How Pomelo Is Rebuilding Fintech Infrastructure in LATAM

Host Sasha Pilch sits down with Gaston Irigoyen, co-founder and CEO of Pomelo, to unpack why waiting a full year to launch a card program became the startup thesis behind one of Latin America’s fastest-growing fintech infrastructure companies. Drawing from his experience scaling fintech in LATAM, Gaston shares how infrastructure bottlenecks around issuing, processing, and credit card management pushed Pomelo to rethink how modern payments infrastructure should work.

The conversation explores how banks and fintechs across the region are racing to launch products faster, from co-branded cards and remittances to crypto-linked offerings, while moving away from legacy providers. Sasha and Gaston also dive into Latin America’s increasingly “multi-rail” payments ecosystem, where cash, cards, real-time payments like Pix, and stablecoins all coexist. They discuss stablecoin settlement, cross-border payments, and what early agentic commerce experiments reveal about the future of tokenized money movement and fraud prevention.

Subscribe for more conversations on fintech, payments, stablecoins, and the future of financial infrastructure.

Connect with the Hosts & Guest

Sasha Pilch: https://www.linkedin.com/in/sasha-pilch

Gaston Irigoyen: https://www.linkedin.com/in/gastonirigoyen/

About This Week in Fintech

This Week in Fintech’s Podcast is where the decision makers shaping the future of finance come to talk candidly about what’s working, what’s breaking, and what’s coming next in fintech. The show goes beyond headlines to unpack the real stories behind product decisions, regulation, and market shifts with leading founders, C-suite execs, and ecosystem veterans. This is your front-row seat to the people and ideas moving money into the future.

Transcript

Intro

Sasha Pilch 0:05

Hello everyone and welcome to the This Week in FinTech podcast. My name is Sasha Pilwich. I'm usually the host of the This Month InfinTech podcast, but I'm subbing in for today for Nick because he's at the Stablecon conference in Amsterdam. I'm really excited today. Our guest is Gaston Irrigoen, the CEO of Pomelo, and he's had quite the background and recent series C, so I'm excited to get into it all. Hi, Gaston. Thanks so much for joining us. Welcome to the podcast.

Gaston Irigoyen 0:40

Hi, Sasha. Thanks so much for having me and uh looking forward to the episode.

Sasha Pilch 0:45

Me too. Um so where are you calling from?

Gaston Irigoyen 0:48

I'm in Buenos Aires right now.

Sasha Pilch 0:51

Okay, lovely. I'm I'm actually usually in New York City, but in this very moment I'm in Spain for my best friend's wedding. So we're both in Spanish speaking companies countries right now.

Gaston Irigoyen 1:03

Um you are in the summertime. We're getting getting into the summer. It's a pretty chiller year, so uh quite different from that perspective.

Sasha Pilch 1:12

I'm from Australia originally, so I I know all about the upside-down seasons. Um, but I'm really excited to get into everything that Pomelo does and your recent series C led by some of the world's top tier VCs. Really impressive. Congrats on that. But before we jump into Pomelo, I want to uncover some of your path to get to where you are today. So you started your career at Google in Buenos Aires and then moved over to Google in Dublin. How did those two offices compare?

Gaston Irigoyen 1:49

Wow, uh, they were very different. Uh it was, of course, like a very, very different Google. I joined Google in 06, uh, a year and a half or so after the IPO. So it was extremely entrepreneurial at the time. As a matter of fact, I was very lucky to be one of the first five employees for Google in Latin America altogether. Uh so it was uh it was great fun. Uh, you know, we built an operation for about 20 markets, uh, mostly Spanish-speaking markets, uh, but Brazil as well. Uh I spent about three years uh here working for them, and I moved to uh to Dublin afterwards, as you pointed out, uh, to build uh something new, um, the YouTube partnerships team. So we were essentially trying to monetize YouTube for the first time. Uh so you know, Google in in Europe was much larger. Uh Dublin serves as the regional uh headquarters, so uh had already a couple thousand people there. Um uh but my team was very, very entrepreneurial as well. And uh we literally like found uh the best, uh actually the first and the best sort of YouTubers uh around the world. And our job was to make them sort of rich and famous for the first time. Um it was completely like a different time. I remember going around uh Europe and talking to film schools, trying to convince their directors that people would want to go to YouTube instead of Hollywood, uh, you know, after their careers. And uh they would look at us like you know, we were absolutely crazy. And uh it turned out to be, you know, pretty true, I would say. Um so yeah, all in all, two very entrepreneurial experiences at Google, two very different uh offices, uh, but lots of fun.

