According to a recent LinkedIn post from Toss, the company is institutionalizing internal AI adoption through a weekly initiative called “AI Surf Day.” The post describes this as a dedicated Friday program aimed at making employees “AI-native,” with time set aside to study, experiment, and deploy AI-enabled ways of working across teams.
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The LinkedIn post highlights several structures supporting this effort, including AI Surf Weekly for sharing experiments, AI Surf Clubs formed around specific AI topics, and a network of about 140 “AI Surf Evangelists” who promote tools, run workshops, and consolidate learnings into shared assets. The initiative is framed as culture-building rather than output-driven, focusing on turning individual knowledge into reusable, organization-wide resources.
For investors, the post suggests Toss is investing in broad-based AI capability building rather than isolated pilot projects, which could increase operating leverage if productivity gains materialize across functions. Embedding AI skills and knowledge-sharing at scale may help the company accelerate product iteration, reduce manual processes, and strengthen its competitive position in digital financial services.
If effective, this AI-centric culture could support margin expansion over time by lowering unit costs or enabling higher-value services without proportional headcount growth. It may also improve talent attraction and retention among employees who prioritize working in AI-forward environments, potentially reinforcing Toss’s ability to innovate quickly in a sector where technology differentiation is crucial.