Antoine Le Nel
speaker
219 appearances
1 recordings
1 series
first heard Oct 2024
last heard Oct 2024
Antoine Le Nel’s voice in public audio — every appearance, attributed to the second.
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I remember, you know, so I came from a place at King where we were later from a maturity perspective, you know, like, I mean, we had launched many games and so on. The business was doing fantastic and we were more in an optimization place. where I remember at some point we were running maybe 1,000 A-B tests in parallel and so on. It was a machine. The machine was really optimizing everything.
And I remember when I arrived at Revolut, there was not much A-B testing. And for me, I was shocked at it. I was like, what? I mean, you've got to do that. And then I discussed with people and so on. And what I realized is that there's a good reason as well why you don't want to do A-B testing. The first thing, product managers, they do A-B testing to get an idea of what the right product is.
If you're a good product manager, you don't need an A-B test. You should be able to know what is the right product. The second reason is because at Revolut, we wanted to do like 10x. Everything is 10x and so on. You don't need an A-B test to measure a 10x. You know, you do it, you see it goes up, it's good, you know. And the third reason is that A-B testing increases your type to market.
Because if you A-B test, you first need to do your A-B test, then you see which one wins, and then you launch. And then, I mean, when I joined Revolut, most of the time was like, no, I mean, you just launch, you know, you'll see, you know, you'll see if it works, you know, you just get there.
You know, while at King, I remember it was, I mean, you were A-B testing every single week on this small element. What if we change this or just that? And then you had multivariate testing and everything was super, super, super optimized and so on. But it's not at the same, we're not in the same place from a lifecycle perspective. You know, it was much later.
I mean, we'll get there, you know, at some point at Revolut when it would be more about optimizing than creating.
When we were just chatting before, you said that being at Revolut is like founder mode on steroids, I think was your description. Why so?
I mean, we have a great team of founders that are heavily involved in the business, which really is giving the tempo, the momentum to the whole company with the exact same approach and the exact same mindset since day one. And I think that's quite remarkable, the consistency of the approach 10 years after launch, you know, still the same mindset and so on.
And I think that's extremely powerful. It's interesting beforehand you said the real question with founder mode is actually how long you can keep it up.
Yeah.
And saying how Nick's dedication today is just as much as it was when you joined. Absolutely. Is incredible. But I don't think people actually ask the question of the sustenance of the founder mode. Today we are building a growth engine with Revolut. I mean the numbers are just insane and it seems to be getting quicker. Yeah, it is. It is. It is. Can we just start there, actually?
I spoke to so many people, investors in the business, and they're like, Harry, it's meant to slow down. They're getting faster and better. How?
Yeah. I mean, the thing with what we build, we build an engine, which is a combination of many, many things, meaning there's no because you have two types of growth. You have the growth that are made of, let's say, launches, let's say, marketing campaigns and some coup, you know, like you make a big marketing coup, you know, and then you get the spike and so on. There's none of that at Revolut.
You're probably going to ask me, what is the one thing that really worked at Revolut? I can't tell you. It's a combination of so many things in the growth engine. And because they all add up, when you look at the growth of Revolut, it's just very steady. And it's steady and it's accelerating week after week. We just monitor every week.
The acceleration keeps on going just because the engine gets more and more optimized as we are progressing. And for now, we definitely don't see the limit, even in our mature markets. which is quite crazy.
Your product velocity is insane. How do you have such high product velocity?
So the organization is very, very flat. And we are making sure that every team is as self-sufficient as possible. And that's what really builds the agility. If you're self-sufficient in building what you have to build, you just go, you know, with it. And we run more quarterly cycles and so on. And we have a very high pace.
But because there's no interdependencies between the different things that we build, at the end of the day, we are splitting the companies as many startups as possible. I know like big organizations who say, oh, you know, those are silos. People are not collaborating, et cetera, et cetera.
You know, you need to always find the right balance between coordinating things while giving the right amount of focus. And I think that's what we are doing pretty well at Revolut, where every team has a huge amount of autonomy and of focus to really go very fast in what they do.
when one's not working do you cut it do you give it more time what does that look like no we cut quite fast we cut quite fast yeah yeah when something is not working what did you try that didn't work as planned and you cut and what did you learn i mean on the marketing side there's been some some campaigns for example that we've been running in some in some countries where we've been using some
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