Sasha Pilch 3:27

And you know, 20 years ago, I can totally

Google Years And Early Lessons

Sasha Pilch 3:30

understand that Google was much more of an entrepreneurial place than it is today, and makes sense for you then to go on and become an entrepreneur. So Guide Central, your first company was acquired by WikiHow, um, which is um which has a hundred million users. So congratulations on that. And then later you go on to found your second company, so Restorando, acquired by the Fork, a TripAdvisor company. Um so really like seeing this successful entrepreneurial journey starting to form. Um anything to touch on then before we go on to the third company you you founded?

Gaston Irigoyen 4:14

Yeah, so those were my my first two sort of uh yeah companies, as you pointed out, uh pre-Fintech, uh, because the last two uh are sort of uh within the fintech uh terrain and territory. Um listen, I I think you know, uh I always uh I always kind of joke uh by saying that I went from literally like the best company in the world because when I worked at you know at Google and YouTube, it was pretty much like working at Anthropic Today or something along those lines. Uh so basically from the best company in the world to literally the worst, because when you uh when you start a new company, uh it's technically the worst company in the world because it's absolutely new and it has absolutely nothing. Um and I think uh probably like uh as I reflect on on those experiences, you know, my my sort of more corporate career at Google was defined by success. Like everything is about success. You know, you get your promotions, your awards, your uh races, and and and so on and so forth. Uh and then all of a sudden my my my life started to be sort of defined by failure, right? As an entrepreneur, you're kind of failing every single day. Uh, but it was it was so dramatic for me because you know, going from Google to like my first company, um it was kind of a brutal, brutal sort of difference. So I I started to become you know a lot more uh sort of humble and uh but also resilient. And yeah, I think those were kind of the early days and and uh you know many years have passed by and uh today, you know, I'm uh you know just trying to build another company. Uh but the early sort of learnings and uh a lot of the a lot of what I know uh you know from building companies and and just being an entrepreneur really started back then.

Sasha Pilch 5:57

Yeah, definitely invaluable experience and you learn so much from your failures. And it's um great to see that your third company was in fintech. This is a fintech podcast, so excited to jump in there. So Naranja X was a neobank for Argentina and ended up being the largest neo bank with nine million customers. So congrats, it's excellent.

Gaston Irigoyen 6:25

Yeah, yeah. So uh yeah, Naranja X uh fits kind of within the the first uh sort of fintech uh wave in Latin America um when a lot of the wallets and the neo banks were uh sort of built and created. And um yeah, um I I think it was uh was a great experience. Uh the company today is doing very well, has expanded to Mexico, and I believe they have plans to do a few other markets around Latin America. Uh, but it's also where we saw and discovered uh the opportunity around infrastructure, and uh we actually suffered so much from the legacy and incumbent infrastructure while building uh Naranja X that at some point we decided to sort of uh you know move on and build Pomelo. Um and it wasn't only like Naranja X, my co-founders, one of them who built the Neo Bank with me. He previously uh worked about 12 years at Mercado Pago. He was literally like the third person in the history of Mercado Pago and led the wallets and the card and expanded Mercado Pago uh from Mercado Libre uh th throughout the region uh to countries like Brazil and Colombia, Mexico, and Chile. And um his experience was you know pretty much along the same uh lines. Every time they brought Mercado Pago to a new market, they had to work with local incumbent players, and it was like very, very cumbersome and lots of frustration there. Um, as well as my third co-founder who uh was at MasterCard and he would sell into a lot of these uh you know new fintechs and and fast growing companies and VC backed um you know fintechs. Um and his frustration was that you know, after signing uh uh you know a contract to launch a card, uh he would have to wait about a full year or sometimes even more before that contract sort of went live and started generating any sort of revenues. So that, you know, even it's like even though it's a completely different angle, it kind of speaks about this very same problem, uh, which is the fact that you know the financial services infrastructure in LATAM was still kind of in the 20th century and wasn't uh ready or prepared to support uh a lot of the modern use cases and um a lot of what's happening right now in the ecosystem. So that's ultimately what led us to founding Pomelo.

