Banks are really bad when it comes to building consumer-centred products.
We believe that the future of money is digital.
Changing behaviour is a very slow process.
If the hard Brexit happens, I would assume that London wouldn't be the centre of the tech world in Europe.
If the U.K. leaves the E.U., we'll have to consider whether it makes business sense to stay headquartered here.
Most banks tell their customers that they only pay a small upfront fee for international payments. But in reality, customers pay much more.
I spent my workdays at Skype creating a more connected world. We were shrinking the distances between people, making it easier to connect across countries. Then I'd go to my bank to transfer my euros to pounds, and it was like going back in time 50 years: expensive, inconvenient, and painfully slow. It was a nightmare.
The banks never sent me one chequebook. I'm very happy not to have ever touched one.
Costs should always be presented up front so that consumers can make informed choices and get a fairer deal.
Competition and variety in financial services are always good things.
There's one thing a CEO should always keep at the front of their mind, and that's customer needs.
There are lots of people building the next TransferWise, not in a sense of competing with us but in a sense of building large, successful companies that are doing something important. I just enjoy helping these founders navigate the journey.
Maybe I think too highly of myself, but I think maybe sometimes I can give some good advice - sometimes bad advice, I'm sure - and I think that's a way of giving back.
Hiring new people, opening up in new markets, all of that takes money.
I think that's the beauty of being a private company: you get to choose when you disclose something. You can play it in a strategic way or in a tactical way.
