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George Robson
George Robson

I learned the importance of a good deal at a young age. At age 10 my parents agreed that we could attend any school we wanted, on the condition that we needed enough scholarships that we could afford to go. I’m forever grateful for the generosity of strangers.

Sport has always been a massive part of my life. I love that every sport is different by design; each with its own rules, pace and history. I’ve tried them all, going to national chess finals aged 10, competing at national athletics finals and playing rugby and hockey to a representative standard.

Fintech continues to be a force for good in Europe. I’m incredibly excited by new payment opportunities via open banking, API’s for financial data and integrated wealth management solutions to realise our long-term goals. There’s meaningful early progress in insurance in designing more flexible products, better pricing models and income sharing agreements.

Today’s students are digital natives and they expect more from their education. They will retrain continuously over the course of their lives and need new software solutions to support this. There needs to be better financing options for that too. More formal institutions and universities aren’t there yet.

I am quite informal and transparent in how I communicate. I am respectful of people’s time and want to give a true reflection of my thoughts and feelings.

I’ve been part of hiring for a lot of different functions at Revolut. We probably hired 1,500+ people in 2019. I saw first hand the huge strain this puts on the team, your internal processes and company culture.

What differentiated Revolut from our competitors was our speed of execution. There are two components to that: how and who you hire, and how you work together.

Something that is often underappreciated is the importance of defining your culture early on. Culture is a collective basis for decision making, and can let you get and stay ahead of the pack.

When I graduated from LSE, I had a fuzzy idea of what made a good and bad business, but didn't have a language or framework to assess this. I went to work in investment banking at Morgan Stanley to learn this, working as a generalist primarily in TMT and pharmaceuticals.

In the future, everyone will be their own data analyst. Whether it’s writing raw SQL or using no-code tools, everyone will need the ability to process and manipulate data.

I have a deep need to win. But I would much rather win as part of a great team.