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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than what we're achieving. So I think it's... If you never set targets that can be hit, does it not just lead to bad morale? At the end of the day, you know, between the way this works and the way Google does OKRs, you know, where we know, I mean, OKRs, I mean, you know, the theory about OKRs, you should always be around 70, 80% of achievement. It's the same thing, you know.
So you need to be ambitious, but realistic.
Reaching 80% of your target, that's good. You said there about kind of making sure that you're not the cow that gets eaten from behind. How do you do meetings with the growth team? What does that look like? Is it like a weekly brainstorm where like you throw shit at the wall and get creative? How does that look in terms of the ideation amongst the growth team?
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.
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.
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.
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.
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.
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?
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.
And there are some false positives. There are definitely some false positives where we may say yes and it should have been a no, and we said no and it should have been a yes. So I'm not saying it's perfect. It's not perfect at all. But at least we move a lot faster. And yes, there are some costs in terms of false positives, but it's a lot more powerful.
I was thinking to Gustav at Spotify, who's the CPO of Spotify, and he says, talk is cheap, so we should do a lot more of it. And it's the power of debate and discussion in teams. And it's just the flip side of this, which is, nope, it's black or it's white.
Yeah, because you don't add up time. You go quicker. Do you not lose creativity? I don't think creativity is necessarily... No, because you iterate so much, you create more, because you do more. You know, like, for example, if I need to do an ad, but then if I spend three months talking about it, instead of a week, I might only run two ads a year.
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