Speaker unverified: evaluation

Transcript context

…Truly. Banco Inter is a fascinating story because they're accelerating this shift of online financial solutions, expanding access to banking, and investing services in a region, where insanely over half of people over the age of 15 don't even have a bank account. They're just lowering the historically very expensive cost of doing banking, which, that's just good for everyone. It's an inarguable good in a society. That's just one example of how Softbank is pairing with local founders in Latin America to bring them the capital and expertise they need. To learn more, you can click the link in the show notes or go to latinamericafund.com. I have two more areas I want to ask you about. The first is grading and then the last is a personal topic. Can you paint for me what the A+ case looks like for Brook five years from now? I'm sure you do lots of three in your five-year planning, so think about this. I want to know, rather than just saying what's the failure case, I think a more interesting question is, what is the riskiest part of your business right now, where if that thing goes wrong, everything else can crumble? Two questions. The first one, the A case, we just created a north star 10-year vision for Brooks. It's global, for sure. People are running all around the world. As the middle class grows, people invest in their fitness. Running is always making the cut there. It's booming in Asia. We're growing now really rapidly in Europe. We want to build a global brand. That's work to do in the next 10 years. We see an opportunity for 60 million customers, 60 million uniques up from maybe 15 million today for bagger and $4 billion in revenue. That's the big opportunity we see right now. It's still a premium brand positioned to the enthusiast and really uniquely positioned against all the big platforms. The A+ case in 5 years is 20%–30% growth annually. That's what we've been doing in the last two, three years. A lot of that's going to have to come internationally. If we get a B and grow 15%, we're actually fine with that, too, because we're not rushing for the exit. We're excited. We think we see it. We're going to have to compete for it. We have a complete playbook right now, in our view. What keeps us from being successful? I've experienced it. Single points of failure. We launched in DC, which we had to do to get in the middle of the country. Distribution center?…

Stored transcript either side of the excerpt. The highlighted words are the published quote; the surrounding text is unedited source, never generated.