In Good Company with Nicolai Tangen - Prosus CEO: From Startup to Global Scale, Innovation and AI Transformation

Episode Date: May 27, 2026

How do you build a company that reaches 1.5 billion people? Nicolai Tangen sits down with Fabricio Bloisi, CEO of Prosus, to trace an extraordinary journey from humble beginnings to running one of the world's most ambitious tech ecosystems. Prosus is the company behind well-known consumer brands like iFood in Brazil, Swiggy in India, Just Eat across Europe, and PayU powering payments in emerging markets. They discuss Fabricio's "jet ski" model for fast-paced innovation, the bold transformation of Just Eat into an AI-first company, and why he believes AI is still underhyped. Fabricio also shares his deeply entrepreneurial leadership philosophy: hire people better than yourself, empower them radically, and never stop questioning the status quo. With over 40,000 employees and businesses spanning food delivery, fintech, and lifestyle services across Latin America, India, and Europe, Prosus is dreaming at a scale few companies dare to imagine. In Good Company is hosted by Nicolai Tangen, CEO of Norges Bank Investment Management. New full episodes every Wednesday, and don't miss our Highlight episodes every Friday.  The production team for this episode includes Isabelle Karlsson and PLAN-B's Niklas Figenschau Johansen, Sebastian Langvik-Hansen and Pål Huuse. Background research was conducted by Isabelle Karlsson. Watch the episode on YouTube: Norges Bank Investment Management - YouTubeWant to learn more about the fund? The fund | Norges Bank Investment Management (nbim.no)Follow Nicolai Tangen on LinkedIn: Nicolai Tangen | LinkedInFollow NBIM on LinkedIn: Norges Bank Investment Management: Administrator for bedriftsside | LinkedInFollow NBIM on Instagram: Explore Norges Bank Investment Management on Instagram Hosted on Acast. See acast.com/privacy for more information.

Hi everyone, I'm Nicola Tangan, the CEO of the Norwegian Soan Wealthun, and today, hey, I'm in really good company with Fabricio Bloisi, the CEO of Prozos. Now, you may not know what Prozers is, but they basically have incredible companies. Ifood, which is the equivalent of Doodash in Brazil, just eat, which feeds millions and millions of people across Europe, Swiggy in India, and Pay You, one of the biggest fintech platforms in emerging markets. So all in all, they reach like a billion and... and a half people across the world. And he is pretty pleased about it himself. I can see his smiling hair on the screen. So far as you, we look forward to hearing all about it.

Before we talk about you, what is Prozus? Hello, Nikolai. Pleasure to be here in good company. Process is a tech company. And we offer amazing products for one and a half billion customers on delivery for for delivery, on top of that payment, on top of that lifestyle services, events and travel. And we are just getting started.

We do all of that in three big regions, Latin America, India and Europe. And I think, and we are reinventing everything we are doing. We are in a moment of amazing change through AI. My whole story is about reinventing everything. So I'm very excited to build the next chapters of pros. What do these companies have in common? I think our focus is to build an ecosystem. And this ecosystem means we have to, we are not invested.

Just to start, what we build are operational tech companies that are very good in execution, technology, services. So when we build an ecosystem, we make sure that one company help each other through cultural management model, cross-sell, innovation, AI, and I'm investing the same kind, I'm building the same kind of ecosystems in Latin America, India, and Europe. So if you look to Latin America,

I already had it work in Latin America. In Latin America, people talk about eye food, but it's 10 times bigger than iPhone. We have beverage and pet shops and payments and meal voucher and grocery and travel. The same ecosystem that is very sophisticated that I have in Latin America, I'm building today in India where I have very similar companies. And the same ecosystem I'm going to build in Europe. It's start with just eat and OLX, but I'm going to expand that to the same kind of ecosystem.

What region are you the most excited about it now? The more mature for sure is Latin America. As I told you, people talk about Thai food, but what we have in Latin America is very similar to the ecosystem that exists in China. In China, we have tensens, but also Alibaba, bite, bass, and we really can cross-sell lots of our services. For example, we bought a travel company, Despegar. Just nine months ago, Despegar is growing twice as fast today because we acquired that.

So it's not only Despergar and travel, but we also have, as I told you, grocery and payment and lots of business there. So Latin America is very advanced. And my objective is to replicate the same thing I did in Latin America in India and Europe. But an interesting thing, I'm very excited about India because India is a really big market with a lot of potential. We invested in China. Oh, we didn't talk about that, but we own 25% of plantsets.

