00:32:43 · Guillaume Moubeche
[00:32:43] S1: Yeah. Really interesting. And on the... From the the team management perspective, because now I think you have like a team that is quite lean, like, with 300 people and a high valuation, you know, and a public company. Like, how exactly, like, do you manage, like, a lean team? Maybe you could give, like, I don't know, like, some tips of the things that you've seen working well for retention, for talent retention? I mean, like for helping people grow also within the company.
00:33:12 · Jason Wilk
[00:33:12] S0: Well, while we focus on having a high high quality team to start, you know, some some people to really inspire others to wanna work there. I'd say two, we have a lot of great rituals at the business. We have a recurring quarterly business review, where we bring our management team together, plus key directors to go over the quarterly performance and look at what's what's ahead. We have a very rigorous weekly business review over going through all of our key core KPIs in the business, told ourselves accountable there. And we work on having a very clear mission, vision, strategy that we communicate to the team to make sure everyone's sort of rolling in the same direction. And lastly, we use OKRs as well, so that there's just really a lot of clarity around what we wanna build, and how that maps back to the mission of the business. So, think that's a great foundation. The fact that we're a virtual first company as well, I think really helps, especially in FinTech. We've got a great team that lives in various parts of the country. And there's a lot to Mike about that model. I know a lot people are trying to go back to the office, but we feel like this is a differentiated way to recruit key talent. The people that wanna be virtual first absolutely love it. And so I'm not a CEO that's, you know, out there promoting virtual first as the as the model, but company dependent. You know, it it works well for us.
00:34:36 · Guillaume Moubeche, Jason Wilk
[00:34:36] S1: And, like, what what what is changing, you know, like, as an employee when you go from it's a private company to it's a public company? Like, are these things you're allowed to say, not allowed to say? Like, do people who work, you know, have, like, a a specific, like, agreement that states clearly, like, what this can say, what they cannot say? Like, can you maybe, like, walk us through the the different changes that that the company has to undergone? [00:35:04] S0: Mostly just the sensitive information. You gotta trust your team's not gonna, you know, go trade on that. We have our standard quarterly blackout periods where people can't trade the stock. But ultimately, we, you know, need to have a lot of rigor around just compliance as a business being a public company. [00:35:20] S1: Okay. Okay. Okay. Super super cool. And, yes, so for you, like... I mean, I think now it's been a bit more than ten years since you built Dave. So how do you see, like, the future? Like, do you see yourself as, like, a lifetime company? Like, this is gonna be your your one project and and, yeah, and continue forever, or do you think that eventually in a time of a business when it's public, you might want to have, like, a a CEO join or, like, someone else? Like, how do you see it?
00:35:53 · Jason Wilk, Guillaume Moubeche
[00:35:53] S0: That's too early to tell. You know, I've been doing this for for ten years at this point, which is, you know, you you never know how long these... How long you're gonna be running these things for. I think any great company takes at least ten years to just to get it to what is a success. I think for me, it's really hard to think about building another company, Mike Dave, of this size and and scale. I think, you know, to achieve a business that does, you know, nearly a billion dollars of of revenue, those don't come along every day to build a really amazing team that you like to work with that's high performing. I don't really wanna go back through that process of building the team at hand and going through all the different cycles of the types of teams you build because it was so different, the early team versus the team you have at IPO and beyond. So I'm definitely not in a hurry to go start another one. If anything, you know, maybe would become an investor or something at some point. But I don't envision starting a new company, and I hope I'm working at Dave for many more years to come. [00:36:49] S1: And how is your time split at the moment? Like, how much time do you spend, I don't know, like, on hiring, managing the team? Like, how exactly is it split?
00:36:49 · Guillaume Moubeche, Jason Wilk
[00:36:49] S1: And how is your time split at the moment? Like, how much time do you spend, I don't know, like, on hiring, managing the team? Like, how exactly is it split? [00:36:58] S0: It depends. We're trying to hire an executive, I'll spend a lot of time on that. I'm also, you know, all about hiring board members as well. So I spent a lot of time thinking about the quality of our team, the quality of our board, the quality of our teams beneath our leaders of the company. I spent a lot of time thinking about company engagement across the board as everyone, and what can we do to improve the company and the management? And it depends on the time of the the quarter, but host earnings, I spend a lot of my time after the the print, going to speak to investors, go to at least a couple of conferences, get on the road, go speak to shareholders, some new, some existing. And then obviously spending time with your analysts too, which we have over 12 analysts. So making sure they're understanding the story and the models. There's... Your time really shifts. You know, I'd say two, three weeks post earnings, it's very outside focused. The rest of the time is the internal quarterly business review, thinking about everything going on internally at the company. So it's kinda maybe like 70, 30 internal versus external at this point. [00:38:01] S1: And can you explain maybe like how does that work with analysts and, you know, like, when it's like post earning, like, what's gonna happen? Like, how exactly does, you know, like, the the whole situation and stock price work?
00:38:01 · Guillaume Moubeche, Jason Wilk
[00:38:01] S1: And can you explain maybe like how does that work with analysts and, you know, like, when it's like post earning, like, what's gonna happen? Like, how exactly does, you know, like, the the whole situation and stock price work? [00:38:15] S0: Well, stock price, we we can't predict, but you do have your analysts of which we catch up with afterwards. And, you know, they both comment on the earnings call, but also we have private conversation with them following. And they have their key questions, you know. Because they have, each of them have built their own financial model. And so after the quarter, we sort of look at how our model compared to theirs and discuss, you know, what they got wrong, what, you know, what potentially we we got wrong or or or more right than we thought. And then they go to the next quarter, they update their numbers, update their price guide. Hopefully, it's always increasing. And they update their, you know, buy, sell overweight rating. That tends to be how it works with the public analyst. A lot of the buy side investors though, you know, our hedge funds or our long always, they all have their own models too. So they'll talk to some of the bank analysts, but largely, they're very reliant on the internal models that they've built, and the same thing. We'll catch up with them to see who got what right, and they go they go from there.