Antoine Le Nel

You're probably going to ask me, what is the one thing that really worked at Revolut? I can't tell you. It's a combination of so many things in the growth engine. And because they all add up, when you look at the growth of Revolut, it's just very steady. And it's steady and it's accelerating week after week. We just monitor every week.

You're probably going to ask me, what is the one thing that really worked at Revolut? I can't tell you. It's a combination of so many things in the growth engine. And because they all add up, when you look at the growth of Revolut, it's just very steady. And it's steady and it's accelerating week after week. We just monitor every week.

The acceleration keeps on going just because the engine gets more and more optimized as we are progressing. And for now, we definitely don't see the limit, even in our mature markets. which is quite crazy.

The acceleration keeps on going just because the engine gets more and more optimized as we are progressing. And for now, we definitely don't see the limit, even in our mature markets. which is quite crazy.

The acceleration keeps on going just because the engine gets more and more optimized as we are progressing. And for now, we definitely don't see the limit, even in our mature markets. which is quite crazy.

Your product velocity is insane. How do you have such high product velocity?

Your product velocity is insane. How do you have such high product velocity?

Your product velocity is insane. How do you have such high product velocity?

So the organization is very, very flat. And we are making sure that every team is as self-sufficient as possible. And that's what really builds the agility. If you're self-sufficient in building what you have to build, you just go, you know, with it. And we run more quarterly cycles and so on. And we have a very high pace.

So the organization is very, very flat. And we are making sure that every team is as self-sufficient as possible. And that's what really builds the agility. If you're self-sufficient in building what you have to build, you just go, you know, with it. And we run more quarterly cycles and so on. And we have a very high pace.

So the organization is very, very flat. And we are making sure that every team is as self-sufficient as possible. And that's what really builds the agility. If you're self-sufficient in building what you have to build, you just go, you know, with it. And we run more quarterly cycles and so on. And we have a very high pace.

But because there's no interdependencies between the different things that we build, at the end of the day, we are splitting the companies as many startups as possible. I know like big organizations who say, oh, you know, those are silos. People are not collaborating, et cetera, et cetera.

But because there's no interdependencies between the different things that we build, at the end of the day, we are splitting the companies as many startups as possible. I know like big organizations who say, oh, you know, those are silos. People are not collaborating, et cetera, et cetera.

But because there's no interdependencies between the different things that we build, at the end of the day, we are splitting the companies as many startups as possible. I know like big organizations who say, oh, you know, those are silos. People are not collaborating, et cetera, et cetera.

You know, you need to always find the right balance between coordinating things while giving the right amount of focus. And I think that's what we are doing pretty well at Revolut, where every team has a huge amount of autonomy and of focus to really go very fast in what they do.

You know, you need to always find the right balance between coordinating things while giving the right amount of focus. And I think that's what we are doing pretty well at Revolut, where every team has a huge amount of autonomy and of focus to really go very fast in what they do.

You know, you need to always find the right balance between coordinating things while giving the right amount of focus. And I think that's what we are doing pretty well at Revolut, where every team has a huge amount of autonomy and of focus to really go very fast in what they do.

when one's not working do you cut it do you give it more time what does that look like no we cut quite fast we cut quite fast yeah yeah when something is not working what did you try that didn't work as planned and you cut and what did you learn i mean on the marketing side there's been some some campaigns for example that we've been running in some in some countries where we've been using some

when one's not working do you cut it do you give it more time what does that look like no we cut quite fast we cut quite fast yeah yeah when something is not working what did you try that didn't work as planned and you cut and what did you learn i mean on the marketing side there's been some some campaigns for example that we've been running in some in some countries where we've been using some

when one's not working do you cut it do you give it more time what does that look like no we cut quite fast we cut quite fast yeah yeah when something is not working what did you try that didn't work as planned and you cut and what did you learn i mean on the marketing side there's been some some campaigns for example that we've been running in some in some countries where we've been using some