Matt Ring

And so those were the kind of two initial elements that we took, put them together.

And then what started to happen was you'd see that an extra large t-shirt size was actually something which previously we might have not even communicated at all.

And so that was the real moment when internally everyone started to realize that the thing that we needed to do was prepare ourselves.

And so that's probably the key, I think, insight that we found, which helps us then to unlock all of the other pieces of the process that we put in place.

Yeah.

It threw me the first time.

Let me just put it that way.

But go on, describe.

I'm just going to say, so I think it's a, you know, to be clear, I don't think we invented that.

I know we didn't.

But I believe it's kind of used in some kind of engineering teams and program management teams.

And so really, like I said, what we looked at was how much change is this going to require and how many people will that impact?

So to make an example of that, if you need every rider and every person in every restaurant to do something, that's a really big change.

So you have to tell lots of people about that big change.

If there is a new policy which Deliveroo is rolling out and it's going to impact all restaurants, you only need to tell a smaller group of people who are the ones who are making the decisions about operating on the platform.

Absolutely.

So that would be an extra small?

Correct.

Well, no, that wouldn't be an extra small.

That wouldn't be an extra small because of the size of the change.