Sasha Pilch 8:38

A year after signing your contract, you finally get to generate revenue from it. That's ridiculous. And so it makes a lot of sense that you went and fixed the infrastructure problem. It's a common theme that we've seen in the US as well. A lot of direct-to-consumer fintechs have pivoted into B2B. Some of the startups that I worked at, so Quovo, the founders originally started a direct-to-consumer wealth tech app, realized how absolutely impossible it was to connect with Schwab, Fidelity, and all the wealth accounts, and then created Quovo as an API to connect to them. Um, similar to Pinwheel as well. They were the founders were trying to create an app that allowed people to connect their payroll accounts. It was so hard that they went on to create an API just for that, so that other fintechs could connect. So I'm really excited to now shift to Pomelo and understand more about what is on the horizon, especially now that you've done this big Series C growth

Startup Failures That Build Resilience

Sasha Pilch 9:40

equity raise.

Gaston Irigoyen 9:42

Yeah, so I I mean fully agree with uh what you just mentioned. Um the problem is probably even bigger in relative terms uh here in Latam or in emerging markets. It's usually said that um in the US or in more mature markets, infrastructure is quote unquote easy and distribution is harder because it's more expensive and there's lots of competition, but it's the opposite in emerging markets where typically uh infrastructure is very, very hard, and then distribution is easier, less competition, cheaper prices, and so on and so forth. Um, and also the fact that uh in Latan, for instance, we you know there's more than 20 different countries. Um, every single one has their own uh regulator, uh their own sort of nuances, way of doing business, and so on and so forth. So when you put Latin America together, it's large it's literally like a massive, massive market. Uh when it comes to fintech, it's the third largest, uh, you know, after the US and after China, ahead of India, um, even ahead of Europe. Uh but um the reality is that it's very, very difficult to execute because there's so many markets, so many uh you know, regulatory challenges uh and so many kind of differences amongst markets, that you know, markets that you know creating like um um you know a unique platform that kind of blends all of that into uh a seamless experience, it's probably like the the biggest, biggest challenge. But yeah, I mean to your point, uh we did build this company out of our own frustration. Uh our experience became our business thesis, basically. Uh and we had like very, very high confidence level in terms of what needed to be done to um you know fix um a lot of the problems that we suffered from uh over the years, and uh yeah, basically bring Latam and its infrastructure to the 21st century, uh helping companies, not only fintech, but also tech companies, banks, um, you know, embedded finance opportunities um to really execute some of the modern use cases that we're seeing uh these days in the region.

Sasha Pilch 11:44

Great. And initially it was B2B infrastructure focusing on card issuing, card processing, credit card management, and other modern payment rails. And since raising this latest round led by index, um sorry, by Insight, with participation from Index and many other top VCs, I've been reading that you're going to be going into even new, more modern payment types, stablecoin, crypto, AI. So I'd love to hear you talk about some of those newer things.

Gaston Irigoyen 12:21

Yeah. Yeah, no, it's spot on. You're absolutely right. For uh, you know, we just turned five years, uh um, and um all we've done thus far has been around cards, uh sort of cards infrastructure uh for LATAM. Um within that, we do all sorts of things. Uh, you know, we do uh debit, um uh prepaid credit, corporate credit. Uh we do local cards, we do global cards, uh, we settle in local currency in in USD, stable coins. Uh we have built our own sort of lending uh kind of core uh platform. So all things cards, and um we support um you know any kind of company. Um we do you know fintechs, um, you know, global unicorns, local unicorns, uh, you know, banks, um, so lots of names there, like you know, the big Spanish banks, BBBA, Santander, uh, Banco Lambia, BCI, um a lot of the B2C fintechs that we've been talking about before, uh, you know, Story, uh, Confio, Arc, uh, Astro Pay, anyways, I mean you you name it. Um we we've been generalists by design, but always focused within sort of uh card infrastructure and the cards uh rate. But the reality is that uh Latin America, as some other emerging uh you know, markets around the world, live sort of in what we call like a multi-rail present. Um so um people do transact in different ways. Uh there's still uh you know cash being you know relatively large, used to be over uh 50% of all transactions, now it's probably closer to 30%, which is good, but still pretty relevant. Uh then cards that have been around for a few decades already, and more and more uh real-time payments, and then every single market has its own sort of flavor. So there's PICs in Brazil, Brevin, Colombia, Spain, Mexico, and so on and so forth. And most recently, stable coins emerging as a as a rail uh in itself, right? So there's arguably four rails where one is analog cash, and then three are digital, um uh cards,

