Speaker 1: In twenty fifteen, Nick Keoronsky started a small company designed
Speaker 1: to help people with their foreign currency exchanges. Today that
Speaker 1: company is Revolute. It is the most valuable pre IPO
Speaker 1: company in all of Europe. I had a chance recently
Speaker 1: in Washington, DC to sit down with Nick Keoronsky to
Speaker 1: talk about his amazing story how he grew a very
Speaker 1: small company into such a giant financial behemoth. Let's talk
Speaker 1: about Revolute because it's a company that's based in UK,
Speaker 1: focus more on Europe than the United States. We'll get
Speaker 1: to that in a moment, but let's talk about what
Speaker 1: it does for the American audience. For example, what is Revolute?
Speaker 1: What does it actually do well?
Speaker 2: I wrote, it does a digital bank, so we provide
Speaker 2: global banking services for our people in more than fourty countries.
Speaker 2: So everything is expected into one simple up. So you
Speaker 2: can do your banking, You can do a wealth management,
Speaker 2: stock trading, CDs, bones, crypt can borrow mania also have
Speaker 2: a lifestyle service. For example, it can get yourself or
Speaker 2: you can book a lounge, you can book a hotel
Speaker 2: and so on. So everything is in one up for
Speaker 2: your financial services.
Speaker 1: Do you have a partner to start it with?
Speaker 2: I actually started alone. So I built a product, I
Speaker 2: hired a team, then one fire first siture that I hired,
Speaker 2: so later made him or I think it was till
Speaker 2: seventeen eighteen. I made him co founder as well because
Speaker 2: it was easier for him to kind of, you know,
Speaker 2: recruit engineers if he had title co founder.
Speaker 1: So you start the company and the mission you had
Speaker 1: was to enable people to do what that they couldn't do.
Speaker 1: What was your purpose in starting a company?
Speaker 2: So I was a trader back then, and then I'm
Speaker 2: very quick in calculating numbers in my head. And then
Speaker 2: every time when I went abroad or when I send money,
Speaker 2: I could instantly calculate, okay I lost here, ten dollars,
Speaker 2: fifty dollars and so on. And my initial idea was
Speaker 2: to build a product, a simple up with a cut
Speaker 2: at tasted that allows you to spend money anywhere in
Speaker 2: the world at interomand create so saving effects to fifty
Speaker 2: to seventy dollars and every one thousand dollars that you spent.
Speaker 1: In other words, you weren't trying to convert people's currency.
Speaker 1: You were letting them have a card that would enable
Speaker 1: them to buy something and whatever currency they wanted.
Speaker 2: Yeah, so it's both right. You can pre exchange currency
Speaker 2: or you can buy directly from your existing currency.
Speaker 1: Normally throughout Europe. When you go to Europe, you see
Speaker 1: everywhere currency exchange places and they always charge a fee.
Speaker 1: I don't remember what it is, six seven percent. So
Speaker 1: you decided to start a currency exchange business without charging
Speaker 1: a fee.
Speaker 2: You can call currency exchange businesses intermand create without charging
Speaker 2: a few.
Speaker 1: Correctly, you didn't go out and build a physical bank.
Speaker 1: You did it all online, is that right?
Speaker 2: Exactly?
Speaker 1: Yeah? So how did you get people to know about
Speaker 1: this service? Did you start advertising online anything?
Speaker 2: We didn't spend any single marketing for the was five
Speaker 2: to some years for being in operation, so it was
Speaker 2: all a road of mouth. So I remember when I
Speaker 2: finally launched the product. It was somewher twenty fifteen, and
Speaker 2: I physically, you know, I was selling my product to friends, family,
Speaker 2: even on people I don't know.
Speaker 1: Okay, So if I go to one then today and
Speaker 1: I say, here's ten dollars and I wanted to change
Speaker 1: it on a regular place that I would get back
Speaker 1: pounds minus about a six seven eight percent fee. So
Speaker 1: if I went on your service, what would I get
Speaker 1: back if I when I get back everything with birth
Speaker 1: CERTA essentially no fee exactly. Then you make the money
Speaker 1: in effect on the float because you're getting paid by somebody,
Speaker 1: and then you kind of can invest that money and
Speaker 1: then you don't have to pay somebody for a while.
Speaker 1: Is that how you make the.
Speaker 2: Money several time when you were spent with a cod
Speaker 2: MESSI defectly pay pays two to three percent. Yeah, okay,
Speaker 2: well that's not customer pain but rather a business itself.
