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

I did boxing because I needed to channel the pain. I did karate because I was being beaten up and I wanted to be able to defend myself.

My job was basically to be a delivery boy for all kinds of things, but they also — because I was at Georgetown and studying international affairs, I was assigned to read six newspapers a day and clip the most relevant articles. This is the technology we used. You couldn’t scan articles. There was no “online.” There was nothing, right? So I would read the newspapers, clip the articles I thought they ought to read, put them on a routing slip, which had on it the names of the senior staff of the committee and all the senators who were committee members. And I would send it to the senior staff, and they would decide whether to send any of them on, but I don’t think I’d have won a Rhodes Scholarship if I hadn’t been a clerk on the Foreign Relations Committee. Nobody else I was competing with read six newspapers a day, and they actually paid me good money to read The Washington Post, The New York Times, The Washington Star, which existed then, The Baltimore Sun , The St. Louis Post Dispatch , and then we alternated — and — oh, and The Wall Street Journal . We read them every day. Those were the six papers we read. I did, and then that’s what the senators got.

Her story is why I dedicate the Nobel Peace Prize money to the Malala Fund, to help give girls quality education, everywhere, anywhere in the world and to raise their voices. The first place this funding will go to is where my heart is, to build schools in Pakistan—especially in my home of Swat and Shangla.

The second thing there was another thing I learned at Sequoia is that the culture of a business is built in the first six months by the first ten to 15 employees. These are magical, really, really important times. And I used to hear a lot even at Sequoia, a lot of entrepreneurs saying, “Hey, I'm too busy to think about culture. When we become a unicorn, when we grow, I'll worry about culture.” And for whoever has kids, it's almost like saying I'm too busy about educating my kids. When they turn 18, then I'll figure it out. Too late.

In the first few months of Nubank, I asked everybody to be here by 8:00 a.m. every day. I saw it as a test of people's commitment, and I was pretty rigid about it.

Un constructor.

The simplicity and yet profoundness of the above logic leads us to conclude that for us the most natural and truthful path is to invest this wealth until "our last check bounces", as one of our personal heroes, Chuck Feeney, likes to say.

Sí, empezamos desde cero. Pedimos una licencia de financiamiento comercial, pero es difícil comenzar porque la banca se basa en confianza, regulación y escala. Hay barreras regulatorias que dificultan la entrada de nuevos jugadores. Es un sector históricamente cerrado, que favorece a los incumbentes. Aun así, logramos construir una marca fuerte y generar confianza en los consumidores.

I always say the Nubank story was very unlikely. It was a very low probability event. Again. We were going after these very big incumbent banks. Everybody told me, you know, you're Colombian. You have no idea what you're doing in Brazil. They're going to crush you. Like, don't. Just don't do it. And I did it mostly because everybody told me I couldn't do it. And so, if somebody tells me I can't do something, I want to go do it.