Neobanks Reveal The Infrastructure Gap

Gaston Irigoyen 14:30

uh, real-time payments, and stable coins. And each one of those um is governed in a completely different way. So cards, basically Visa, MasterCard, and to a lesser extent, Amex and a few others. Uh, real-time payments, it's uh central bank driven. Uh so the regulators sort of set the rules for for how they work in every single country, and each country is completely different, uh, even though there's uh commonalities. And then uh, you know, lastly, um stable coins uh that are, you know, again regulated and governed in a completely different way. And it's rather complex. I mean, it's only becoming sort of more sophisticated and more complex. But the reality is that uh that's how um the financial system is currently working, and it gives functionality uh to the system, uh, both to you know users, uh companies, uh, you know, and people just building different things. So we thought that, you know, it was kind of after the CVC and now that we've been you know sort of uh gaining good market share within the core, it's kind of a good time for us to start that kind of second act as a company and start going beyond the card and in some ways going beyond LATAM as well. Uh within the cards business, um, you know, we we now have this global cards uh product that allows us to sell uh you know to global companies and to do business outside of LATAM. Uh we already have you know our first couple of customers there. So the company is uh at a point where it's kind of going beyond LATAM and beyond cards.

Sasha Pilch 15:57

Great. Um thanks for breaking that down so easily. Like it's really a complicated and big offering that you have, but that's nice to summarize it into those buckets. Um it's also good to see that you're servicing a number of types of customers, whether that's large tech companies like Rappi or big banks like Santander and BBVA. I used to work at the city in London in commercial cards and was very interested in the credit cards we offered, the prepaid cards. It was one of the reasons that I went on to work at RAMP in 2020 because I knew what the incumbent was like and how good a system that wasn't built on a legacy provider could be. So for those large banks that use you as customers, are they essentially white labeling what you do to provide to their business customers? Or you can't really talk about it because they're banks or you know, we can't.

Gaston Irigoyen 16:57

No, we can talk about it. And uh by the way, Eric at Ramp is one of our investors. Uh, so it's yeah, great, great to hear that uh you worked there for a while. Uh no, I mean, we can certainly talk about it. Usually uh what I would say is like, you know, banks uh you know more and more have to compete against the fintechs. It's kind of it's kind of funny because you know, fintechs emerged to to um you know try to uh capture some market share from the banks. Uh now in many ways, bank the banks are the ones that have to go and compete against the neo banks that have done like an incredibly uh good job. Um, of course, most of the volume in the financial system still remains with the banks, and the banks uh, you know, some of them uh you know are sort of good enough and and uh they you know their share um of wallet is pretty significant. Um but of course there's a lot of sense of urgency within the banks. And um, you know, because fintech is so strong in Latin America, uh, for instance, these days in Mexico, it's just like unbelievable how much is happening. There is you know fintech unicorns like everywhere. Uh every single uh week you read about you know a new a new uh unicorn and like you know $100, $200 million round in Mexico, um, which was also true in Brazil a couple of years ago, and hopefully it will happen also like in Argentina, Colombia, and a few other markets uh you know down the line. Um so more and more banks have to uh you know develop like a different speed, and it's not only about going through their um digital transformation process that has been on for quite uh a few years already, but it's also about like you know, building new products, net new products, um to generate more stickiness and more engagement with their um with their users. Um so we've done you know, we've done co-branded agreements with uh uh and cards with banks and airlines. Uh we've done uh crypto uh programs for banks um that have you know even like assembled new brands to execute some sort of crypto play. We have done corporate cards, uh, you know, kind of uh RAM competitors uh or RAM type of uh you know products in in the region. Um we have done remittances um plays for banks in LATAM, of course, you know, big, big receivers of remittances here. And then of course, we have also done a lot of uh migrations from uh incumbent players uh for their core business, whether it's you know debit or credit. Um that's also something that they are using uh or doing. So I would say even within banks, we have done like multiple things, all the way from migrating you know, a core cards uh program uh to absolutely net new sort of modern uh products that that you know suit users or um some of their corporate customers very well.

Sasha Pilch 19:43

And double-clicking on that net new type of payments, it's been really exciting to see that big banks like JP Morgan and Wells Fargo and Morgan Stanley are now looking at stable coins and like what crypto can actually do for them. One of my clients is Turnkey, a wallet infrastructure provider. And it seems like all of the time that I've worked for banks and fintech, which is now 20 years, this is the first time that it's actually really starting to be implemented, um, which is really exciting to see. Are

What Pomelo Builds And For Whom

Sasha Pilch 20:20

you seeing a high volume of stablecoin and crypto transactions right now, like compared to the more traditional Rails? Is it like 70-30? Like what kind of split are you seeing?