Speaker 2: But I want to be clear that was initial product
Speaker 2: in twenty fifteen. Now, especially for your customers, we have
Speaker 2: fully kind of licensed digital bank providing all kinds of services.
Speaker 1: You have a European banking license, now, is that right?
Speaker 2: So we have European Bank all so we are regulated
Speaker 2: by European Central Bank. We have a UK banking license
Speaker 2: regulated by PRA. Then we also have multiple other licenses
Speaker 2: for example Mexico, Columbia, Toison.
Speaker 1: And you're now applying for a US banking license. Correct,
Speaker 1: How long does it take to get a US banking license?
Speaker 2: Right now? It should take out up to twelve months,
Speaker 2: but again it depends, so official target is four months.
Speaker 2: But then there are multiple steps involved, it can be longer.
Speaker 1: Are you confident that you can get a banking license
Speaker 1: in the United States? You think you'll get it?
Speaker 2: I think it's obviously much easier for us given a
Speaker 2: new administration, plus that we have so many other banking licenses,
Speaker 2: plus we have a bank lesson you Cano, So for
Speaker 2: us it became much easier compared to two years ago.
Speaker 1: Do you have a credit card business as well?
Speaker 2: You will have credit cars in several markets, yes.
Speaker 1: Is that? And you have credit cards and debit cards.
Speaker 2: We have debit casts in every single market and the
Speaker 2: credit cards I think in five or six markets. So
Speaker 2: in Europe have twenty percent plantration, so one out of
Speaker 2: five adults in Europe they use Revelute cars and then
Speaker 2: as certn mIRC as we have much high penetration. For example,
Speaker 2: in Ireland we have four out of five adults using Revelute.
Speaker 1: So younger people seem to like things that are called cryptocurrencies.
Speaker 1: Are you involved in cryptocurrencies? Do you trade cryptocurrencies or
Speaker 1: make markets for people?
Speaker 2: So as a business, we have a pretty large crypto
Speaker 2: currency business. I think we are the largest. We have
Speaker 2: the largest crypto business in Europe with our volumes personally,
Speaker 2: I don't speculate crypto, but I use it sometimes, you know,
Speaker 2: for transfers.
Speaker 1: So in the United States, what do you hope to
Speaker 1: be able to do with your banking license if you
Speaker 1: get it? What is the market gap that you think
Speaker 1: you can feel that maybe others aren't doing.
Speaker 2: So basically I mentioned a radioh retail business. So it's
Speaker 2: one simple up where you can do everything what you
Speaker 2: need for your financial life. And then second direction, well
Speaker 2: also provide the revolute business accounts for businesses. And again
Speaker 2: it's end to end services that you need to run
Speaker 2: your business. So payments, banking, credit will come as well,
Speaker 2: wealth management or treasury, well call it treasury, then acquiring
Speaker 2: as well. So for example, right now, if I'm an
Speaker 2: American company, I'll need to stop say Stripe for acquiring,
Speaker 2: then GPY Morgan for my business banking. Then you know,
Speaker 2: something else for payouts, something else for payroll. So we
Speaker 2: provide all these services in one product.
Speaker 1: Well, if you conquer the US the way you've conquered
Speaker 1: the UK and Europe, is China next, or you're not
Speaker 1: going to focus on that?
Speaker 2: Eis your way Definitely focusing, So spending a lot of
Speaker 2: time studying Asia and then as a sarch. So we
Speaker 2: applied it for multiple banking licenses in Asia as well,
Speaker 2: and then some of them but we got already. And
Speaker 2: then China is on the least as well. You know,
Speaker 2: one day I hope we can set up a business there.
Speaker 1: Now, some people have written that your bank revelute is
Speaker 1: worth seventy five billion dollars? Have you ever thought of
Speaker 1: taking your organization public?
Speaker 2: But the way I think about it will be ready
Speaker 2: to probably in two year's time. But then again depends
Speaker 2: on how good the market is.
Speaker 1: Bench you don't have an IPO, how do people who
Speaker 1: work for you make some money? You make a market
Speaker 1: for people to sell their shares internally?
Speaker 2: Yeah, so we do secondaries every one or two years
Speaker 2: when people can sell certain portion of their stocks to
Speaker 2: excel investors.
Speaker 1: So you've done secondary sales for your employees, so employees
Speaker 1: can then get some liquidity. Do you expect before you
Speaker 1: go public you'll do any more of those or you're
Speaker 1: just going to wait to you go public before you
Speaker 1: liquefy any more stock.
