TS Anil

I mean, you don't have a business then. I can't believe returns. Exactly that, right? If it's the business you're in, own the whole damn value chain and get great at it.

I mean, you don't have a business then. I can't believe returns. Exactly that, right? If it's the business you're in, own the whole damn value chain and get great at it.

I mean, you don't have a business then. I can't believe returns. Exactly that, right? If it's the business you're in, own the whole damn value chain and get great at it.

Do you agree? No, I don't agree at all. They may be the hardest, they may be the most annoying and painful things, but sadly they're not. How do you run a business and build it to scale if your team is not aligned with what you're trying to do? How do you run a business where people that are closest to the decision, closest to the customer, are not freaking empowered to do the right thing?

Do you agree? No, I don't agree at all. They may be the hardest, they may be the most annoying and painful things, but sadly they're not. How do you run a business and build it to scale if your team is not aligned with what you're trying to do? How do you run a business where people that are closest to the decision, closest to the customer, are not freaking empowered to do the right thing?

Do you agree? No, I don't agree at all. They may be the hardest, they may be the most annoying and painful things, but sadly they're not. How do you run a business and build it to scale if your team is not aligned with what you're trying to do? How do you run a business where people that are closest to the decision, closest to the customer, are not freaking empowered to do the right thing?

How do you build that? I get it. They're big words and they're annoying words and they're bandied around all the time in ways that like strategy and synergy and, you know.

How do you build that? I get it. They're big words and they're annoying words and they're bandied around all the time in ways that like strategy and synergy and, you know.

How do you build that? I get it. They're big words and they're annoying words and they're bandied around all the time in ways that like strategy and synergy and, you know.

I'd say there was two things that we needed to build real alignment on early. At the more senior levels, there was this false binary of, are we a tech company or are we a bank? And I say that's a false binary in the same way that I wouldn't expect the world's best e-commerce companies to say, are we a retailer or are we a tech company? You're both, but straddle it all.

I'd say there was two things that we needed to build real alignment on early. At the more senior levels, there was this false binary of, are we a tech company or are we a bank? And I say that's a false binary in the same way that I wouldn't expect the world's best e-commerce companies to say, are we a retailer or are we a tech company? You're both, but straddle it all.

I'd say there was two things that we needed to build real alignment on early. At the more senior levels, there was this false binary of, are we a tech company or are we a bank? And I say that's a false binary in the same way that I wouldn't expect the world's best e-commerce companies to say, are we a retailer or are we a tech company? You're both, but straddle it all.

So you don't frame a false binary that results in saying, I like this, I don't like that. So at the senior levels, there was that misalignment. I think at more junior levels, there was a misalignment about this idea of a mission and a business plan. And I would say a mission without a business plan is a bumper sticker. Anybody can write a strapline.

So you don't frame a false binary that results in saying, I like this, I don't like that. So at the senior levels, there was that misalignment. I think at more junior levels, there was a misalignment about this idea of a mission and a business plan. And I would say a mission without a business plan is a bumper sticker. Anybody can write a strapline.

So you don't frame a false binary that results in saying, I like this, I don't like that. So at the senior levels, there was that misalignment. I think at more junior levels, there was a misalignment about this idea of a mission and a business plan. And I would say a mission without a business plan is a bumper sticker. Anybody can write a strapline.

And our mission is going to be powerful because it's back to the business plan. making money work for everyone. That standing alone without a business plan to make it happen, right, is a strapline. You and I could write like five more in the next two minutes. But that with a business plan that reinforces it makes it incredibly powerful.

And our mission is going to be powerful because it's back to the business plan. making money work for everyone. That standing alone without a business plan to make it happen, right, is a strapline. You and I could write like five more in the next two minutes. But that with a business plan that reinforces it makes it incredibly powerful.

And our mission is going to be powerful because it's back to the business plan. making money work for everyone. That standing alone without a business plan to make it happen, right, is a strapline. You and I could write like five more in the next two minutes. But that with a business plan that reinforces it makes it incredibly powerful.

We were launching a new fee that we were going to charge customers for something. And we were, of course, doing it the Monza way, which was like wickedly transparent to the customers. They knew exactly how and when we were going to charge this thing. But I remember someone asking me in one of the meetings when we were discussing it,

We were launching a new fee that we were going to charge customers for something. And we were, of course, doing it the Monza way, which was like wickedly transparent to the customers. They knew exactly how and when we were going to charge this thing. But I remember someone asking me in one of the meetings when we were discussing it,