We invested in China 25 years ago. It was more or less like India today. But I can see many of the potential to grow in India in terms of markets. size and grit and focus in creating big tech companies. So it's very exciting to be in India right now. And I think the next 10 years is very exciting. And I'm a big, I'm a Brazilian, but I'm a big believer in Europe. I think Europe deserves and has the opportunity to have big tech in Europe.

It's our challenge to make it happen. But Fabricio, before we go into the business in San Abid, Murita, we have we start, we have to start with your life story, right? So you are 21 years old. You live in Brazil. you're straight out of school. What do you do? I was finishing school and I said I loved the Bill Gates story

and Microsoft story. I want to build a $100 billion global company and I started a startup with two people in a small room and we started what was Moveli and became iPhone over the next 15 years, 20 years actually. What was the first thing you did? So you had two people sitting in a room and it's just like, hey, let's do $100 billion.

What's the first thing you do? What was the first company? I think we did mobile content. So like ringtones and messaging, et cetera, like in 2000, many, many years ago. But the first thing I did was failing. I really failed a lot. The company didn't succeed for the first one, two, three,

four, five, seven years. And I learned not only about failing, but I learned about the importance about culture and moving faster and innovating and managing people to have an amazing result. And even if we were like a training, 30, 40 people company, we were always dreaming big to create a global leader.

And that very small company learned about management model and culture innovation, and we grow to become a 10,000 people company. If you fail for five years, a lot of people will give up, right? Yeah. Why didn't you give up? I think that's what I learned.

First, I choose something that I love. I love my job since day one. I love the opportunity to learn, to meet good people, to do better, to become better. and I also learned that failing is part of the process to learn. So although we failed a lot, the company became better year of the year for many years. We didn't raise a lot of money in this beginning.

We were like a very poor, small company, but we became very good in having the best people and innovating very fast. But tell me, 1998, you start from scratch, and then 2034 you are CEO of 40,000 people. Just what's in between? What did you do in between? Failing, learning, finding very good partners, amazing people that are better than me.

So my job is to find people better than me. Tell them a vision about what we can do better and how we can challenge how the world is today. And those people together for me, they keep improving and improving. Our company innovated a lot. iPhone is one of the best operators in the world in food delivery. We started very small.

It was a $5 million investment in food I made like 2013. It became a 10,000 people company that has the best products in the world. And it's not because I am smart, not because I have an idea. I don't believe in being smart or having an idea. I believe in working a lot with very good people, being open to learn a little every day. And the result was even in Brazil, not like a core, of the world. We had one of the best operations in the world.

How did you build iFood? I had a reasonable company, Movilly, and Movili was, I don't know, a hundred billion dollars company, something like that. But I really wanted to build a hundred billion dollar company. So I started to invest in other business to understand how I could use my culture

and innovation capability to build something 100 times or a thousand times bigger. Then I acquired the iPhone. It was a $5 million company. I acquired for, I think, $5 million, something like that. and I put there cultural management model and innovation

and we started to dream big to create one of the biggest food business in the world. When we acquired that, it was a company doing 20,000 orders per month. This month we are doing 200 million orders per month. So we grow a lot.

I don't know how I should say the growth in percent. Okay, so how do you do that? How do you go from a dream to actually achieving this? what are the important steps if you want to build a business like that? The important steps. People think big is very important.

Believe you can do it and really think big. Having the best people and I invest a lot in people, not people that I can hire, people that can execute and deliver and dream and do better every week. How do you find these people? I find people that deals well with uncertainty and with big challenges. I hire people that. that I tell them, look, my goal is unbelievable big.

And most people get uncomfortable about that. And I say, you are going to be in charge of that. Many people, they don't feel empowered enough to build amazing things. So I hire entrepreneurs. That's the question, the point. My first value is entrepreneurship. I hire people that want to have big impact. And then I empower them a lot.

Let me tell you one thing. I also fire people. So many times it doesn't work. And I know in Europe, people don't like to talk about that. People in Europe say, oh my God, doesn't find anyone ever. I don't know. I have to find the best, the right people to the right place. Sometimes they're not the right people and they leave the company.