Speaker 2: Yeah, I think so we might do secondaries as well
Speaker 2: before we do IPO, because we do it every one
Speaker 2: or two years. So we might do a second results.
Speaker 1: All right, Well, if anybody wants to sell their shares
Speaker 1: to me, let me know. And have any investment bankers
Speaker 1: told you why they're the best to do the IPO
Speaker 1: for you?
Speaker 2: Yeah, obviously every single one is the best.
Speaker 1: Everyone is the best. You're not in a rush to
Speaker 1: do it.
Speaker 2: You don't need the money, so we a bank. And
Speaker 2: then for the bank, it's super important to have trust.
Speaker 2: And then public companies are trusted and more compared to
Speaker 2: private companies. So there's the reason.
Speaker 1: What are you most proud of having done so far
Speaker 1: and what do you most enjoy?
Speaker 2: Well, it's basically designing something, designing solution to solve a
Speaker 2: problem that I see it are being realized, and then
Speaker 2: are using it. That's what I enjoy when I see
Speaker 2: some elegant solution.
Speaker 1: Many people think that companies like yours, which are often
Speaker 1: called fin tech companies financial technology companies are changing the
Speaker 1: world dramatically, but they could be changed dramatically. So for example,
Speaker 1: artificial intelligence is coming along. You worried about ourtificial intelligence?
Speaker 1: Or do you use artificial intelligence to help grow your company?
Speaker 2: An additional tool that we obviously use and I think
Speaker 2: with LLM chatbots, so it's another surface on top of
Speaker 2: the infrastructure that we build, because banking is not a
Speaker 2: simple UP right under UP you have a lot of
Speaker 2: back end, a lot of systems, and a lot of
Speaker 2: regulatory systems and so on. And then UP is effective
Speaker 2: interface to all this back end logic. And then LLM
Speaker 2: can be something on top of the UP or directly
Speaker 2: interacting with our back end logic. So call it another interface.
Speaker 2: That's what we're building as well and allowing people to
Speaker 2: interact with all our products through Childbot.
Speaker 1: Let's talk about how you came to start the company.
Speaker 1: So you are doesn't sound like you're a native of
Speaker 1: England from your.
Speaker 2: Accent, originally from Russia. So it came to u K
Speaker 2: first in two thousand and six for the internship, then
Speaker 2: in two thousand and seven I came for another internship
Speaker 2: afterwards our estate to be employed by Leman Brothers as
Speaker 2: a trader.
Speaker 1: And at what age did you leave Russia?
Speaker 2: Twenty years old? And then as soon as I finished
Speaker 2: my university I moved to London to work full time
Speaker 2: for Leman Brothers.
Speaker 1: And were your parents educated? Are they math specialists or
Speaker 1: they have computer training or not?
Speaker 2: So my father he is a physicist by training. My mother,
Speaker 2: she's a teacher.
Speaker 1: I assume you're a pretty good math student or a
Speaker 1: physics student or something because you have technology background.
Speaker 2: I assume yeah, I was always trained in mass physics
Speaker 2: as well.
Speaker 1: Right, So you go to England and did you have
Speaker 1: a job lined up before you got there?
Speaker 2: So Lyman Brothers came to my university and then they
Speaker 2: tried to recruit some people for the internship. So they
Speaker 2: recruited me for internship. I came there in summer two
Speaker 2: thousand and six, and then they invited miss for second
Speaker 2: internship in the spring two thousand and seven, and they
Speaker 2: also gave me a job for a full time when
Speaker 2: I graduated from my university. So when I graduated in July,
Speaker 2: I think it was July two thousand and seven, I
Speaker 2: came to London to rock full time for Lehman Brothers.
Speaker 1: Didn't Leman go under at some point.
Speaker 2: Two thousand and eight, Yes, I wasn't Are you there then?
Speaker 1: Yeah?
Speaker 2: I was there. I was one of probably two hundred
Speaker 2: people on the trading floor. It all happened. I still remember.
Speaker 2: There was Sunday evening announcement and then I was wondering
Speaker 2: I could do I need to come on Monday morning
Speaker 2: to my kind of job? So I came and then
Speaker 2: we had all these two hundred traders locked at one
Speaker 2: trading floor. Everything, all the systems were locked, and we're
Speaker 2: all playing the same game. I think it was a
Speaker 2: game shooting helicopters or something, all all two hurrying people
Speaker 2: because there was nothing to do.
