Matt Ring

We were growing quickly.

We were making a lot of progress.

But what was happening was those things were happening very much in isolation.

So we would find, for example, that something which the account teams had been crying out for for well over a year, when it finally launched, nobody used it.

And that was probably the key moment when we realized, well, actually, the reason that no one's using it is because firstly, no one knew about it.

And secondly, no one was prepared for the change that it required.

And no one being both the account teams and then also our end customers, which in this case was the restaurants.

And so I think it was that one moment that we'd observed this over a number of years and it really came to fruition when so much effort had been put into that thing that was being built for it to effectively fall and not be used again.

Yeah, absolutely, absolutely.

And there were pockets like there are in any organization where you've got a group of people who are,

perhaps more interested in understanding or not interested, but they're really keen to understand how do we really land this effectively.

And so we identified a small group who are focused on launching a product around the interaction between a rider and a restaurant.

So when the rider goes into the restaurant, they have to do certain things and the restaurant has to do certain things.

And that group of people spent much more time thinking about, okay, how do we better plan and prepare all of the audience for change?

What are the assets and the materials that we need to provide those two audiences or multiple audience with?

I mean, how much time do we need to give them?

And that was actually like the formation of what is now the go-to-market engine at Deliveroo.

So the way that we thought about this was, you know, we need to try and organize everybody in the same way, which is quite a boring thing to try and do, really.

And so we've faced kind of significant internal pushback.

for that change if it makes sense so what we did was we said okay what's been going on today we've really been looking at what are these products and these processes and these tools and how big are they rather than how much change they require so we created a simple framework using t-shirt sizes to say how much change does this require and how many people is it going to impact