TS Anil

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.

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.

So that one was a, this is a four week horizon thing. We're going to get it done. The longer horizon, an example of one, are borrowing business.

So that one was a, this is a four week horizon thing. We're going to get it done. The longer horizon, an example of one, are borrowing business.

So that one was a, this is a four week horizon thing. We're going to get it done. The longer horizon, an example of one, are borrowing business.

We'd already launched loans and overdrafts, but it was clear as COVID kicked in, we needed to hit the pause button and really build that for scale, which means invest in world-class underwriting tools, in understanding how the customer journey would work much better, and all of the controls associated with building a borrowing business at scale. So that one, we said, okay, get started.

We'd already launched loans and overdrafts, but it was clear as COVID kicked in, we needed to hit the pause button and really build that for scale, which means invest in world-class underwriting tools, in understanding how the customer journey would work much better, and all of the controls associated with building a borrowing business at scale. So that one, we said, okay, get started.

We'd already launched loans and overdrafts, but it was clear as COVID kicked in, we needed to hit the pause button and really build that for scale, which means invest in world-class underwriting tools, in understanding how the customer journey would work much better, and all of the controls associated with building a borrowing business at scale. So that one, we said, okay, get started.

at crazy intense pace, knowing that it was nine months away before we could ship it. But you need to invest in those longer lead time things as well if you're going to get it done, because if you just prioritize the what can we get done quickly, you'll forever be in a tactical mood without actually building out the business that you're setting out to build strategically.

at crazy intense pace, knowing that it was nine months away before we could ship it. But you need to invest in those longer lead time things as well if you're going to get it done, because if you just prioritize the what can we get done quickly, you'll forever be in a tactical mood without actually building out the business that you're setting out to build strategically.

at crazy intense pace, knowing that it was nine months away before we could ship it. But you need to invest in those longer lead time things as well if you're going to get it done, because if you just prioritize the what can we get done quickly, you'll forever be in a tactical mood without actually building out the business that you're setting out to build strategically.

From a shipping perspective, that year was also about stuff that was not visible to customers. You know, product debt and tech debt is well understood in the industry. But we define this idea of controls debt, right? So when a company is scaling as fast as we were, you need to make sure that, again, back to the point about a regulated industry, that the controls scale alongside as well.

From a shipping perspective, that year was also about stuff that was not visible to customers. You know, product debt and tech debt is well understood in the industry. But we define this idea of controls debt, right? So when a company is scaling as fast as we were, you need to make sure that, again, back to the point about a regulated industry, that the controls scale alongside as well.

From a shipping perspective, that year was also about stuff that was not visible to customers. You know, product debt and tech debt is well understood in the industry. But we define this idea of controls debt, right? So when a company is scaling as fast as we were, you need to make sure that, again, back to the point about a regulated industry, that the controls scale alongside as well.

And you don't want to pick up debt on the control side.

And you don't want to pick up debt on the control side.

And you don't want to pick up debt on the control side.

Well, it's one part of the life of a CEO of a bank. Here's the way I think about it, though, which is that, and I say this inside the company a lot, if we were running an e-commerce business that we wanted to run at scale, we wanted to build Amazon. If we sat around whinging and wringing our hands and complaining about warehouse logistics and, oh, my God, the supply chain is a bitch to handle.

Well, it's one part of the life of a CEO of a bank. Here's the way I think about it, though, which is that, and I say this inside the company a lot, if we were running an e-commerce business that we wanted to run at scale, we wanted to build Amazon. If we sat around whinging and wringing our hands and complaining about warehouse logistics and, oh, my God, the supply chain is a bitch to handle.

Well, it's one part of the life of a CEO of a bank. Here's the way I think about it, though, which is that, and I say this inside the company a lot, if we were running an e-commerce business that we wanted to run at scale, we wanted to build Amazon. If we sat around whinging and wringing our hands and complaining about warehouse logistics and, oh, my God, the supply chain is a bitch to handle.