And it's good for the company and it's good for them. I need to have people that say, I'm going to be empowered to have an amazing impact. And that's my job. Put the people there and they do amazing things. And innovate. Innovate every week. What's the key to innovation? Innovation to me is, look, we have.

have a successful business, we have 10 to $15 billion in revenue. And every day, and we have profitable now, like a $1,000, $1.5 billion in profitability. But every day I start the company saying, it's not good enough. We are not the best in the world. And even if we are, we have to do better. So the level of pressure in the company to disrupt everything and do better is daily. Every day, we have to do it better. So you have to have people with the open mind to think, I'm going to find a new way. I'm going to find a hack to do things better. We are in a technology business

and we are in an AI moment. I see the people in the financial world talking about AI and doing spreadsheets. I hire people that understand how AI transform everything. And this is so amazing. Before we get to AI, tell us about some of the innovations you did in the food company in Brazil.

What were some of the clever things you did? Today, for example, iPhone is a company run by AI. The personalization of the first page, what we offer to the customers, the push we give to them, the anti-fraud, all those, the customer relationship management, all of that is through AI. And there is no guideline how to do that. You have to experiment, to try, to do it better.

Today, we spend less money in marketing the AR customers. We have better NPS, customer satisfaction because of AI. We internally, we have a system called Tokan, where we give AI. give the capability to everyone in the business to use AI to do their own jobs better through agents. None of that was done like it was an idea of Fabrice. We go down and do it. All of that starts with.

Empower entrepreneurs move fast, test 20, 30 versions until you have results that makes your company better. Then put that on a scale because we never invest 10 million or 100 million or billion because of idea. What I do is to have entrepreneurs moving fast, we call it jet skis. Tell me about the jet keys. Yes. Jetkins means empower a small team with five, ten people to experiment as if they were the owner of that business. So they have to experiment, take risks, try 10, 20, 30 things, fail a lot

until they find a way that has amazing impact. So all the innovations I told you started as JetKis, a small group trying very fast until we have the best operations of our category or of the world. important to tell this story because that's not how big companies work. Big companies usually, they say let's make a budget. The budget is a billion dollars to the CEO like this project. Then we have one year to deliver a big thing. And then one year after you lost a billion dollars and you lost one year. So what we have to find first without money, without team, without one year timeline is to find how we make this really work. That is for a jet ski. A small company, a startup inside a big company, with the right people to innovate and deliver.

I don't know. That is an expression I love. I love that's called ambidextrous organizations. I think we heard that in, I think Harvard talks a lot about that. That means a company that is very good in operate with scale. So it's very good in discipline, in budgeting, in financing, planning. But being ambidextrous means the company is very good also in disruptive innovation, just like a startup. I think what I do as a manager, and that's, I think, what people could learn from

process today and mostly, is to be always ambidextrous. I operate startups as a real startup, crazy, fast with entrepreneurs. At the same time, I can have the discipline to make a plan and execute that over one year after I find a way to succeed on a jet ski. Tell me about that. Yeah, it makes sense. I'm not so sure. We'd be a very good jet skier.

But hey, what about some of the things you've done outside Brazil? So in India, for instance, how did you come up with the business models in India? I think India is an amazing opportunity. We have the biggest payment company, Pay You. And we have the second biggest food delivery company, Swigy. And what we are doing right now is building the ecosystem around that. That's what we are doing today. So over the last six months, for example, we invested in Rapidu,

is the number one right-hailing company. We invested in a few fintechs, so we can now give credit to our users. And we started to integrate. Ixigo, it's a travel business. And now I'm putting all of them to work together, just like Brazil. So in Brazil, I have companies growing faster

because they are working together. In India now, I'm offering credits and payment services to all our companies. We have 20 companies there in India. So they can transact with smaller friction. Better than that. Right now, we create what we call

large commerce model, an AI model that use the data from all our companies to make all of them operate better. So we understand better than any other company about what the customers want, what they buy, when, how I serve

them better. So you see, we are using again technology and innovation to make all our companies work together. That's what we are doing in India right now. and I think we have half billion customers more than that in India. And I think it's going to be an amazing ride, not only the next quarter, over the next 15 years.

