Antoine Le Nel

Sure. I didn't know if London versus Brazil could be different. Brazil has very different ways of paying for things. They have different ways of bulking payments.

Sure. I didn't know if London versus Brazil could be different. Brazil has very different ways of paying for things. They have different ways of bulking payments.

Sure. I didn't know if London versus Brazil could be different. Brazil has very different ways of paying for things. They have different ways of bulking payments.

Yeah, I mean, that's fair. But you adapt your model depending on the product that you sell. You know, we're not selling the same product necessarily in the same market. So you can cut it down at the product level. But then at the end of the day, if it's a debit card, it's a debit card. And if it's FX, it's FX. How do you choose which markets to go to? Well, we want to be everywhere.

Yeah, I mean, that's fair. But you adapt your model depending on the product that you sell. You know, we're not selling the same product necessarily in the same market. So you can cut it down at the product level. But then at the end of the day, if it's a debit card, it's a debit card. And if it's FX, it's FX. How do you choose which markets to go to? Well, we want to be everywhere.

Yeah, I mean, that's fair. But you adapt your model depending on the product that you sell. You know, we're not selling the same product necessarily in the same market. So you can cut it down at the product level. But then at the end of the day, if it's a debit card, it's a debit card. And if it's FX, it's FX. How do you choose which markets to go to? Well, we want to be everywhere.

Like the objective for us is to be in every single market. I mean, we don't say we want to be there and not there. No, we want to be everywhere. So we just take the list and we try to see which ones are probably easier, quicker and so on. But at the end of the day, we want to be everywhere. Which market was the worst or hardest? And what did you learn from it?

Like the objective for us is to be in every single market. I mean, we don't say we want to be there and not there. No, we want to be everywhere. So we just take the list and we try to see which ones are probably easier, quicker and so on. But at the end of the day, we want to be everywhere. Which market was the worst or hardest? And what did you learn from it?

Like the objective for us is to be in every single market. I mean, we don't say we want to be there and not there. No, we want to be everywhere. So we just take the list and we try to see which ones are probably easier, quicker and so on. But at the end of the day, we want to be everywhere. Which market was the worst or hardest? And what did you learn from it?

If I park China, obviously, which is a very different market. It's quite a difficult one. It's not an easy one to get your hands on. It's only a billion two.

If I park China, obviously, which is a very different market. It's quite a difficult one. It's not an easy one to get your hands on. It's only a billion two.

If I park China, obviously, which is a very different market. It's quite a difficult one. It's not an easy one to get your hands on. It's only a billion two.

Come on, Nick, founder mode. So let's park China for a second. And you see, that's the thing that I've seen as well. My experience at King was the most important. I think the idea of localization is completely overrated. I don't believe in localization. That we saw at King, it was the same creative working globally everywhere, with one exception, Japan. Japan is different.

Come on, Nick, founder mode. So let's park China for a second. And you see, that's the thing that I've seen as well. My experience at King was the most important. I think the idea of localization is completely overrated. I don't believe in localization. That we saw at King, it was the same creative working globally everywhere, with one exception, Japan. Japan is different.

Come on, Nick, founder mode. So let's park China for a second. And you see, that's the thing that I've seen as well. My experience at King was the most important. I think the idea of localization is completely overrated. I don't believe in localization. That we saw at King, it was the same creative working globally everywhere, with one exception, Japan. Japan is different.

I have to say Japan is a different beast. But the rest is the same. It's one global market. And I think that the consumer interest, what people are clicking on is the exact same thing. The extra performance you would get by being a lot more localized is not worth the effort. And that's what we're seeing. I mean, like, I mean, at King and we see that the same, you know, at Revolut.

I have to say Japan is a different beast. But the rest is the same. It's one global market. And I think that the consumer interest, what people are clicking on is the exact same thing. The extra performance you would get by being a lot more localized is not worth the effort. And that's what we're seeing. I mean, like, I mean, at King and we see that the same, you know, at Revolut.

I have to say Japan is a different beast. But the rest is the same. It's one global market. And I think that the consumer interest, what people are clicking on is the exact same thing. The extra performance you would get by being a lot more localized is not worth the effort. And that's what we're seeing. I mean, like, I mean, at King and we see that the same, you know, at Revolut.

I mean, we became number one. in Romania and Norway with the exact same strategy, I mean, the same thing, you know, and people say, oh, but it's Europe. Yeah, but I mean, if you've been to Romania and Norway, you would realize it's not exactly the same culture in the same country.

I mean, we became number one. in Romania and Norway with the exact same strategy, I mean, the same thing, you know, and people say, oh, but it's Europe. Yeah, but I mean, if you've been to Romania and Norway, you would realize it's not exactly the same culture in the same country.