big ones
  301. 10:38that have been explored and built
  302. 10:40before. Why is your new idea better than
  303. 10:43what has already been built before? And
  304. 10:45in order to do that, you must often
  305. 10:47invest the time to understand and learn
  306. 10:50very deeply about this industry and this
  307. 10:52domain and all the smart people that
  308. 10:54have come before you so that you can
  309. 10:56come up with good new ideas and assess
  310. 10:59that they are indeed better than what
  311. 11:01has been built before.

  312. Do Half of What You Think You Should

  313. 11:06In the first two or three years of
  314. 11:08building a we made a series of product
  315. 11:10decisions and a series of people
  316. 11:12decisions and a series of process
  317. 11:14decisions. I think in the product we
  318. 11:16would have been even more ruthless in
  319. 11:18prioritizing the feature set that we
  320. 11:21were building for in the first version
  321. 11:22and I think this is you know generally
  322. 11:24true for for most PMs when they launch a
  323. 11:27new product they if you were to look
  324. 11:29back and ask any product manager what
  325. 11:30products they've launched before and
  326. 11:32what they would do differently almost
  327. 11:34all of them would tell you I would have
  328. 11:35cut these you know five out of the 10
  329. 11:37features and shipped a smaller narrower
  330. 11:40version of this product to a fewer set
  331. 11:42of people and really deeply gone into a
  332. 11:45kind of a more focused product feature
  333. 11:47set and so I think that also applies to
  334. 11:50a and I think it applies to the product
  335. 11:51that we built. I would have kind of made
  336. 11:53it narrower and simpler in the first
  337. 11:55version. The other big thing is in the
  338. 11:58early days there were these really funny
  339. 11:59stories of consumers going through our
  340. 12:03origination process but not sure that
  341. 12:06this was real. And we would get tickets
  342. 12:08and calls to say we don't know if you
  343. 12:11guys are a scam or not. And we would
  344. 12:14have to respond including sometimes
  345. 12:15myself saying no we're we're very real.
  346. 12:18We're a real company and we're here to
  347. 12:20help you get access to your home equity
  348. 12:22and we have a real product that you can
  349. 12:24use. And sometimes it was that ability
  350. 12:26to talk to somebody at the company and
  351. 12:29the abble to hear from somebody's voice
  352. 12:31at the company that gave them the
  353. 12:32confidence to continue uh and go through
  354. 12:35our application process. Um I do think
  355. 12:37one of the interesting things that
  356. 12:38happened with with AAN is that we were
  357. 12:40able to find people who were kind of on
  358. 12:44the on the on the border of potentially
  359. 12:46considering a home equity line of
  360. 12:48credit. And many folks were actually
  361. 12:50sometimes in the process of applying for
  362. 12:52a home equity line of credit to to other
  363. 12:54other lenders and then they would see an
  364. 12:56ad from us and go, I wonder if this is
  365. 12:59true. Can I get a home equity line of
  366. 13:01credit in as fast as 15 minutes? And
  367. 13:04they would almost test us out as like a
  368. 13:07almost like an experiment to see if this
  369. 13:08is like real. And when they went through
  370. 13:11the process, they would be kind of
  371. 13:13amazed and shocked. and then they would
  372. 13:16actually book an account with us instead
  373. 13:18of whoever they had started off a home
  374. 13:20equity line of credit application with
  375. 13:22before us. And so that was I think an
  376. 13:24interesting kind of lesson learned. And
  377. 13:25you know many people in the beginning
  378. 13:27didn't believe that this was possible to
  379. 13:30do.