Gaston Irigoyen 20:36

Yeah, so I think uh I don't remember the exact numbers at uh at a at a global level, but um I'm pretty sure that stable coins as a whole have surpassed um you know cards volumes uh I think last year. The only caveat there or or or the point that I think it's worth mentioning is that uh uh we still see like you know a relatively or smaller amount of very large uh stablecoin transactions compared to like a very large uh number of smaller, kind of more retail uh sort of card transactions. So even though the volumes might be now playing in favor of stable coins, the nature of the transactions is very, very different. And the reality is that you know end users still uh you know, in terms of number of transactions, use uh cards a lot more than uh than stable coins. Having said that, uh yes, of course, I think um you know the last couple of years have been big for stable coins um and very functional to some use cases, especially uh, you know, moving uh money cross border for remittances, for instance. And uh going back to the cards um uh you know for settlement purposes. So of course uh these days a lot of the companies that have been issuing sort of net new products are sort of you know uh crypto or web three uh sort of related. Uh and even like Stablecoin native neobanks, which is like a new theme that is picking up a lot of traction in LATAM. So a lot of these companies tend to have their operations and their treasury in stablecoins. And so they don't necessarily want to pay the FX that is required to get fiat to then settle with Visa or MasterCard. It's an extra cost for them. So what we are seeing more and more is like settlement with the networks in stablecoins. So for instance, as of last year, Bomelo offers on the one hand like a global card that is denominated in USD or USDC. And then that card can be settled both in USD or USDC. But also, you know, our customers can pay their invoices in USDC. The biggest difference is that real-time payments, so take picks in Brazil, it tends to be domestic, and then stable coins tend to be cross-border, right? So up until now, I would say that, you know, that's probably the biggest difference between them, apart from governments and so on and so forth. Um is yet to be seen whether real-time payments uh start picking up traction uh sort of globally or cross-border. So for instance, if PIX has, you know, it already has like a like a more sort of global um uh roadmap. Um, but we'll see if UPI or PIGS or Breve or Spay uh do something relevant and do have you know product market fit beyond their borders uh and beyond uh the their own sort of uh countries and markets. Um the same is true uh for stable coins sort of in the opposite direction. To what extent stable coins start to be adopted sort of more locally within uh a given market.

Sasha Pilch 24:30

Like will we see stablecoin adoption for domestic transfers or payments? Yeah, it makes total sense. Um that's probably a good segue into the other like key theme that was at New York FinTech week two weeks ago, where everyone was talking about agentic payments and the compliance aspect of that. So I'd love to hear from you your perspective as to what you're doing in agency payments and um trying and what you're doing to protect you know agents going crazy and buying things.

Gaston Irigoyen 25:07

Yeah, yeah, yeah. Um yeah, we I mean we're certainly playing with agentic payments. As a matter of fact, um uh one of our customers uh did the first ever um you know uh agentic payment in LATAM within uh ChatGPT uh a few weeks ago. Um so we're definitely sort of you know uh uh you know uh trying to be very innovative and and sort of uh you know fast to the market with uh with products along those lines. Um yeah, I mean, as ever, um I I think there's also some value in waiting to see uh what exactly uh picks up traction um and in what terms. Uh as you know, sometimes being like too early to the market is not as functional as waiting a little bit and then just crafting the right product. We have seen some of these uh or similar attempts uh within the payment space in the past. So for instance, the same way that cards are tokenized and used uh through your iPhone, uh

Multi-rail Payments And Stablecoins

Gaston Irigoyen 26:10

the same was true for watches, but you hardly ever see someone paying with their watch, right? Um uh yeah, and I think you know, even though uh it feels and seems pretty obvious that agentic payments will have traction, um, we still need to find what those uh kind of use cases are. Uh thus far, uh it's it sounds like you know, uh one-time payments uh with certain sort of uh limits precisely to prevent fraud or just to keep it as safe as possible, um, is where um where we're starting to see some real use cases. Uh but ultimately I think it's down to uh to yeah, to fraud prevention. I mean, on the one hand, you have the technology, you tokenize those cards so that agents can uh use them. Um then, of course, you kind of set the parameters uh under which the the the agents can go and purchase uh stuff on your behalf. Um but then of course, and as with any sort of real transaction or or or more traditional transaction, uh you need to bake your security sort of measures and and fraud prevention uh you know tooling uh around it. So at the end of the day, I think it's it's kind of combining a lot of what we have already seen, but making it useful for uh for a genetic payments. Um so yeah, I think that that's kind of what we have seen. Uh anyways.