We'll zoom in a bit more on AI. But before that, tell me about the Just Eat deal you did in Europe. We had a big business in Europe that is OLX and EMAG, but my vision is due to the same ecosystem. So it starts with high-frequency business. That's why food delivery is so important. People buy food delivery many times. per week. We know their payment method. We know their address. So on top of a high-frequency

business, I can create many other business. That's what I did in Brazil and India. Then we acquired Just It. Just It was a good, just-it was a food company, and I had a very different view for Just-Eat. I don't think the thing is being a food company. We have to be a tech-AI-first company. So the reason I acquired just this, not because it's a investment. It's because I think I can operate just eat much better, sharing the knowledge we have on innovation from India, on AI from Brazil, on management and culture from Prosos. We acquired that.

I think we took the company less than six months ago, five months ago. And we transformed the company completely from a food business to a technology business. So now we talk about innovation, AI, large commerce model. We are moving much faster. We built an entrepreneurship to make the company really dream to be the best in the world.

And I think Europe needs, deserves, requires big tech in Europe. So after acquiring Just It, we have now a big AI lab in Amsterdam. Yeah. But I'm sorry, before before we get to that, you had to sell your stake in delivery here, right? Whilst at the same time, competition could make acquisitions. Just how do you look at the, you know, the European regulatory environment? Yeah. I am an optimistic CEO founder, but it's frustrating to operate in Europe.

Because at the same time, I have everyone in Europe saying, I need big tech, I need innovation, I need AI. I said, I'm ready to invest $10 billion to build debt in Europe. And then the regulator said, no, you have to divest. And I even told the regulators, I went to divest and sell to an American or Chinese company. They said, we don't care. So Europe. So a funny thing, I see the, the, the American companies having the government trying to say,

I need big tech here, let's make my big tech global leaders. I see the same thing in India, the same thing in China. In Europe, I have to fight Europe. I have to spend a lot of energy saying Europe, it is good, it's necessary to have big tech here. And what's happening right now in Europe is that Europe is succeeding in avoiding big tech in Europe and succeeding in making the Americans and the Asian big tech to win in Europe.

because the European companies can't win in Europe. So they, I have, I have an obligation to sell my participation in Deliver Hero. I absolutely disagree with this direction. Interesting thing, two weeks ago, Europe said, we are going to change our guidelines on the MNA. And then we said, okay, so like, why we are selling, we are an European company, have two European players, why we are selling one of them. And they said, we are changing next year. You have to sell this year. So I think Europe didn't understand that AI things happen every month.

I know we talk about AI later, but the rate of change in the last two months, it's crazy. Let's talk about AI. Do you think AI is underhyped? I think AI is underhyped. This is a crazy phrase to say. And the reason is I do that operationally. I am a CEO of a big company, but I understand the details about what's happening. Many people last year were talking, maybe there is overhype,

and next year things are going to cool down. It's the opposite. What happened in the last three months? It's much more than everyone expected for this year. In robotics, obviously robotics is moving at crazy speed, but what happened with open claw or with cloud code in the last 60 days? It's substantially more than what happened before. And it's going to change completely how companies work.

How is your group going to work going forward by implementing everything you can do in AI? We will have every time more autonomous organizations where AI do much more than making the job of one person 20 times faster. What AI is going to do is to make the whole company 100, 200% more efficient. Until now, people are trying to make their job faster. I have to do a document. I say, AI help me with this document. What is possible today is much more than that, and it was not possible in December.

So that's the thing that many people didn't understand. From December to May, now it's possible to teach an AI to teach the intelligence of the company to an AI. So the company can really operate not for 10 minutes by itself, but can operate for one to three days by itself. Internally, we have 20,000 people creating agents that makes their substantially more productive. The last month, I gave a course to all our executives,

start with the CEOs so they can program by themselves. You can think, are you crazy? You are talking about CEOs of $5, $10 billion company making software? Yes, because when they learn what they can do in four hours' work, they understand that all their goals can be substantially bigger. They can deliver software substantially faster. They can automate things substantially faster. myself, I did a software that we call auto research software that enable parts of the

company control to work by themselves. And myself and the CEOs are doing that. Not because I'm going to run the software, the software we do, but because after we do that, I can start to operate in weekly cycles and not in monthly or bimonthly cycles. I think that's going to, all the comps are going to change completely because of what's possible to do today. many people ask, when AGI arrives, that's not the right question. AGI will arrive in one, two, three, four years.