  380. Why Feelings Are Your Biggest Scaling Enemy

  381. 13:36My ideal form of leadership is one that
  382. 13:40maximally rational. I observed and and
  383. 13:43learned a lot of that from Mark at
  384. 13:46Facebook. The reason this is important
  385. 13:48is because being extremely rational is a
  386. 13:52very predictive behavior and being
  387. 13:54predictable as a leader is very very
  388. 13:56important because people can then
  389. 13:58replicate or predict what you would do
  390. 14:01even when you're not there. And that is
  391. 14:03important for people to be able to
  392. 14:04reproduce your decision-m system even
  393. 14:06when you're not present. And my goal as
  394. 14:09a leader is to make decisions that are
  395. 14:12so rational that if everyone else also
  396. 14:15had the same information that I had,
  397. 14:17they too would all make actually the
  398. 14:19same decision. And the two incremental
  399. 14:21things that I provide as a leader that
  400. 14:24let's say an individual contributor in
  401. 14:25the company don't necessarily have is
  402. 14:28that I have significantly more context
  403. 14:30and a lot more information sometimes
  404. 14:32than others. And my job is to actually
  405. 14:34make sure as many people have that
  406. 14:36context as possible. and two, I have the
  407. 14:39privilege of being able to optimize for
  408. 14:42a much longer time horizon than anyone
  409. 14:44else in the company. So these two things
  410. 14:47are the incremental value propositions
  411. 14:49that I bring to a decision that is not
  412. 14:52always possible for every single other
  413. 14:53individual contributor to always bring.
  414. 14:56But if they were to actually have those
  415. 14:59two things in their mind, they should be
  416. 15:01able to compute to the same conclusion
  417. 15:03that I come to. And that is my goal as a
  418. 15:06leader. If I were to just make decisions
  419. 15:08because I emotionally felt like this was
  420. 15:10a good decision or not. The problem with
  421. 15:12that even if I'm occasionally right,
  422. 15:14they're very difficult to scale because
  423. 15:16if I I can tell somebody that decision
  424. 15:18that I felt we should do X and because
  425. 15:21of my authority, some people will do X.
  426. 15:24But when that person needs to explain it
  427. 15:26to two more people, it is very difficult
  428. 15:28for that person to explain it to two
  429. 15:30more people other than just saying,
  430. 15:31well, Saddy feels that way. instead of
  431. 15:34explaining here's the logic of why we
  432. 15:37made this decision and that logic is a
  433. 15:40very scalable form of decisioning that
  434. 15:42then you can like actually send to a lot
  435. 15:45more people to execute effectively and
  436. 15:47this is really important because a lot
  437. 15:49of what you know an early stage start or
  438. 15:51frankly any company does is try to
  439. 15:53perfect its execution and the only way
  440. 15:55to perfect execution is to have extreme
  441. 15:57clarity and to have extreme clarity in
  442. 15:59what we are trying to do you must often
  443. 16:01have extreme clarity on why we are doing
  444. 16:03it in the first place. And I think that
  445. 16:05clarity must stem all the way from the
  446. 16:08CEO and the founder to the individual
  447. 16:10contributor who's working on the
  448. 16:13smallest and the minutest of diffs that
  449. 16:15need to go out the door.
  450. 16:17I think it stems from a philosophy of
  451. 16:20trying to be maximally rational. The
  452. 16:23reason for this is is quite simple. If
  453. 16:25we were to achieve our mission of
  454. 16:27reducing the cost of capital for as many
  455. 16:29consumers as possible, the first most
  456. 16:31imperative item we must achieve is we
  457. 16:34must first not die. If we are dead, then
  458. 16:36we aren't helping too many people reduce
  459. 16:39that cost of capital. In order to not
  460. 16:41die, we must make sure we generate
  461. 16:43profit and are to a certain extent a
  462. 16:45good business. Then we derive well, how
  463. 16:48many people can we save how much money
  464. 16:50for? And that becomes like the maximal
  465. 16:52optimization function in a sustainable
  466. 16:54way. And therefore I think having a very
  467. 16:57disciplined approach to the
  468. 16:58profitability of the business while at
  469. 17:01the same time maximizing our mission is
  470. 17:03actually quite rational for us to
  471. 17:05pursue. The most important goal for I
  472. 17:07think everyone and any company and any
  473. 17:09person is to create a lot of value in
  474. 17:12the world. And profitability comes from
  475. 17:15capturing some amount of that value that
  476. 17:17you create for the company and doing it
  477. 17:20efficiently. If you kind of think about
  478. 17:21like today there's $1 trillion of credit
  479. 17:23card debt in the United States.
  480. 17:25Consumers today are paying almost $200
  481. 17:27billion a year on just interest
  482. 17:30payments. Not the principle, just the
  483. 17:32interest payments on it. If we can
  484. 17:34reduce that by 50%. Then we will have
  485. 17:37saved us consumers a hundred billion
  486. 17:40every single year. Our profit should
  487. 17:43come from savings that we bring to the
  488. 17:45consumer because that's the value we've
  489. 17:47created. And our goal is to be
  490. 17:50profitable by saving people money. And I
  491. 17:53think that achieves our mission and is
  492. 17:56very rational and missionaligned to what
  493. 17:59we are trying to achieve in the world.

