Antoine Le Nel

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

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

How many people are in the team on the other end? Well, it depends. Depends on one, but between 10 and 40. That's a lot. How do you do like idea synthesis, idea discussion? I mean, shit, you've got 40 people that sometimes on a call.

How many people are in the team on the other end? Well, it depends. Depends on one, but between 10 and 40. That's a lot. How do you do like idea synthesis, idea discussion? I mean, shit, you've got 40 people that sometimes on a call.

How many people are in the team on the other end? Well, it depends. Depends on one, but between 10 and 40. That's a lot. How do you do like idea synthesis, idea discussion? I mean, shit, you've got 40 people that sometimes on a call.

Yeah, but you know, as well, those meetings are important, especially when we are remote working, because it helps connecting. And it's the place where you drive the culture. Even though you may not participate in that meeting, you see how it's happening. You see the expectations. You know, you understand what we're trying to achieve and how we're trying to deliver and so on.

Yeah, but you know, as well, those meetings are important, especially when we are remote working, because it helps connecting. And it's the place where you drive the culture. Even though you may not participate in that meeting, you see how it's happening. You see the expectations. You know, you understand what we're trying to achieve and how we're trying to deliver and so on.

Yeah, but you know, as well, those meetings are important, especially when we are remote working, because it helps connecting. And it's the place where you drive the culture. Even though you may not participate in that meeting, you see how it's happening. You see the expectations. You know, you understand what we're trying to achieve and how we're trying to deliver and so on.

So it's a great way for you to understand how things are working.

So it's a great way for you to understand how things are working.

So it's a great way for you to understand how things are working.

Are you able to be fully honest and true with all 40 men?

Are you able to be fully honest and true with all 40 men?

Are you able to be fully honest and true with all 40 men?

Oh yeah, yeah, yeah. They can tell you. I'm very transparent. I think that's the power of Revolut. And that's the same, I mean, with Nick and so on. I mean, like, we are working in full transparency. There's no surprises at Revolut.

Oh yeah, yeah, yeah. They can tell you. I'm very transparent. I think that's the power of Revolut. And that's the same, I mean, with Nick and so on. I mean, like, we are working in full transparency. There's no surprises at Revolut.

Oh yeah, yeah, yeah. They can tell you. I'm very transparent. I think that's the power of Revolut. And that's the same, I mean, with Nick and so on. I mean, like, we are working in full transparency. There's no surprises at Revolut.

Because if you take a decision and the decision is no, and then you can appeal in a way, you know, to try to negotiate, to make it yes, like every companies do, you know, and then you add up time, you add up those ad hoc meetings, or let's do another meeting to really look at it and then do another one. And so, no, if we say yes, it's yes. If we say no, it's no. And then we move on.

Because if you take a decision and the decision is no, and then you can appeal in a way, you know, to try to negotiate, to make it yes, like every companies do, you know, and then you add up time, you add up those ad hoc meetings, or let's do another meeting to really look at it and then do another one. And so, no, if we say yes, it's yes. If we say no, it's no. And then we move on.

Because if you take a decision and the decision is no, and then you can appeal in a way, you know, to try to negotiate, to make it yes, like every companies do, you know, and then you add up time, you add up those ad hoc meetings, or let's do another meeting to really look at it and then do another one. And so, no, if we say yes, it's yes. If we say no, it's no. And then we move on.