The point is that with the technology we have today, for example, open claw, and how you can ask an assistant that has memory to build a whole system for you and you're not even a programmer. So because of this kind of technology, the companies are going to be different. And the companies that are fast enough to do it first,

they are going to have a disproportionate benefits over the next, I'm not about three years, I'm talking this year. How do you spread knowledge across the group? So let's say now you come up with something great in Amsterdam where you have your AI lab. How do you make sure that Brazil, India, that they benefit from it? I think that's my job. That's why I'm an operational CEO. I have to know what is exceptional in our companies, all around,

and I have to make sure that these spreads together with the culture to everyone else. Every two weeks we have the senior management together. Every four weeks, we put all the CEOs together like 30, 40 people to discuss what is exceptional in the company, so people know what's happening and they copy. That's what I build. I build an ecosystem where when I have a disruption in AI in Amsterdam, I have to have that running in Brazil and India in two weeks.

Then I fly 100 people to Brazil. Right now I have like 50 to 100 people in Brazil discussing how to make agent AI better in Brazil, but people for now around the world. So I spend a lot of time making sure what is exceptional is spread all around. And second, leadership. So I am a leader that can talk about technology and product innovation with everyone, and my CEOs can do that too.

So the leaders should be focusing how I make a product that people love, how I create innovation that can make us one year ahead of our competitors. And I think we are doing that quite well. I'm very happy. I think process changed a lot last one year. And I think that the next one year is going to be even more exciting. Before we continue on culture, just what's going to happen with payment systems? When you have all your agents transacting, how are the payment systems going to work?

I think payments are going to keep changing. There is a lot of changes happening today. For example, we've distributed payment systems and crypto, etc. And this is going to keep happening. The big thing we are talking, agents and e-commerce now, is we need to enable agents to complete transactions. And this will happen. some people say maybe there's no there's no doubt question that we will have agents purchasing for their customers for the people that they represent and today some

companies that are blocking that doesn't make sense it is going to happen so we as a tech company we have to enable that to enable our software sell our platform sell to agents and enable agents a big priority for us is what we call life assistance so it's not an assistant like chat GPT that just answer a question. But an assistant that can order you food or buy an air ticket or a hotel or a ride hailing. That's the biggest thing we are investing now. I think we have 20 life assistance in the world today.

And in the base, with the foundation of that, it is agents that complete transactions. How would you characterize the corporate culture in the company? First thing I do is to kill the corporate world. cultural means empowering people to move faster to be innovative. We call our cultural process way. Entrepreneurs that feel that they are in charge to have results. Innovation. Innovation is core to everything.

We have to question what we are doing all the time. Obsession about results. We need results. I don't need smart people giving nice excels. I need results and impact. I really believe big companies should have impact and have a positive contribution to the regions they are. So we talk about culture all the time.

I think my job is to set the culture in the vision. And some people love this culture and they work two, three times more. Some people doesn't fit. And we have to politely suggest, then keep looking to the company where they fit the culture. To me, the most important thing, pros was had a good year. We had good results. We grow. We are more profitable.

The financial people like to talk about results and numbers to me. I like to talk about culture. Because every result we have is because the company is more focused about giving more power to the right people, moving faster, delivering results and being more innovative. Do you have the same culture in all areas, like in Latin America, India and Europe? Yes. How do you do that? Do you have townholds? How do you communicate with everybody with your 40,000 people?

We start with a very clear set of goals and we summarize all of that in one page. we call our strategic map and we reinforce that with all 40,000 people every month. Also, we put people together. Everyone, usually is less like 5,000 people like the more senior 5,000

and then they replicate it to the other 40,000. But quite often, we do big events, we call strategy share. Usually it's four, five hours events where I show that action, I show what we are doing, I show what's doing well, and I show what is doing bad. I'm very directed to say, to face the brutal facts.

This is doing very bad, and we have to fix it this month. So the company has a lot of transparency that is unusual to a big company. And that's what create entrepreneurial culture. It's not talking about that or putting that in the walls. It's believing in people enough to share what is good, what is bad, what were my mistakes,

and who will deliver, and saying, look, you, if you deliver more, you also are going to benefit from all of that. Last week, as a curiosity, we did the last strategy share. It was around 5,000, 6,000 people all around the world. And we only talked, the big thing was disruption, not only results, but disruption. So now I have the whole company thinking about, okay, open claw was a big disruption. How process is going to be as disrupted as open claw.

And we are launching token claw, our version of open claw. And now I have 40,000 people focusing on that. What is this new innovation going to do? We are talking about empowering first people inside the company, but then our partners, we have 5 million partners, and then our customers with the latest AI capabilities, where you have agents that behave as smarter agents. It can develop software, you can do transactions.

