Antoine Le Nel

I think that's the thing that probably has changed over time at King. I think at the beginning, we were cutting things very quickly. As time went, we started to wait longer and longer. Oh, you know what? Give it another chance. Give it another chance. Give it another chance, you know?

That's the whole point on when and that's how you probably can measure the agility of the organization is how quickly you kill projects versus how many more chances you're giving to them.

That's the whole point on when and that's how you probably can measure the agility of the organization is how quickly you kill projects versus how many more chances you're giving to them.

That's the whole point on when and that's how you probably can measure the agility of the organization is how quickly you kill projects versus how many more chances you're giving to them.

So if testing and speed of iteration and testing was something that you did very well, what was something that King really messed up?

So if testing and speed of iteration and testing was something that you did very well, what was something that King really messed up?

So if testing and speed of iteration and testing was something that you did very well, what was something that King really messed up?

It's definitely the most data-driven organization I've ever been in, in the sense that really data was driving the organization. If you take the thing literally, the company was driven by data. I think it was so powerful that at some point we just went way too far in the sense that, for example, when we're launching games, sometimes we're probably looking more at the data than the game itself.

It's definitely the most data-driven organization I've ever been in, in the sense that really data was driving the organization. If you take the thing literally, the company was driven by data. I think it was so powerful that at some point we just went way too far in the sense that, for example, when we're launching games, sometimes we're probably looking more at the data than the game itself.

It's definitely the most data-driven organization I've ever been in, in the sense that really data was driving the organization. If you take the thing literally, the company was driven by data. I think it was so powerful that at some point we just went way too far in the sense that, for example, when we're launching games, sometimes we're probably looking more at the data than the game itself.

You know, it's like you're going to have meetings and then you just look at the numbers and you're like, is that wrong? That's the big difference, for example, with Revolut, I think. We're a lot more product-driven, which means we spend more time looking at the product than looking at the data. Is the data not an input? Exactly, it's an input. It is an input.

You know, it's like you're going to have meetings and then you just look at the numbers and you're like, is that wrong? That's the big difference, for example, with Revolut, I think. We're a lot more product-driven, which means we spend more time looking at the product than looking at the data. Is the data not an input? Exactly, it's an input. It is an input.

You know, it's like you're going to have meetings and then you just look at the numbers and you're like, is that wrong? That's the big difference, for example, with Revolut, I think. We're a lot more product-driven, which means we spend more time looking at the product than looking at the data. Is the data not an input? Exactly, it's an input. It is an input.

At King, it was, at some point, it was the only decision-maker. It was very black or white and the data was the decision maker. And I think we pushed it probably a little bit too far in this space and not spending maybe the right amount of time on the user experience and on just the quality of the product itself.

At King, it was, at some point, it was the only decision-maker. It was very black or white and the data was the decision maker. And I think we pushed it probably a little bit too far in this space and not spending maybe the right amount of time on the user experience and on just the quality of the product itself.

At King, it was, at some point, it was the only decision-maker. It was very black or white and the data was the decision maker. And I think we pushed it probably a little bit too far in this space and not spending maybe the right amount of time on the user experience and on just the quality of the product itself.

If you were to say between art and science growth, like numbers, ratio, what is it for you? 50-50, 70-30?

If you were to say between art and science growth, like numbers, ratio, what is it for you? 50-50, 70-30?

If you were to say between art and science growth, like numbers, ratio, what is it for you? 50-50, 70-30?

Product and growth is very different. So I think product should be more about art and a bit less about science when growth should overrate on science.