Torsten Reil

And you kind of tolerate it quite often as a founder. You tolerate it up to a point where you think, this doesn't feel like my company anymore. Like, what happened? That happened to me at Natural Motion, by the way, at some point. And it's really painful for a founder.

But the reality is that if you want to counteract that, you have to make performance management one of the main things that you do from the beginning. You have to commit to it early on. And that means that you have to do the performance management. But probably as importantly, you have to also do what we call performance management calibration with all the leaders.

But the reality is that if you want to counteract that, you have to make performance management one of the main things that you do from the beginning. You have to commit to it early on. And that means that you have to do the performance management. But probably as importantly, you have to also do what we call performance management calibration with all the leaders.

But the reality is that if you want to counteract that, you have to make performance management one of the main things that you do from the beginning. You have to commit to it early on. And that means that you have to do the performance management. But probably as importantly, you have to also do what we call performance management calibration with all the leaders.

So what we do at Helsing is that every quarter we get one cohort, so one quarter of the leaders together, and they go through all the performance ratings that they gave their people and their teams.

So what we do at Helsing is that every quarter we get one cohort, so one quarter of the leaders together, and they go through all the performance ratings that they gave their people and their teams.

So what we do at Helsing is that every quarter we get one cohort, so one quarter of the leaders together, and they go through all the performance ratings that they gave their people and their teams.

And then the leadership team listens to it and gives feedback, not necessarily on the person, but actually to the way they rate the performance and help them calibrate it against what good looks like at Helsing, either because they've been too harsh or vice versa, because they've been too lenient.

And then the leadership team listens to it and gives feedback, not necessarily on the person, but actually to the way they rate the performance and help them calibrate it against what good looks like at Helsing, either because they've been too harsh or vice versa, because they've been too lenient.

And then the leadership team listens to it and gives feedback, not necessarily on the person, but actually to the way they rate the performance and help them calibrate it against what good looks like at Helsing, either because they've been too harsh or vice versa, because they've been too lenient.

And we do this religiously and it creates a culture of, I think, a well-calibrated performance system. And you need that because otherwise you end up with a lot of unfairness and also with not enough scrutiny, to be honest. When you put someone on a performance improvement plan, it does not work from there.

And we do this religiously and it creates a culture of, I think, a well-calibrated performance system. And you need that because otherwise you end up with a lot of unfairness and also with not enough scrutiny, to be honest. When you put someone on a performance improvement plan, it does not work from there.

And we do this religiously and it creates a culture of, I think, a well-calibrated performance system. And you need that because otherwise you end up with a lot of unfairness and also with not enough scrutiny, to be honest. When you put someone on a performance improvement plan, it does not work from there.

I've seen actually quite a lot of people turn around, including at my previous company as well, on a performance management plan. So it's not a foregone conclusion.

I've seen actually quite a lot of people turn around, including at my previous company as well, on a performance management plan. So it's not a foregone conclusion.

I've seen actually quite a lot of people turn around, including at my previous company as well, on a performance management plan. So it's not a foregone conclusion.

Helsing Speed is something that I nicked from Zynga. Zynga had Zynga Speed. And Helsing Speed is basically... Incredibly creative. Very creative. And we, as the founders, felt very early on that speed was one of the most important things. When we started, I mean, a couple of things. When we started, we wanted to be fast because we needed to be fast. We had to catch up.

Helsing Speed is something that I nicked from Zynga. Zynga had Zynga Speed. And Helsing Speed is basically... Incredibly creative. Very creative. And we, as the founders, felt very early on that speed was one of the most important things. When we started, I mean, a couple of things. When we started, we wanted to be fast because we needed to be fast. We had to catch up.

Helsing Speed is something that I nicked from Zynga. Zynga had Zynga Speed. And Helsing Speed is basically... Incredibly creative. Very creative. And we, as the founders, felt very early on that speed was one of the most important things. When we started, I mean, a couple of things. When we started, we wanted to be fast because we needed to be fast. We had to catch up.

I mean, it felt already, we started the company in 2021, that something was brewing, the geopolitical kind of tectonic plates were shifting, and we felt that we had no time to lose. The reason we raised quite a bit of money from the beginning was because we wanted to make sure that we could be fast, and speed became one of the main things for us.