Matt Ring

I think I'm going to continue to talk about the example that we've talked about, which is the rider check-in.

And this was a massive global priority for the business.

And it's really difficult to organize and prepare frontline teams in multiple markets to be ready for something which seems relatively innocuous, but actually requires a large amount of change from

All three sides of the marketplace.

So the frontline team, the restaurant, and the riders as well.

And so this was done kind of six to nine months ago.

But the good thing about it was that it was a demonstration of all of the constituent parts of our model working exceptionally well.

Really, really good planning upfront, alignment on goals, which ladders up to the company goals, preparation for different segments within the business as well.

So that's something that I think in the early days we forgot about because we just couldn't scale it.

But with a massive change like that, we've now got to a point where when we need to, we're getting under the skin of, okay, if I am someone who thinks about has a portfolio of 400 clients, what's my interaction versus someone who looks after one large enterprise client?

And that's very common in all businesses, right?

But being able to prepare those teams and those partners effectively and do that at scale across nine markets was very, very proud of that.

And the adoption of that product has continued to grow exceptionally well because of the way that we prepared and delivered that change.

Yeah.

Yeah.

And I think that's my experience of being in the frontline role.

I felt this acutely, right?

And I think we've all felt that.

You're looking after an account or a set of accounts and you get something from central and it's just not going to land.

You know it's not going to land, so you go and change it.