TS Anil

And then the last one-third is what I describe as good fees. And I say good fees because this is not stuff where we make money when customers make mistakes. It's not gotcha fees, right? These are fees like subscriptions when someone takes out a subscription product from us or on the marketplace of the original mortgage in the future, the interest margin that we make on the savings product.

So that's the last one-third.

So that's the last one-third.

So that's the last one-third.

So one of the products that we were really interested in building out was energy switching. And we shut that down, I want to say a year or two years ago now almost, because a few things happened, right? We thought it was a logical extension of the financial control center, helping people sort of get good choices and make good decisions.

So one of the products that we were really interested in building out was energy switching. And we shut that down, I want to say a year or two years ago now almost, because a few things happened, right? We thought it was a logical extension of the financial control center, helping people sort of get good choices and make good decisions.

So one of the products that we were really interested in building out was energy switching. And we shut that down, I want to say a year or two years ago now almost, because a few things happened, right? We thought it was a logical extension of the financial control center, helping people sort of get good choices and make good decisions.

Also amazing business on the origination side, if you can be that switching provider. So the market turned, right? When caps on energy costs and so on came in, right? That market changed and we just prioritized it lower. So we may get back to it if it becomes a thing again. That never quite worked out.

Also amazing business on the origination side, if you can be that switching provider. So the market turned, right? When caps on energy costs and so on came in, right? That market changed and we just prioritized it lower. So we may get back to it if it becomes a thing again. That never quite worked out.

Also amazing business on the origination side, if you can be that switching provider. So the market turned, right? When caps on energy costs and so on came in, right? That market changed and we just prioritized it lower. So we may get back to it if it becomes a thing again. That never quite worked out.

I mean, the big learning is to make sure that you stay close to customers always and are solving problems that they're seeing versus something that you think is intuitively right. So constantly learning, iterate fast. And I guess lastly, just the recognition that we're operating in a very dynamic market. So you have to roll with it.

I mean, the big learning is to make sure that you stay close to customers always and are solving problems that they're seeing versus something that you think is intuitively right. So constantly learning, iterate fast. And I guess lastly, just the recognition that we're operating in a very dynamic market. So you have to roll with it.

I mean, the big learning is to make sure that you stay close to customers always and are solving problems that they're seeing versus something that you think is intuitively right. So constantly learning, iterate fast. And I guess lastly, just the recognition that we're operating in a very dynamic market. So you have to roll with it.

I mean, we can take this back to 2020, right? The early weeks after I had started, it was important to do two or three things. The first was have high conviction in the two or three things that we were going to do. So focus and then make sure you got those across the finish line. Number one. Number two, I think it was this thing about playing across different horizons.

I mean, we can take this back to 2020, right? The early weeks after I had started, it was important to do two or three things. The first was have high conviction in the two or three things that we were going to do. So focus and then make sure you got those across the finish line. Number one. Number two, I think it was this thing about playing across different horizons.

I mean, we can take this back to 2020, right? The early weeks after I had started, it was important to do two or three things. The first was have high conviction in the two or three things that we were going to do. So focus and then make sure you got those across the finish line. Number one. Number two, I think it was this thing about playing across different horizons.

First horizon being stuff that you can ship in the next six to eight weeks. And then stuff that you knew had longer lead times, but you needed to get started now if you wanted to meet that thing that you wanted to launch in three quarters from now. So building a clear view of how do you play across these horizons and get going. So the subscriptions product that we launched in March,

First horizon being stuff that you can ship in the next six to eight weeks. And then stuff that you knew had longer lead times, but you needed to get started now if you wanted to meet that thing that you wanted to launch in three quarters from now. So building a clear view of how do you play across these horizons and get going. So the subscriptions product that we launched in March,

First horizon being stuff that you can ship in the next six to eight weeks. And then stuff that you knew had longer lead times, but you needed to get started now if you wanted to meet that thing that you wanted to launch in three quarters from now. So building a clear view of how do you play across these horizons and get going. So the subscriptions product that we launched in March,

I want to say early July of 2020, we'd taken many runs at that product internally, right? And it was still spinning, but we hadn't brought it across the finish line. So that was one where we said, okay, digging in, we're going to ship this in four weeks. Let's figure out everything that we've learned, make the right decisions and just crack on. And we did.