Antoine Le Nel

Payback-wise, how's that changed over time? It doesn't necessarily change. I think, again, it all depends on, it's a market-by-market thing in some ways. We're very standardized, so it's very stable. It's very stable. We haven't changed much. What's the hardest thing about your role today, Antoine? It's a bit what I was saying about the living animal of the growth engine.

Payback-wise, how's that changed over time? It doesn't necessarily change. I think, again, it all depends on, it's a market-by-market thing in some ways. We're very standardized, so it's very stable. It's very stable. We haven't changed much. What's the hardest thing about your role today, Antoine? It's a bit what I was saying about the living animal of the growth engine.

Payback-wise, how's that changed over time? It doesn't necessarily change. I think, again, it all depends on, it's a market-by-market thing in some ways. We're very standardized, so it's very stable. It's very stable. We haven't changed much. What's the hardest thing about your role today, Antoine? It's a bit what I was saying about the living animal of the growth engine.

I mean, we've built an engine that is working today, but it doesn't mean that it's going to work forever. You need to progressively evolve it pieces by pieces. That's very difficult. When you know something works and you need to keep iterating so that you make sure it keeps working and you keep being one step ahead of everyone. That's difficult.

I mean, we've built an engine that is working today, but it doesn't mean that it's going to work forever. You need to progressively evolve it pieces by pieces. That's very difficult. When you know something works and you need to keep iterating so that you make sure it keeps working and you keep being one step ahead of everyone. That's difficult.

I mean, we've built an engine that is working today, but it doesn't mean that it's going to work forever. You need to progressively evolve it pieces by pieces. That's very difficult. When you know something works and you need to keep iterating so that you make sure it keeps working and you keep being one step ahead of everyone. That's difficult.

It's always this idea of the cow getting eaten from the back and you realize really late that actually you're gone. Staying on top of it, even though it's working really well, never be complacent about the success we have. We rarely look back at Revolut. We're never happy about our success. It's very rare we reach our targets. We never reach our targets because our targets are much greater than

It's always this idea of the cow getting eaten from the back and you realize really late that actually you're gone. Staying on top of it, even though it's working really well, never be complacent about the success we have. We rarely look back at Revolut. We're never happy about our success. It's very rare we reach our targets. We never reach our targets because our targets are much greater than

It's always this idea of the cow getting eaten from the back and you realize really late that actually you're gone. Staying on top of it, even though it's working really well, never be complacent about the success we have. We rarely look back at Revolut. We're never happy about our success. It's very rare we reach our targets. We never reach our targets because our targets are much greater than

than what we're achieving. So I think it's... If you never set targets that can be hit, does it not just lead to bad morale? At the end of the day, you know, between the way this works and the way Google does OKRs, you know, where we know, I mean, OKRs, I mean, you know, the theory about OKRs, you should always be around 70, 80% of achievement. It's the same thing, you know.

than what we're achieving. So I think it's... If you never set targets that can be hit, does it not just lead to bad morale? At the end of the day, you know, between the way this works and the way Google does OKRs, you know, where we know, I mean, OKRs, I mean, you know, the theory about OKRs, you should always be around 70, 80% of achievement. It's the same thing, you know.

than what we're achieving. So I think it's... If you never set targets that can be hit, does it not just lead to bad morale? At the end of the day, you know, between the way this works and the way Google does OKRs, you know, where we know, I mean, OKRs, I mean, you know, the theory about OKRs, you should always be around 70, 80% of achievement. It's the same thing, you know.

So you need to be ambitious, but realistic.

So you need to be ambitious, but realistic.

So you need to be ambitious, but realistic.

Reaching 80% of your target, that's good. You said there about kind of making sure that you're not the cow that gets eaten from behind. How do you do meetings with the growth team? What does that look like? Is it like a weekly brainstorm where like you throw shit at the wall and get creative? How does that look in terms of the ideation amongst the growth team?

Reaching 80% of your target, that's good. You said there about kind of making sure that you're not the cow that gets eaten from behind. How do you do meetings with the growth team? What does that look like? Is it like a weekly brainstorm where like you throw shit at the wall and get creative? How does that look in terms of the ideation amongst the growth team?

Reaching 80% of your target, that's good. You said there about kind of making sure that you're not the cow that gets eaten from behind. How do you do meetings with the growth team? What does that look like? Is it like a weekly brainstorm where like you throw shit at the wall and get creative? How does that look in terms of the ideation amongst the growth team?

Yeah, well, we have a very, it's extremely standardized, extremely processed. We work on weekly cycles. In the growth team, we have, I think it's 20, 25 different teams, you know. 25 different teams? Yeah, because we work as a matrix, you know, so you have the channel people, and then you have the local people, and all of those are teams, you know.

Yeah, well, we have a very, it's extremely standardized, extremely processed. We work on weekly cycles. In the growth team, we have, I think it's 20, 25 different teams, you know. 25 different teams? Yeah, because we work as a matrix, you know, so you have the channel people, and then you have the local people, and all of those are teams, you know.