Luke Visconti: You have a very interesting background—you've worked for the Pittsburgh Pirates, Cisco, Capital One. Do you think that those varied experiences have evolved your thinking to the very sharp edge that it has today?
Matthew Schuyler: They were incredible learning experiences, and in all of those instances I saw the highest of highs and the lowest of lows. I was there the day Cisco was the most valuable company on the planet from a market-cap perspective and I was there for the first round of layoffs that ever occurred in the company's history.
The Pirates were fascinating because the baseball strike was looming in 1992 and we weren't exactly sure what was going to happen post that time period, but it's recovered nicely and done all the right things. Finally, banking and what's still in the gestation period relative to the changes that occurred from 2009 forward. Not quite through all of that yet.
At the core of all of these and really every industry I've worked at is this notion of talent—great talent with a diversity of backgrounds and experiences, and people who have been there, done that, whether in their personal life, their professional life, their life working for corporations or not-for-profits or just working through different challenges in their day-to-day family existence.
If you ever want a business case on how diversity of thinking can help you get through a crisis, look at any of those instances. If you had had people with similar backgrounds and similar ways of thinking, the results would not have been nearly as successful as tapping into people who had a different approach toward problem solving.