Antoine Le Nel

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.

And then we run, so I run weekly business review for all those teams. So I meet all the teams every week. And those are mostly, so obviously we review numbers, but it's more like problem solving sessions. You know, we bring a problem and we try to solve it together. And then they have a week, they solve it. And then we reiterate the week after, we reiterate, we reiterate.

And then we run, so I run weekly business review for all those teams. So I meet all the teams every week. And those are mostly, so obviously we review numbers, but it's more like problem solving sessions. You know, we bring a problem and we try to solve it together. And then they have a week, they solve it. And then we reiterate the week after, we reiterate, we reiterate.

And then we run, so I run weekly business review for all those teams. So I meet all the teams every week. And those are mostly, so obviously we review numbers, but it's more like problem solving sessions. You know, we bring a problem and we try to solve it together. And then they have a week, they solve it. And then we reiterate the week after, we reiterate, we reiterate.

I think the power of very short cycles is that there's no time wasted in presenting in the sense that if you had a meeting only once a month and so on, you would actually spend, I mean, we know how teams are, you know, they spend the last two, three days just preparing the presentation for the exec. It's a waste of time. Such bullshit.

I think the power of very short cycles is that there's no time wasted in presenting in the sense that if you had a meeting only once a month and so on, you would actually spend, I mean, we know how teams are, you know, they spend the last two, three days just preparing the presentation for the exec. It's a waste of time. Such bullshit.

I think the power of very short cycles is that there's no time wasted in presenting in the sense that if you had a meeting only once a month and so on, you would actually spend, I mean, we know how teams are, you know, they spend the last two, three days just preparing the presentation for the exec. It's a waste of time. Such bullshit.

While when you run it every week, I mean, they're not preparing the meetings. So you just start the meeting, say, okay, so where are we at? And so on, you know, you prepare a lot less, you know, the meeting and you just bring the JIRA board and you just bring the dashboard and you just look at it and then you just try to solve the problem, you know, with no specific preparation.

While when you run it every week, I mean, they're not preparing the meetings. So you just start the meeting, say, okay, so where are we at? And so on, you know, you prepare a lot less, you know, the meeting and you just bring the JIRA board and you just bring the dashboard and you just look at it and then you just try to solve the problem, you know, with no specific preparation.

While when you run it every week, I mean, they're not preparing the meetings. So you just start the meeting, say, okay, so where are we at? And so on, you know, you prepare a lot less, you know, the meeting and you just bring the JIRA board and you just bring the dashboard and you just look at it and then you just try to solve the problem, you know, with no specific preparation.

And then you iterate, you iterate, you iterate, and then you get very regular feedback. So you don't get surprised, like you work on something for a month and then you get at some point say, no, that's not the right direction you need to go. So you course correct things very, very quickly.

And then you iterate, you iterate, you iterate, and then you get very regular feedback. So you don't get surprised, like you work on something for a month and then you get at some point say, no, that's not the right direction you need to go. So you course correct things very, very quickly.

And then you iterate, you iterate, you iterate, and then you get very regular feedback. So you don't get surprised, like you work on something for a month and then you get at some point say, no, that's not the right direction you need to go. So you course correct things very, very quickly.

How many of these meetings do you have? 20, 25 a week. 20 to 25 a week. And they're half an hour each. Yeah. You must be like constantly in these meetings.

How many of these meetings do you have? 20, 25 a week. 20 to 25 a week. And they're half an hour each. Yeah. You must be like constantly in these meetings.

How many of these meetings do you have? 20, 25 a week. 20 to 25 a week. And they're half an hour each. Yeah. You must be like constantly in these meetings.

Yeah, but then I don't have ad hoc meetings. So there's already a meeting for every topic. So if you want to talk about something, there is already a meeting for you to talk about it. It's not like those agendas that look very different every week. You know, like my agenda looks exactly the same. I probably have my agenda until the end of year and mid next year and so on. It's already set.

Yeah, but then I don't have ad hoc meetings. So there's already a meeting for every topic. So if you want to talk about something, there is already a meeting for you to talk about it. It's not like those agendas that look very different every week. You know, like my agenda looks exactly the same. I probably have my agenda until the end of year and mid next year and so on. It's already set.

Yeah, but then I don't have ad hoc meetings. So there's already a meeting for every topic. So if you want to talk about something, there is already a meeting for you to talk about it. It's not like those agendas that look very different every week. You know, like my agenda looks exactly the same. I probably have my agenda until the end of year and mid next year and so on. It's already set.

I know exactly what I'm going to do. And then you just repeat, repeat, repeat, repeat.