Sasha Pilch 27:35

Totally. I think it makes sense to wait and see what people actually adopt rather than investing heavily into something that no one's just gonna use, like paying with your watch. Um and we're nearly at time. So I'd love to make sure that I'm giving you the floor to talk about what you want to talk about on this podcast. So is there anything that we haven't covered yet that's exciting that we should deep dive into?

Gaston Irigoyen 28:00

Yeah, well, I think um we kind of touched uh on it a little bit, but I think um what's exciting is the fact that obviously things are moving faster and faster, and now there's uh AI everywhere. Um, but in many ways, um, you know, payments kind of remain uh somewhat similar to uh to how they've been for for a long time. So it's it's kind of interesting because some things in payments don't really change or are incredibly slow to change, while some others uh you know do evolve very, very quickly. Um what I like about uh sort of Latama and emerging markets is that um they're good sort of uh proxies uh of what may happen in other markets. So for instance, US or Europe or probably Australia, uh um, you know, based on uh based on where you are from, uh are very, very uh card-centric. I mean, there's you know, you hardly ever see a cash transaction, uh, but we still haven't seen much in terms of real-time payments or any sort of alternative payment uh method. It's all cards, basically, you know, in different flavors, shapes, and forms. Um I think um LATAN, for instance, or or or some other emerging markets in general, have uh many times due to just complexity and and uh and people having to become more creative in terms of you know how to navigate some you know just circumstances in the financial system. Uh, we have created like all these other alternative payment methods, or we have adopted them uh much earlier than the rest of the world. Um and we are sort of net exporters of a lot of things that happen in payments, right? Um so I think Pix is a good example. You know, uh the US might have like Fed now, um but PIX has been on for you know many, many years. Uh and the same is true for UPI in India. Um and then uh the crypto cards have been like super, super um you know popular in Latin America for years now. Um and uh you know over time we started to see you know very similar products uh around the world. So I think we are all in all what I what I'm trying to say is like the world is becoming you know faster. Um payments are becoming more complex in terms of having a lot more options and technologies available. But I think what's exciting about emerging markets is that uh in many ways we get to see uh you know things and to implement use cases uh way ahead of uh the rest of the world, even more mature markets, mostly out of need. Um and I think that's uh what makes you know Pomelo exciting and uh this region uh exciting. Uh and of course the world is becoming more global. And so I'm you know very much looking forward to serving customers outside of LATAM uh and uh putting together these global products that we've been talking about. Um so, anyways, I I think you know uh it's exciting times for payments.

Sasha Pilch 30:57

I agree. And when I think about when I first moved to the US and everyone was using checks, I've never used a check in my life, like before coming to America. And I have used contactless payments for you know 20 years. It's been around forever in Australia. And I remember my first panel in the US and interviewing a payment CEO, and I was like, what's next in payments? And he was like contactless. I'm like, okay, that's like extremely um, but you know, the less established or the younger a country is, then sometimes you can leapfrog. So like in Africa, lots of mobile payments before anyone else in the world was really doing it. So

Agentic Payments And Fraud Controls

Sasha Pilch 31:40

I think you guys coming from Latam have such an advantage out of the necessity to build these new tech forward alternative ways of paying that are going to be impacting and influencing how the rest of the world pays. So it's really exciting.

Gaston Irigoyen 31:56

Yeah, my God, I had forgotten the checks. Uh, but absolutely. Yeah, or even like the $10 to $15 wires. It's just like crazy.

Sasha Pilch 32:05

Uh we have never seen $30. Like, no wonder Venmo has done so well in the US because it's just so expensive within like domestically to make transfers.

Gaston Irigoyen 32:16

Yeah, yeah. So inflation also got to those uh those uh wire fees. Yeah, I mean, we I mean, I I don't think I have ever paid like uh you know a wire fee uh down here. Um so yeah, uh, anyways, those are kind of the asymmetries that we see around the world. Um and uh yeah, I think it's exciting that uh you know we can bring a lot of innovation to uh to the world, but also benefit from what you know some great companies are doing uh you know in more mature markets. And uh there's some arbitrage to it. Um and uh that's what makes the whole industry very, very exciting.

Sasha Pilch 32:51

Great, awesome. Well, um, we're at time, so that went really quickly and was extremely informative. So thank you so much, Gaston, for your time. Um, and I'm really looking forward to watching Pomelo as you excel globally, and it's gonna be great to see.

Gaston Irigoyen 33:08

Of course. Uh thank you so much, uh Sasha. It was great to be here and looking forward to uh listening to the podcast.