Brian Armstrong1:19:06
Yeah. Okay. So, you can go look at the biggest the big banks and kind of where is their revenue coming from, right? And some of it's coming from this fractional reserve, which they, you know, net interest margin they call it. Some of it's coming from their payment businesses. Some of it's coming from asset management. There's lots of different types of banks. Um, and so in this world, you know, in my view, we should have a financial system that does not have fractional reserve as the foundation because it's not a secure foundation to build on, right? There's been many examples of these bank runs for instance, and typically what happens is either the company blows up and um even if there's FDIC insurance, the customer only gets a maximum of 250k or something. So there's either the customer loses money or the government has to come in and bail it out and it creates this kind of adverse incentive for banks to take unnecessary risk. Occasionally they blow up. I don't really see why we need a financial system based on that. If you can be an underlying layer of companies that actually just store, if you're paying, you know, I'm keeping my money with someone, why not ask them to keep 100% of it, right? Um, now if in a stable coin world, these regulated stable coins, like they can be held in short-term US treasuries, the government has said that that's quite low risk. It's the risk-free rate, you know, some people call it. Uh, we can take a small percentage of that. We can provide products uh for people, if the customer is choosing to lend out their own money, that's they're opting into it, right, it's not something happening without their permission. Uh, we can take a fee on that. We can have a payment fee that's again, it's probably a 10x improvement over the traditional financial system, but it's still a fee, right. Um, so we make money on trading, um, stable coins, you know, custody fees, staking fees, we have a Coinbase card where you can spend stable coins in crypto. So we're doing great as a business, but our cost structure is just fundamentally different than the big banks and traditional financial service companies. And so like any disruption that comes along in the world, like you know when you had newspapers and now the internet arrived, or anything like that, and you know these big banks, they're great companies, they're smart CEOs, they're going to adapt and they understand this is an opportunity. They've survived many waves of innovation, you know, from the internet to electronic trading, and you know, ATMs instead of having people at the branches working their bank tellers, right. So the best banks are leaning into this as an opportunity. We're working with many of them to power a lot of that tech. Um, and some of them are still trying to preserve the old way and their lobbying firms and organizations are sort of doing a zero sum kind of regulatory capture mindset. I just have very little tolerance for that as a CEO. I believe that we all have a responsibility to build the future. You know, accept that change is constant and we should try to make better products for our customers and compete on a level playing field. Um, and you know, if I see a company sort of trying to do protectionism, you know, I'm going to call that out.