Good Parts Only @GoodPartsOnly
The best ideas, stories & lessons from the greatest founders and investors. Clips and excerpts from the conversations and writing worth your time. Joined October 2026-
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Full episode x.com/davidsenra/sta…
Nik Storonsky is one of the most hardcore and competitive founders I’ve ever talked to. He’s the founder of Revolut, a $115 billion company, and wants to be the number one bank in 100 countries. When someone asked Nik if he was coming for Jamie Dimon's lunch, he said “I’m coming
Revolut co-founder and CEO Nik Storonsky on why banks fail to innovate: “They’re stuck in limbo of professional management who are extremely risk-averse. As a result, there’s zero intention to innovate.” "And then all the resources are spent on protecting what they already have. For example, you can have a very old legacy third-party core banking system. Obviously, you need to change it to your own or to some new provider. But banking management will never do it because it introduces risk: you need to migrate customers, something might go wrong, and they never take a risk." "Plus, a lot of them aren’t technical, so they don’t really understand how to do a lot of technical things. As a result, the default choice is to do nothing." "Doing anything is risky in an industry where you lack certain technical skills. Banking isn’t only about regulation; it’s also about building tech. And I think all these people are very bad at building tech." FT: @davidsenra @NStoronsky
Revolut co-founder and CEO Nik Storonsky says competing with China’s 996 work culture is the only way to win. On @davidsenra podcast, he lays out the ambition, operating system, and intensity behind Revolut. The Good Parts: 1. Why Competing With China’s 996 Culture Takes Relentless Work Ethic China’s 9-to-9, six-days-a-week culture sets a stark benchmark for global competition. At Revolut, that pace extends beyond the founder to most direct reports. The underlying claim: sustained intensity is a competitive advantage. 2. Why Banks Struggle to Innovate Risk-averse management and outdated core systems make modernization difficult. Replacing banking infrastructure can put customer migrations at risk, while gaps in technical expertise from executives make inaction feel safer. The result: legacy banks struggle to improve technology and products 3. Delaying their Banking License was a Mistake Starting with lighter e-money and payment licenses helped Revolut move quickly. But after the company had millions of customers, getting a UK banking license took almost five years. Storonsky calls delaying the license a major mistake: becoming a bank helps customers trust Revolut with their salaries, savings, and investments. 4. How to Run Product Ideas as Measurable Bets Teams of up to 10 get 9–18 months to build a new product. After launch, each bet is judged by gross-profit growth. The bottom 25% are cut; successful bets get more people and funding. Product development becomes a repeatable portfolio process instead of a matter of executive intuition. 5. How to Keep Fixing the Next Bottleneck The operating model is a loop: set a goal, spot the constraint, fix it, and keep moving. When larger teams slowed down, Revolut shifted to small, independent teams working on a shared platform. Regulation, hiring, and coordination each required new systems as the business grew. 6. Why Clear Metrics Leave Less Room for Office Politics Clear goals and KPIs make results visible at every level, reducing room for internal politics. Strong leadership means achieving the goal with the fewest resources. Being liked is not the point of an executive role; delivering results is. 7. Why Investors Shouldn’t Be on the Company’s Decision-Making Table Investor influence and poor advice can create operational risk. Founders can protect decision-making by scrutinizing shareholder agreements and keeping investors in a financial role. Quantum Light (his vc) applies data science and machine learning to startup selection, then supports founders with operating playbooks and access to customers. 8. How to Turn Marketing Into an Arbitrage After seven years of organic growth, Revolut built a more deliberate marketing operation, recruiting expertise from gaming and performance advertising. Airport ads and a Barcelona experience store buy physical impressions and build trust at a favorable cost. 9. How a Profitable Bank Can Fund Bigger Technology Bets Cash flow from a global bank could support moonshots beyond conventional financial products, including data centers and proprietary models. Revolut’s transaction data may also support models for fraud prevention, credit, and investing.
Nik Storonsky is one of the most hardcore and competitive founders I’ve ever talked to. He’s the founder of Revolut, a $115 billion company, and wants to be the number one bank in 100 countries. When someone asked Nik if he was coming for Jamie Dimon's lunch, he said “I’m coming
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