Speaker 1: So did you think capitalism wasn't such a great system
Speaker 1: at that point when you go to Lehman Brothers and
Speaker 1: they go bankrupt and you're out of work.
Speaker 2: Yeah, I was full of confidence right about myself. I
Speaker 2: was not afraid to lose the job because I knew
Speaker 2: I can always find any one.
Speaker 1: So did you have a hard time finding another job? No?
Speaker 2: I got kind of a job from the Mura and
Speaker 2: then from Credit.
Speaker 1: Swiss as well. All right, and so where did you go?
Speaker 2: I went to Cratsis, I went to Credit Swiss.
Speaker 1: They've had their problems too. Actually, did you leave Credit
Speaker 1: Swiss before they had their problems?
Speaker 2: Yeah, of course I left Credit swiez twenty thirteen. So
Speaker 2: basically as soon as I got my British passport I resigned,
Speaker 2: and then when I came to UK. It was never
Speaker 2: a kind of objective to stay there more than two years.
Speaker 2: I always wanted to start my own business. But then
Speaker 2: I know, I said one year, then the second year,
Speaker 2: and the third year, and then after year six, when
Speaker 2: I got my passport, I decided to resign and then
Speaker 2: start my own business.
Speaker 1: Okay, you started your business in twenty fifteen.
Speaker 2: So I started working in twenty thirteen and I launched
Speaker 2: it twenty fifteen.
Speaker 1: Did you have any capital to help you start the company?
Speaker 2: I have my own savings, yes, right, so you.
Speaker 1: Put in some of your own money, but you presumably
Speaker 1: weren't a multi billionaire, so you didn't put in that
Speaker 1: much money, right, I.
Speaker 2: Mean back then I put probably about or half a
Speaker 2: million dollars half a million overall. But obviously I also
Speaker 2: didn't work for two years myself, so if you don't
Speaker 2: count my salary, I didn't have any salary. So to
Speaker 2: build something back then was my ship I compared to
Speaker 2: you nowadays, you have.
Speaker 1: A venture capital arm I it's called Quantum Light.
Speaker 2: So it's a separate business. CE think it was three
Speaker 2: years ago as entrepreneur. I've done a lot of fundraising
Speaker 2: rounds with the vcs, and then I think at a
Speaker 2: certain point of time. I was very pissed off with
Speaker 2: the crowd thinking mentality right. So I had cases when
Speaker 2: termships were withdrawn, sign termshets, I had cases when a
Speaker 2: round was mucked down because I spro was down. So
Speaker 2: I had quite a lot of negative experience with the vcs.
Speaker 2: And then as a founder, I also wanted to invest
Speaker 2: my own money and I thought I can create something
Speaker 2: better in terms of investment. I think that has to
Speaker 2: be a scientific approach rather than human judgment. And then
Speaker 2: we build effective models that invest in startups Series B
Speaker 2: based on millions and millions data points on our startups,
Speaker 2: so they are trained machine learning models that invest plus.
Speaker 2: On top of it, I'm able to share with these
Speaker 2: statups my perisional knowledge. As a fund of revlut Plus,
Speaker 2: we help our startups to distribute their product for Revolute
Speaker 2: or to sell into Revolute, So we're all it's much
Speaker 2: better value proposition to funders compared to VC.
Speaker 1: What would you call you what you're doing angel investing
Speaker 1: or around A or we.
Speaker 2: Do serious B. We started we just launched a fund
Speaker 2: for serious LYS.
Speaker 1: What did you raise money for it? I assume people
Speaker 1: gave you all the money you wanted, but did you
Speaker 1: just use your own money and your friends money? Did
Speaker 1: you have to go out and raise money?
Speaker 2: First fund was two hundred and fifty million, so I
Speaker 2: put around twenty five percent of my own money under.
Speaker 2: The rest was external LPCE and.
Speaker 1: What types of rates of return do you think you
Speaker 1: can get in that fund?
Speaker 2: So basically, when I had this idea, when we build
Speaker 2: a model and then we started back testing the model,
Speaker 2: it produces effectively forty to fifty percent a year on
Speaker 2: the year returns, long term returns. So when we started
Speaker 2: investing based on the model, I think now we are
Speaker 2: called top four or five percent of the funds the
Speaker 2: world in terms of returns. So it's usually thirty to
Speaker 2: forty returns.
Speaker 1: So you ever use your credit card and it gets
Speaker 1: turned down. In other words, you got to use a
Speaker 1: credit card at a restaurant or somewhere and they say
Speaker 1: your credits tonight? Is whatever happened to you?
