How can I ensure my people grow long-term?

One thing that we have done from the early days is we build out personal development plans. And so it's a fairly personal template that we go through together to understand what makes them tick, what are the things that they love to do? What are things they don't love to do? What's their concept of success in their own personal journey? Because it doesn't have to go to really personal things, but it's enough to understand the operation of an individual, which for everyone is quite different. And even if they're playing the same role, even if they're all product managers, per se, they actually might have very different starting points and places that they want to end up in. So part of that is sure that when a company evolves, sometimes a company has to evolve as an institution in a way that doesn't perfectly fit all of the styles of individuals that you have in the company.

And so when you look at that, you say, okay, well, actually, this personality set might be really well suited for this type of role within the organisation that's not product two years from now. Because maybe we moved a little bit more of a service oriented business, and that kind of changes the dynamics of how the product team is built out. And so with that in that situation, we look at, how do we provide other opportunities within the organisation? And are we still staying true to who you are? I've seen that at Amex, I've seen at Simprints, and it's just about making sure that you have a close enough understanding of this individual and checking in on whether we can continue to essentially marry the evolution of the company with the evolution of the self.