tech he uses on a daily basis.  On retaining staff in a tight labour market I’m very big on working in the office as much as possible. Ultimately, what we’ve found is that people who work in the office have a much higher retention rate [compared to] people who have been working from home. In the last couple of weeks, the office has been incredibly buzzy, and the collaboration you get is massive.  It’s not just a benefit for the business, it’s a benefit of the team as well. We think people work better together. We think it’s better for mental health. We think it’s better for junior staff [in terms of] getting promotions and being exposed to people who’ve been there and done that. We know it’s not possible for everyone; we have some people who were hired as remote workers, call centre workers, for example, but where possible, we want people to be working together.  It’s also about hiring the right people. We’ve got an incredible people and culture team, an incredible in-house recruitment team who are fantastic and know the right people to recruit. We tend not to recruit from massive businesses. Culturally, that’s often really hard. If someone has worked for 20 years at a bank, that’s probably not a natural fit. If someone has had their own start-up or worked for a scale-up, that’s the sort of person we like to hire.  On nurturing a culture of experimentation I love when somebody makes a mistake. I’d rather somebody make 10 mistakes and tell me ‘I’ve stuffed everything up’, than not try anything at all. That’s a lot easier said than done, especially as you get bigger. We don’t want people to think they’re more likely to get fired for doing something wrong than not doing something at all; that’s not the way we think, but that’s certainly how big businesses operate, so we try to break that.  We want our leadership teams to be as entrepreneurial as possible. We run a Shark Tank-style program, and the ideas and innovations we get are incredible. I can’t recall one that hasn’t been great. I think our people are brilliant and want to make sure they can fly and not be pigeonholed into doing things because they think it’s what I want, or some other manager wants. It’s a real challenge, and we’re not perfect at it. We’ve got to keep working at it and give people licence to make mistakes and try things. If we try something and get it right, it’s 100x, if we get it wrong, it’s 1x, so we want people to try stuff.  On the technology he uses on a daily basis I’m 42 now, so I’m getting to be an older CEO, but I’m still very email-driven, I’ve never been big on Slack. We don’t use [Google] Teams much for chatting. I still use WhatsApp where I can, but I’m very face-to-face or phone-driven. Technology in that sense hasn’t changed how I operate in the 12-13 years [since I founded] the business.