William Neill

Having that space and opportunity to be able to do that now is all about building out a team that can go ahead and execute on the things that we've got to get done to get there. Just having that trust and the capability to do that is massive.

There's obviously loads of things that you learn and you look back and you go cringe like that. Why did we do that? And how could we have thought that was the right thing at the time? If we think about the tech side of things, because I think people would pretty much trump anything on this learnings area in terms of building the team and things, but...

There's obviously loads of things that you learn and you look back and you go cringe like that. Why did we do that? And how could we have thought that was the right thing at the time? If we think about the tech side of things, because I think people would pretty much trump anything on this learnings area in terms of building the team and things, but...

There's obviously loads of things that you learn and you look back and you go cringe like that. Why did we do that? And how could we have thought that was the right thing at the time? If we think about the tech side of things, because I think people would pretty much trump anything on this learnings area in terms of building the team and things, but...

I think it's building out features without validating the use case or the analytics behind supporting that decision. So we've gone ahead and we've built things on hunches, which is sometimes you just got to do that because you've got to move on an opportunity where you go, yeah, I'm blending things together and I'm looking at this and going, yeah, this makes sense. Let's go ahead and do that.

I think it's building out features without validating the use case or the analytics behind supporting that decision. So we've gone ahead and we've built things on hunches, which is sometimes you just got to do that because you've got to move on an opportunity where you go, yeah, I'm blending things together and I'm looking at this and going, yeah, this makes sense. Let's go ahead and do that.

I think it's building out features without validating the use case or the analytics behind supporting that decision. So we've gone ahead and we've built things on hunches, which is sometimes you just got to do that because you've got to move on an opportunity where you go, yeah, I'm blending things together and I'm looking at this and going, yeah, this makes sense. Let's go ahead and do that.

But ultimately launching something that has fallen short of the goals that you had for it. And in retrospect, seeing that there were cues in the analytics or I guess in the interviews that we were having at the time with customers that would have pointed to the fact that it wasn't something that was going to fly.

But ultimately launching something that has fallen short of the goals that you had for it. And in retrospect, seeing that there were cues in the analytics or I guess in the interviews that we were having at the time with customers that would have pointed to the fact that it wasn't something that was going to fly.

But ultimately launching something that has fallen short of the goals that you had for it. And in retrospect, seeing that there were cues in the analytics or I guess in the interviews that we were having at the time with customers that would have pointed to the fact that it wasn't something that was going to fly.

I read a book recently and it was taking small bets and thinking back on the way that we've done things and the learnings on that. It's that we've probably made small bets that probably should have stayed small bets bigger and put more time in them that we actually probably should have instead of just shipping them and seeing what happened and then building more of those bets.

I read a book recently and it was taking small bets and thinking back on the way that we've done things and the learnings on that. It's that we've probably made small bets that probably should have stayed small bets bigger and put more time in them that we actually probably should have instead of just shipping them and seeing what happened and then building more of those bets.

I read a book recently and it was taking small bets and thinking back on the way that we've done things and the learnings on that. It's that we've probably made small bets that probably should have stayed small bets bigger and put more time in them that we actually probably should have instead of just shipping them and seeing what happened and then building more of those bets.

I guess the biggest learning, like a mistake, would be to say, let's build three big bets in the next three months or so, rather than saying, let's build three bets in the next two weeks and launch those and then start optimizing from what we've learned from those three things.

I guess the biggest learning, like a mistake, would be to say, let's build three big bets in the next three months or so, rather than saying, let's build three bets in the next two weeks and launch those and then start optimizing from what we've learned from those three things.

I guess the biggest learning, like a mistake, would be to say, let's build three big bets in the next three months or so, rather than saying, let's build three bets in the next two weeks and launch those and then start optimizing from what we've learned from those three things.

It comes back to the resourcing, motivation in the team, happiness of investors, and basically everything else in the business hangs off of that momentum. We've probably wasted too much time and lost momentum on things that we felt were important and big opportunities, but actually should have stayed as small bets that we just launched as something we could do in a week and then learn from that.

It comes back to the resourcing, motivation in the team, happiness of investors, and basically everything else in the business hangs off of that momentum. We've probably wasted too much time and lost momentum on things that we felt were important and big opportunities, but actually should have stayed as small bets that we just launched as something we could do in a week and then learn from that.

It comes back to the resourcing, motivation in the team, happiness of investors, and basically everything else in the business hangs off of that momentum. We've probably wasted too much time and lost momentum on things that we felt were important and big opportunities, but actually should have stayed as small bets that we just launched as something we could do in a week and then learn from that.

There's a lot of really interesting stuff to do in the space. When you come back to the sort of nuts and bolts of what that's actually all about, it's about saving what we like to think about internally as purchase intent. And there's this kind of simple way of saying that. It's like you've got something that you have your eye on that you aspire to have or buy.