Speaker 2: Initially? Yes, yeah, but it was more than a eight
Speaker 2: nine years ago when service wasn't that stable. Now we
Speaker 2: just don't have declines.
Speaker 1: But now that happened to you, did you tell people
Speaker 1: who you were? You didn't say, look, I'm the founder
Speaker 1: of the company.
Speaker 2: And was just coding engineers and trying to find out
Speaker 2: what happened. YI is declined.
Speaker 1: How many customers a rebel doold have? Now?
Speaker 2: So have seventy five million customers.
Speaker 1: How big do you think you can take it? Do
Speaker 1: you think you can take it to one hundred million
Speaker 1: customers or more?
Speaker 2: Yeah, we can definitely take it to a hundred million customers.
Speaker 2: Our internal target is one hundred million daily active customers,
Speaker 2: and then one hundred million daily active customers will transfer
Speaker 2: about three hundred million monthly actives.
Speaker 1: It's said that companies, if they're really going to survive
Speaker 1: and prosper for over many period years at the time,
Speaker 1: they have to have a good culture. What is the
Speaker 1: culture you're trying to build in your company?
Speaker 2: So we have these five cultural values pretty well defined,
Speaker 2: starting with never settle, so never settlers, about being ambitious
Speaker 2: and setting up for big goals. Secondly, it's about dream team,
Speaker 2: so we prefer to work in a small team of
Speaker 2: extremely high intelligent people rather than in the lash teams
Speaker 2: for average people. Or third one is get things done.
Speaker 2: It's very important to be kind of you know, getting
Speaker 2: things done oriented. Then we have a cultural principle called deliverable.
Speaker 2: It's about almost perfection in everything what we do in
Speaker 2: terms of product.
Speaker 1: I suppose I say I have an account at a
Speaker 1: famous British bank, but I'm not happy with it, and
Speaker 1: I feel secure because I know they got all these
Speaker 1: buildings there and it seems like they have a lot
Speaker 1: of money behind them. You don't have any physical place
Speaker 1: for me to go right exactly.
Speaker 2: So we are solving this trust issue through different methods.
Speaker 2: For example, yes, absolutely correct, it's important for people visually
Speaker 2: see a big building of massive columns and then feel
Speaker 2: as you know, there's in a lot of money behind
Speaker 2: the building. So we do differently as we build trust
Speaker 2: and reputation through brand. So for example, if you look
Speaker 2: at European airports, so majority of European airports we advertise
Speaker 2: on affectedly buy the whole airport and then advertise on
Speaker 2: the whole airport, on the bridge just and so on.
Speaker 2: So we would build a brand through a lot of
Speaker 2: advertising rather than having these massive buildings.
Speaker 1: Banks we're in the business hundreds of years ago principally
Speaker 1: to do two things. One have a place where people
Speaker 1: can park their money and also to borrow money. You
Speaker 1: borrow money from banks can I borrow money from you,
Speaker 1: it can borrow money for loss, right, So where do
Speaker 1: you get the money?
Speaker 2: Balance it right?
Speaker 1: The reason people like dealing with you rather than the
Speaker 1: big conventional bank is that you're less expensive.
Speaker 2: So well, not only saving the money, we're also saving
Speaker 2: that time everything is automated.
Speaker 1: If you look at the future of the financial service world,
Speaker 1: do you think that there's a future for large banks
Speaker 1: to keep having these big buildings or do you think
Speaker 1: ultimately five or ten or fifteen years from now, everybody's
Speaker 1: going to be online with everything in five times?
Speaker 2: Yes, then we'll see one and more consolidation and thing.
Speaker 2: We'll see more and more certain digital champions and the
Speaker 2: regions taking one and more banking shs regions. So maybe
Speaker 2: it will take ten years, maybe it'll take fifteen years,
Speaker 2: twenty years. But I do think that we'll see less
Speaker 2: and less legacy banks, or less and less legacy banks
Speaker 2: will make so much money.
Speaker 1: So are you enjoying doing all this? Are you enjoy
Speaker 1: running the bank, running the adventure fund and doing interviews
Speaker 1: with people like me? Are you having a good time
Speaker 1: or you're not that happy?
Speaker 2: I mean certain like certain things I like, certain things
Speaker 2: I don't like so I love building products. I love
Speaker 2: kind of solving problems. I don't like delays, which can
Speaker 2: be quite often in the regulatory business, because certain things
Speaker 2: can be outside of for kind of you know, your
Speaker 2: decision making and speed.
