以下是将上述内容翻译成中文： 这期 A16Z 播客的特色是普通合伙人 Alex Rampell 与 Apple Pay 和 Apple Wallet 副总裁 Jennifer Bailey 的对话。 Bailey 回忆了她非传统的职业生涯，从硅谷早期的软件工程师到领导苹果公司数字支付和移动钱包革命。 Bailey 早期在软件工程领域，尤其是在初创企业的工作经历，提供了宝贵的经验。她强调了从成功和失败中学习的重要性，并重视招聘具有初创企业背景的人才。她回忆起在 Netscape 那段混乱但富有成效的时光，亲眼目睹了互联网的商业爆发，并努力应对不断演变的商业模式。从 Netscape 获得的宝贵经验包括：拥有一支具有韧性和适应性的团队至关重要，以及时机对于实现产品与市场匹配起着重要作用。 2003 年回到苹果公司后，Bailey 最初负责管理在线商店，这与 iTunes 和 iPod 作为新平台的崛起同时发生。这一角色让她深入了解了新兴的电子商务格局，并为她最终参与 Apple Pay 奠定了基础。她转而领导 Apple Pay 项目，寻求公司内部的“初创企业”挑战，利用新兴技术，如 NFC、无线功能和安全元件。 Apple Pay 背后的灵感源于希望通过提高支付的安全性、便捷性和私密性来解决支付过程中的摩擦点。这一愿景根植于未来的支付将全面数字化的信念。 Bailey 和她的团队还看到了通过使用令牌化和强大的身份验证来改进传统支付方式的机会，以避免存储或聚合敏感的交易数据。 Bailey 回忆了该公司如何通过与银行合作来应对推出 Apple Pay 的挑战，银行看到了隐私、安全和客户参与度方面的好处。她解释了获得普遍接受的难度，以及 Apple Pay 的线下存在如何先于线上存在，这归功于硬件技术的可用性和消费者影响。随着时间的推移，EMV 芯片的实施以及芯片接受的强制要求加速了 Apple Pay 的普及。 在全球范围内，Apple Pay 的扩张优先考虑拥有大量活跃 iPhone 用户、现有非接触式基础设施以及具备集成生态系统的市场。沙特阿拉伯等监管环境也很重要。 Bailey 强调，从一开始，隐私就是一项关键的设计原则。该公司有意避免收集或聚合交易数据，并设计系统以确保他们无法看到个人支付的详细信息。 Bailey 谈到了从 Apple Pay 到 Apple Wallet 的转变，目标是通过使一切数字化来逐步取代实体钱包。她讨论了将航空登机牌、交通卡、会员卡、学生证、汽车钥匙、酒店钥匙和数字身份证添加到 Apple Wallet 中。她希望 Apple Pay 和 Apple Wallet 很快就能摆脱对实体驾驶执照的需求。 当被问及她是否必须主动联系各组织以实施 Apple Pay，还是他们主动找到她时，她回答说，在一个垂直领域的早期阶段，她必须外包给关键的基础设施合作伙伴。 Bailey 解释了苹果公司决定推出自己的 Apple Card 和 Apple Savings 的原因。开发 Apple Card 的目的是为了促进财务健康。 苹果优先考虑移动优先的体验，包括利息轮盘、零费用和支出可视化跟踪等功能。 Daily Cash 作为一种透明的奖励计划推出，提供即时现金返还，用户可以消费或储蓄。由于利率上升，推出储蓄账户的时机非常好，导致越来越多的客户进行投资。 回顾她领导 Apple Pay 和 Apple Wallet 的时光，Bailey 对在东京看到 Apple Pay 无缝用于交通运输以及通过 Apple Card 为信用卡产品和商业实践设定新标准等时刻感到自豪。 最后，Bailey 建议创业者们始终专注于客户体验，并在追求他们的愿景时保持耐心和韧性。

This A16Z podcast features a conversation between General Partner Alex Rampell and Jennifer Bailey, the VP of Apple Pay and Apple Wallet. Bailey recounts her unconventional journey, from a software engineer in the early days of Silicon Valley to leading the revolution in digital payments and mobile wallets at Apple. Bailey's early career in software engineering, particularly at startups, provided invaluable experience. She emphasized the importance of learning from both successes and failures, and valued hiring individuals with startup backgrounds. She recalled the chaotic yet formative time at Netscape, witnessing the commercial explosion of the Internet and grappling with evolving business models. Key learnings from Netscape included the importance of a resilient and adaptable team and the significant role of timing in achieving product-market fit. Returning to Apple in 2003, Bailey initially managed the online stores, coinciding with the rise of iTunes and the iPod as a new platform. This role provided insight into the emerging e-commerce landscape and laid the groundwork for her eventual involvement with Apple Pay. She transitioned to leading the Apple Pay initiative seeking a "startup" challenge within the company, leveraging emerging technologies like NFC, wireless capabilities, and secure elements. The inspiration behind Apple Pay stemmed from a desire to address friction points in payments by making them more secure, easier, and more private. This vision was rooted in the belief that in the future, everyone would be paying digitally. Bailey and her team also saw an opportunity to improve upon traditional payment methods by using tokenization and strong authentication to avoid storing or aggregating sensitive transaction data. Bailey recounts how the firm tackled the challenge of launching Apple Pay by collaborating with banks who saw the benefits to privacy, security, and customer engagement. She explained the difficulty in getting acceptance to become ubiquitous, and how Apple Pay's offline presence predated the online presence due to the availability of hardware technology and consumer impact. Over time, the implementation of EMV chip and the mandating of chip acceptance accelerated the acceptance of Apple Pay. Globally, Apple Pay's expansion prioritized markets with a large active iPhone base, existing contactless infrastructure, and an ecosystem ready for integration. Regulatory environments, like in Saudi Arabia, were also important. Bailey emphasized that, from the start, privacy was a key design principle. The company intentionally avoided collecting or aggregating transaction data, architecting the system to ensure that they could not see the details of individual payments. Bailey spoke on the transition from Apple Pay to Apple Wallet, aiming to replace physical wallets over time by making everything digital. She discussed adding airline boarding passes, transit passes, loyalty cards, student IDs, car keys, hotel keys, and digital IDs to Apple Wallet. She hopes that Apple Pay and Apple Wallet will soon get rid of the need to even have a real driver's license. When asked whether she had to outbound to organizations to implement Apple Pay or did they come to her, she responded that in the early stages of a vertical, she had to outsource to key infrastructure partners. Bailey explained Apple's decision to launch its own Apple Card and Apple Savings. The Apple Card was developed with the intention of promoting financial health. Apple prioritized a mobile-first experience with features like the interest wheel, no fees, and visual tracking of spending. Daily Cash was introduced as a transparent rewards program, providing immediate cash back that users could spend or save. The timing was fantastic when launching the savings account due to rising interest rates, leading to more and more customers investing. Reflecting on her time leading Apple Pay and Apple Wallet, Bailey expressed pride in moments like seeing Apple Pay used seamlessly for transit in Tokyo and setting a new standard for card offerings and business practices with the Apple Card. Lastly, Bailey advises entrepreneurs to stay focused on the customer experience and to remain patient and tenacious in pursuing their vision.