On the product and market side, you’ve made deliberate moves. How do you decide where to lean in versus where to stay disciplined?


Tere’s always an element of opportunism, but discipline is just as important. Europe remains a very strong foundation for us, with further growth potential, while markets like Africa and LatAm offer longer- term opportunities from a smaller base. It’s about balancing those areas and making sure we don’t spread ourselves too thin.


What’s the internal filter for what’s worth committing to properly?


It comes down to where we can create meaningful value and where we have the right platform to build from. We need to focus on areas where we can scale, rather than chasing every opportunity, and that requires being selective about where we invest time and resources.


Looking at the 2030 ambition - becoming a top-tier global technology provider - what does “top tier” mean to you?


For me, it’s about working with the best clients in the industry. Tat’s where the most interesting challenges are and where real development happens. It’s not just about scale, but about partnering with companies that have the ambition and capability to grow, because that’s how we grow as well.


It forces clarity. Setting an ambition is one thing, but the challenge is translating that into something the whole organisation understands and believes in. Not everyone will yet be able to articulate what 2030 looks like, so part of the work is aligning people around that vision and making it tangible in day-to-day decisions.


Bringing it back to the next 12 months, what really matters?


Te focus is on strengthening how we work with existing clients and building more structured, engaging partnerships. At the same time, we need to ensure we can scale efficiently as we grow, particularly with new clients and increased demand. Tat means improving how we manage integrations and looking at how technologies like AI can make those processes more efficient over the next year.


So, it’s as much about who you work with as what you build?


Exactly. It’s a dynamic industry, but you still need to be selective. We want to work with partners who are investing in their own growth and who we can grow alongside, rather than spreading ourselves across lower-impact relationships.


You’ve talked about taking a longer-term view. What does that force you to do differently today?


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