  494. Kill Decision Fatigue Before It Kills You

  495. 18:05One of my somewhat controversial
  496. 18:07opinions around decision-m is that I
  497. 18:10really hate pros and cons lists. They're
  498. 18:13like maybe one level below useless. I
  499. 18:16think a much more effective framework to
  500. 18:17make a decision is to first of all lay
  501. 18:20out what are the axes of this decision
  502. 18:23that are most to least important to this
  503. 18:25decision that you're going to make. and
  504. 18:27then to list out each of the options and
  505. 18:31to lay out where this option kind of
  506. 18:34sits relative to that particular axis.
  507. 18:37So for example, let's say you need to
  508. 18:39make a decision on what car you want to
  509. 18:41buy and you know the axis that matter
  510. 18:44are things like price, things like
  511. 18:46performance of the car, let's say
  512. 18:48reliability of the car and let's say
  513. 18:50style of the car. much more effective
  514. 18:52than trying to build a pros and cons
  515. 18:54list between like let's say a Toyota
  516. 18:55Camry or a Honda Civic is to list out
  517. 18:58what is your priority of each of these
  518. 19:01axis. Is it speed/performance?
  519. 19:04Is it style? Is it cost? Is it
  520. 19:06reliability? And once you prioritize
  521. 19:09this set of axis, then you can look at
  522. 19:12your option space and see which one
  523. 19:14fulfills the highest order priorities
  524. 19:17for your decision-m. I'm such a big
  525. 19:19believer in this. We actually teach this
  526. 19:21process in our boot camp at AAN. I tell
  527. 19:24people in boot camp that this is a
  528. 19:26process that I've used to make almost
  529. 19:28all my decisions in my life. And I would
  530. 19:31argue this was also a process that I
  531. 19:34implemented when I was looking to get
  532. 19:35married very early on in my life. This
  533. 19:37is a very important framework to help
  534. 19:40people make decisions not just in their
  535. 19:41professional life but I still think in
  536. 19:43their personal life. And I think the
  537. 19:44simple focus away from the options and
  538. 19:47more into the prioritized list of axis
  539. 19:50that matter is much more functionally
  540. 19:53beneficial to the quality of a
  541. 19:55decision-m.
  542. 19:57I will add that I wear the same clothes
  543. 19:59every day, the long sleeve black
  544. 20:01t-shirt, the blue jeans and and the
  545. 20:03vest. I am a very big believer in
  546. 20:06simplifying as much of my life as
  547. 20:08possible. I have a very boring personal
  548. 20:10life. I live 5 to 6 minutes away from
  549. 20:13the office. I moved my home to be near
  550. 20:15the office. I don't drink. I don't
  551. 20:17party. I don't really go out that much.
  552. 20:21I enjoy spending time with my family. I
  553. 20:24like to cook twice a week. I have very
  554. 20:26kind of regular routine with my family
  555. 20:29on the specific nights of the week that
  556. 20:31I cook for my family. I go to the gym
  557. 20:34and I work because I have a very
  558. 20:36simplistic life. Another thing that I
  559. 20:38for example like to optimize is my
  560. 20:41computer keyboard, mouse and chair
  561. 20:43layout. And so I have three
  562. 20:45workstations, one at the office, two in
  563. 20:47home. And all of them have the exact
  564. 20:50same mouse, exact same keyboard, and
  565. 20:53exact same monitor layout so that I can
  566. 20:56very optimally get to my workstation and
  567. 20:58begin working instead of setting up or
  568. 21:01adjusting, you know, my keyboard or my
  569. 21:03mouse. I mean, you probably know this
  570. 21:05already. If the keyboard is off by even
  571. 21:08a millimeter, your typing error
  572. 21:09increases massively because you have to
  573. 21:11adjust. One of the reasons our company
  574. 21:13is located in South Bay and not in like
  575. 21:16a major city like San Francisco or San
  576. 21:18Jose is that we want to provide our
  577. 21:21employees some calmness, some serenity
  578. 21:23so that we can focus on the mission at
  579. 21:26hand and not be distracted by the hustle
  580. 21:29and bustle of of around us. And I like
  581. 21:31to have like frankly a very boring life.
  582. 21:33You know, I I think I told somebody this
  583. 21:35is if I were to know everything that
  584. 21:37will happen to me between today and my
  585. 21:40death. I'll be very happy. I have no
  586. 21:42need for surprises or excitement. Um I
  587. 21:46love boring. Boring is great. If my life
  588. 21:49could be just boring, I'll be very
  589. 21:50happy.
  590. 21:52[Music]
  591. 22:04[Music]