That's what OpenClaw did like three months ago. But OpenClaw is for nerds, it's for computer scientists. We already have it run inside the company. We're going to push it to our partners now. An open claw for everyone. open claw that everyone can use. So you see, pros is connected to what is really happening in the world of technology now,

but we have the scale, the investment capacity, the rich to push that in Latin America, India, and Europe. And I think this is an amazing opportunity because the innovation today starts in Silicon Valley. No, I want that to start in Bangalore, not in Silicon Valley. How can you be

innovative and structured at the same time? That word I told you, ambidextrous, is in the core of that. My answer is the opposite of what you asked me. You have to be innovative and disciplined in the same time. If you are only disciplined, after two, three or four years, some startups takes your lunch and you stop being a big company.

If you are just creative, when you find something well, some big company invest, and again, you lose the chance of really growing. So being ambidextrous is the concept of you need to respect both of them. And I think this is the biggest mistake big companies do. They think I'm very good in discipline and managing a billion dollars. So I don't respect the innovators. No, we need the innovators. Otherwise, this company is not going to succeed in one, two, three years.

At the same time, the innovators, they don't respect the managers. Because they say the managers, they are too boring and slow. I spend time teaching the innovators, you need managers. That's how we are going to grow. and teaching the financial and marketing people of the company, you need the disruptors. That's how we are going to keep being a young company for many years. Where could process be in 10 years' time?

My goal for the short term is to have $100 billion more. In 10 years' time, we will be a half-trillion dollar company or bigger and a clear global leader. Today people talk about global leaders in Silicon Valley in China, 10 years to me, we have to see clearly process as a company that's created the future of the world to technology with innovation done in Latin America and India and Europe and I think this will be a big contribution to those regions. And global leader in what kind of industries?

Agentic lifestyles ecosystems, ecosystems. So agents that can deliver much more than not pure e-commerce, deliver as I told you, travel, deliver payments, deliver. other services for the user. And this is a very big market. It's a very big market because people usually think then as individual companies. If you can integrate then as people do in China, there is a space to be a real global leader.

Who will you compete away? We have lots of companies, the usual suspects in the Valley and in China. In the Valley, you have some big companies. companies doing assistance, including Google and Facebook and Open AI in China. You have Alibaba, for example, or Maitwan, global players. You have Uber, that's a similar company to us too. But I'm very confident we can push our innovation to the world.

Let me give you one example. In India, the lab of innovation we have, usually the world doesn't believe what we are doing in India. we have profitable e-commerce companies that sell things for $3 and deliver that in the whole country. American companies cannot think the innovation required to do that in 50 local language using voice as the main interface. The cost of operation that we have in India is disruptive to how an American or European company operates. The innovation we have in Brazil, it is in food delivery. We have one of the most efficient food delivery business in the world because Brazil is a difficult market, the cost of capital is very high.

Operating there is very chaotic. So you need to use innovation and technology to really deliver good results. If I can use this kind of innovation to have a global leader, and most of my AI R&D is in Europe. So you see, I can take some things from Brazil, some things from India, something from Europe, and I just need to make it $400 billion more valuable. I think we can do it.

How much do you work? A lot. Much more than my wife and my kids think I should work. But what I tell then is that I love what I do. I have the opportunity to travel all around the world to meet the smartest people in the world, to learn with them and to have an impact that is amazing. Because I really think if Europe can have big tech,

it's going to be really good. I think Europe needs that. Europe needs sovereignty on tech, on AI. I think if you can create a half $3,000 company in India, it's amazing good for India. If you can do a hundred billion dollar company in Brazil, it's amazing good for Brazil. And also, I invest a lot in social impact and social return. I think I have the responsibility to do that. So I work a lot, but no one asked me to do that.

I just have fun. What is your advice to young people who listen to you? Dream big. It's possible to change everything. young people usually look to the world and think that's how the word is. It's a lie. That it's how it is today. Everything is going to change so much in the next one, two, three, four years.

And the young people that can learn and build the future can do much more than they think. So study a lot, do something that you are patient about, because the opportunities are much better ahead than before us, behind us. Well, this has been tremendous. I'm not sure I've met anybody who's been dreaming bigger than you, so it's been a real pleasure. Oh my God. Great, you know, good luck and go get them.