Antoine Le Nel

It's really poor. I mean, Chime, you know, is probably a quarter of the enterprise value of Revolut now.

I think there is a negative correlation between the maturity of the economy and the penetration of fintech. Take the other example, Germany. Germany, like there's no, I mean, like the penetration of fintech in Germany is extremely low, extremely low, you know, as well. Why is that?

I think there is a negative correlation between the maturity of the economy and the penetration of fintech. Take the other example, Germany. Germany, like there's no, I mean, like the penetration of fintech in Germany is extremely low, extremely low, you know, as well. Why is that?

I think there is a negative correlation between the maturity of the economy and the penetration of fintech. Take the other example, Germany. Germany, like there's no, I mean, like the penetration of fintech in Germany is extremely low, extremely low, you know, as well. Why is that?

While if you look at the penetration of fintech in India or in Pakistan or in some places in Africa, in Indonesia and in all those places, it's like way more mature. You know, you have a lot more, you know, from a penetration perspective. Why?

While if you look at the penetration of fintech in India or in Pakistan or in some places in Africa, in Indonesia and in all those places, it's like way more mature. You know, you have a lot more, you know, from a penetration perspective. Why?

While if you look at the penetration of fintech in India or in Pakistan or in some places in Africa, in Indonesia and in all those places, it's like way more mature. You know, you have a lot more, you know, from a penetration perspective. Why?

You know, it's a bit like, you know, in telecoms, the penetration of mobile actually went super high because ultimately what they did, the jump generation, they never built any ADSL cable, et cetera, et cetera. You know, it's like, you know what? Screw it.

You know, it's a bit like, you know, in telecoms, the penetration of mobile actually went super high because ultimately what they did, the jump generation, they never built any ADSL cable, et cetera, et cetera. You know, it's like, you know what? Screw it.

You know, it's a bit like, you know, in telecoms, the penetration of mobile actually went super high because ultimately what they did, the jump generation, they never built any ADSL cable, et cetera, et cetera. You know, it's like, you know what? Screw it.

We just jump directly to the next generation. You mentioned the global element there of, you know, Taiwan and Indonesia and then Germany. You live in Barcelona and you have a remote team. You very much believe in the power of remote teams. Can you unpack that for me? Why? So not everything is good about remote, first of all.

We just jump directly to the next generation. You mentioned the global element there of, you know, Taiwan and Indonesia and then Germany. You live in Barcelona and you have a remote team. You very much believe in the power of remote teams. Can you unpack that for me? Why? So not everything is good about remote, first of all.

We just jump directly to the next generation. You mentioned the global element there of, you know, Taiwan and Indonesia and then Germany. You live in Barcelona and you have a remote team. You very much believe in the power of remote teams. Can you unpack that for me? Why? So not everything is good about remote, first of all.

What's bad about remote? I mean, like the human contact, you know, I think as well. I mean, at some point you need to be with people and so on, especially when you're early on in your career and so on. For some people it doesn't work, you know, be alone at home and so on.

What's bad about remote? I mean, like the human contact, you know, I think as well. I mean, at some point you need to be with people and so on, especially when you're early on in your career and so on. For some people it doesn't work, you know, be alone at home and so on.

What's bad about remote? I mean, like the human contact, you know, I think as well. I mean, at some point you need to be with people and so on, especially when you're early on in your career and so on. For some people it doesn't work, you know, be alone at home and so on.

How often do you get together now? Once a year. So you do once a year meetups, that's frequent. That's really good for the loneliness pandemic. Well done, Anton. Once-a-year meetups, that's the downside. Why do we think it's great?

How often do you get together now? Once a year. So you do once a year meetups, that's frequent. That's really good for the loneliness pandemic. Well done, Anton. Once-a-year meetups, that's the downside. Why do we think it's great?

How often do you get together now? Once a year. So you do once a year meetups, that's frequent. That's really good for the loneliness pandemic. Well done, Anton. Once-a-year meetups, that's the downside. Why do we think it's great?

A few things that are very good. You get a lot more efficient in the way you're running meetings. Meetings are a lot more efficient when you run things remotely, meaning you can actually have meetings of... 15 minutes or 30 minutes, it works. A meeting of 15 minutes remotely works. In the real world, it doesn't work, a meeting of 15 minutes.