Speaker 1: What are the skill sets that you think are required
Speaker 1: to build a company like this and do you look
Speaker 1: for those same skill sets in the people you hire?
Speaker 2: Well, you definitely do not need to be good at
Speaker 2: trading at all. For me, when I started, I knew
Speaker 2: nothing about banks because I was in a trader investment
Speaker 2: bank and has a very different organization compared to a
Speaker 2: retail bank and than payments company as well. So I
Speaker 2: learned everything from scratch and skills wise we're going to have.
Speaker 2: I think you're definitely have an ambitions and hunger plus
Speaker 2: as a character, plus in a lot of energy because
Speaker 2: it's pretty painful, you know, in a lot of ways
Speaker 2: with all the problems. Plus you always need to have
Speaker 2: a very strong logic, logical thinking, abstract thinking. You should
Speaker 2: be good with product as well, like you know, ability
Speaker 2: to build something nice and sleek. We're just looking for
Speaker 2: ultimately three things. First is high IQ or brains. I
Speaker 2: don't have certain ways how to understand whether person is
Speaker 2: smart or not, logical or not number one. Number two
Speaker 2: is a character, how ambitious they are, how hungry they are.
Speaker 2: And thirty is the skills. Right, if you hire a designer,
Speaker 2: they need to be good at design and so on.
Speaker 1: What new worlds do you want to conquer? You've built
Speaker 1: a big company, eventually you might take in public, You've
Speaker 1: got a great venture capital firm. What do you want
Speaker 1: to do next?
Speaker 2: Well, majority of time are edicated still to revolute. We're
Speaker 2: still scrashing the surface in terms of what is possible
Speaker 2: in building a first truly a global bank.
Speaker 1: Are you worried that somebody who's ten years younger than
Speaker 1: you is going to come along and with a better
Speaker 1: mouse trap and beat what you're doing, or you're not
Speaker 1: worried about that so much?
Speaker 2: I mean, really, I think there are windows of opportunity
Speaker 2: in the world, and then when there are certain tools
Speaker 2: sort opportunities, and then usually what happens ten twenty people
Speaker 2: jump on these opportunities in this particular country to do
Speaker 2: this particular product on them, people compete. I think an
Speaker 2: opportunity for fintech I think in the majority of conscience
Speaker 2: is gone now because they already players and legacy banks.
Speaker 2: They kind of cut top as all of products. So
Speaker 2: this is very hard to build anything new in fintech,
Speaker 2: or at least I don't see opportunitia. But nonetheless, I
Speaker 2: mean maybe I don't see anything. Maybe there is you know,
Speaker 2: someone smart who can come up with a better product.
Speaker 1: So most of the bankers I know have hair that's
Speaker 1: like mine. It's shorter, yours is a little bit longer.
Speaker 1: Is that your trademark? Or if you want to get
Speaker 1: a banking license in the United States, you think you
Speaker 1: need to cut your hair or not?
Speaker 2: I think you're definitely into wears whatever.
Speaker 1: Do you have friends from high school that call you
Speaker 1: up and say, remember me, I was your friend in
Speaker 1: high school?
Speaker 2: Sometimes friends of friends.
Speaker 1: It's not that hard to get get a hold of you.
Speaker 2: No, no, it's easy.
Speaker 1: It's easy. Okay, Well, next time I'm in London, I
Speaker 1: will call you up.
Speaker 2: And make sure you tell me so recorded otherwise I
Speaker 2: don't pick up no numbers.
Speaker 1: You're now probably the richest person in UK, or certainly
Speaker 1: one of them. What are you going to do with us?
Speaker 1: You're going to build art galleries or museums or give
Speaker 1: it away to social causes? What do you want to
Speaker 1: do with all those wealth. You can't spend twenty five
Speaker 1: billion dollars in your lifetime.
Speaker 2: Probably, well, just very focused on business, continue to make
Speaker 2: the best products, and then continue to expand, and then
Speaker 2: all this wealth is in the company rights. I don't
Speaker 2: know really to plan. I don't really plan to sell
Speaker 2: the company then spend all this money. So I just
Speaker 2: continue to work on, you know, what's necessary to to
Speaker 2: build a first global bank, because now we're in forty countries,
Speaker 2: we want to be one hundred countries.
Speaker 1: Thanks for listening to hear more of my interviews. You
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Speaker 1: wherever you listen