Antoine Le Nel

I hope you've got a lot of cash in your account because the interest premium is going to have to be big for that one.

I hope you've got a lot of cash in your account because the interest premium is going to have to be big for that one.

I hope you've got a lot of cash in your account because the interest premium is going to have to be big for that one.

But you get now as well, we've launched RevPoint, you know, the loyalty program, which is giving you miles and so on. And it's almost, it's much stronger once you, I mean, depending on which plan you're on. And that drives a lot of loyalty. You've worked with Nick now for a number of years. What makes him so good? It's his resilience. It's his ability to focus effectively.

But you get now as well, we've launched RevPoint, you know, the loyalty program, which is giving you miles and so on. And it's almost, it's much stronger once you, I mean, depending on which plan you're on. And that drives a lot of loyalty. You've worked with Nick now for a number of years. What makes him so good? It's his resilience. It's his ability to focus effectively.

But you get now as well, we've launched RevPoint, you know, the loyalty program, which is giving you miles and so on. And it's almost, it's much stronger once you, I mean, depending on which plan you're on. And that drives a lot of loyalty. You've worked with Nick now for a number of years. What makes him so good? It's his resilience. It's his ability to focus effectively.

He mastered the helicopter view where he's flying around everything. And then when he sees a problem, he lands and he lands and then he cracks it. And then he goes deep, deep, deep, deep, deep. And then once it's solved, takes off again, flies around, sees where there's another problem, lands, dig, dig, dig, fix it, and then starts again and keeps on going.

He mastered the helicopter view where he's flying around everything. And then when he sees a problem, he lands and he lands and then he cracks it. And then he goes deep, deep, deep, deep, deep. And then once it's solved, takes off again, flies around, sees where there's another problem, lands, dig, dig, dig, fix it, and then starts again and keeps on going.

He mastered the helicopter view where he's flying around everything. And then when he sees a problem, he lands and he lands and then he cracks it. And then he goes deep, deep, deep, deep, deep. And then once it's solved, takes off again, flies around, sees where there's another problem, lands, dig, dig, dig, fix it, and then starts again and keeps on going.

How have you changed as an operator working with him?

How have you changed as an operator working with him?

How have you changed as an operator working with him?

I've taken his approach of managing my teams, what we said about beating them weekly. Yeah, I mean, like the whole problem-solving thing. We are all here to solve problems. I'm not going in meetings to hear how good you're doing, which is what most meetings are about in the corporate world.

I've taken his approach of managing my teams, what we said about beating them weekly. Yeah, I mean, like the whole problem-solving thing. We are all here to solve problems. I'm not going in meetings to hear how good you're doing, which is what most meetings are about in the corporate world.

I've taken his approach of managing my teams, what we said about beating them weekly. Yeah, I mean, like the whole problem-solving thing. We are all here to solve problems. I'm not going in meetings to hear how good you're doing, which is what most meetings are about in the corporate world.

You bring the exec so that you do a nice presentation about how good your latest campaign was, and then you move to the next one. And then at the end, the diary of an exec is just that everyone is like, oh, wow, we're amazing, and so on. And that's really not. Yeah, of course, it's important to see what's working well. But I really want to know where the problems are.

You bring the exec so that you do a nice presentation about how good your latest campaign was, and then you move to the next one. And then at the end, the diary of an exec is just that everyone is like, oh, wow, we're amazing, and so on. And that's really not. Yeah, of course, it's important to see what's working well. But I really want to know where the problems are.

You bring the exec so that you do a nice presentation about how good your latest campaign was, and then you move to the next one. And then at the end, the diary of an exec is just that everyone is like, oh, wow, we're amazing, and so on. And that's really not. Yeah, of course, it's important to see what's working well. But I really want to know where the problems are.

We can find a solution collectively, you know, into solving it. That's the thing that is very, very powerful.

We can find a solution collectively, you know, into solving it. That's the thing that is very, very powerful.