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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Appearances
Well, if I only talk about it for a week, I can run four a year, so I can iterate more. So I think, yes, maybe the inception time is shorter, much shorter, you know, so maybe, yeah, there's less discussion, bouncing back and so on, bouncing ideas and so on. But because you do a lot more, at the end of the day, you get more stuff done. I think from a creativity perspective, it still works.
How do you think about Revolute US? The US is always the big golden nut to crack. Everyone's tried it. How do you think about how to crack the US?
It's interesting, you know, because when you look at it, even local fintechs, they're not that big. No, I mean, your Chime is probably one of the biggest. Yeah, I mean, Cash App is, but it's not that big, you know, when you consider the size of the US.
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?
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.
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.
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.
The second aspect, I feel like it's a great equalizer versus physical meetings in the sense that dominant people get flattened out by the video conference system. For example, I know I have a dominant nature. So where I sit in the room matters. And then the presence you can have physically, you know, in a meeting room matters, you know, because we talk a lot about diversity and so on.
I think that the diversity aspect that is a bit overlooked is introvert versus extrovert. And I think in the world of remote, I think it gives a much stronger chance to introvert people, more introvert people, to have a deeper impact in meetings compared to in real life. The system into where you raise a hand to talk, you don't really raise a hand in a physical meeting.
You know, like some people just don't get the opportunity to say what they want to say in a physical meeting, you know, because it did not happen. You know, people... people tend to cut off each other, et cetera, et cetera. So sometimes the dynamic can be quite polluted.
While when you're on the video conference, press the button to raise the hand and then people will let you speak in a very polite way and so on. So I think that works really well. That is the best invention
Do you not think that we need to develop some social skills and say, I'm so sorry, Antoine, do you mind if I just jump in here? Actually, I was thinking this. Like, I think we... But it's not easy for everyone to say that. No, but you learn and you grow. But that's how you do it. It's like anything you learn by doing. And we are creating an escape valve for people to not learn.
And actually, the lessons for everything in life is in the cracks. Me and you come out of a customer pitch. And on the tube home, you're like, Harry, what did you notice about that? What did we do well? What did we not do well? You never have postmortems in a remote world.
Well, yes and no. So because the way we work, the post-mortem, I have all my business review, as I was mentioning, but then I have the same ones as one-on-ones with the lead of every single of those business review that I use as feedback session of the previous business review.
But then you've got 50 meetings a week.
Yeah. Ultimately, you know, it's a loop where I use business review, where I give a lot of my inputs, but I use my one-on-ones to receive the feedback from what we talked about. And that's this way. I have a touch point pretty much every other day with all my team leads, etc., etc., you know, whether it's in a meeting or whether it's in one-on-one.
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