The Online Bank That Wants To Reshape Work And Money
Shifts in benefits and investing are here to stay, says TS Anil, global chief executive of Monzo Bank.
5 min
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If the pandemic changed the way people view their jobs, it may have also ushered in a new challenge for managers: how to keep reshaping work for years to come.
The desire for flexibility and a rethinking of workers’ relationships with their employers are likely to remain well into the future, putting pressure on employers to respond, says TS Anil, global chief executive of Monzo Bank. The online bank based in London officially launched U.S. operations earlier this year; it employs more than 2,500 people globally. Monzo doesn’t have physical banks but instead is based on a digital app that consolidates a user’s financial information and has tools like bots that can direct money into certain categories–say, saving for a future home.
Born in India, Mr. Anil has worked around the world at companies including Standard Chartered, Citigroup and Capital One. He was global head of payment products and platforms at Visa before joining Monzo in 2020.
He says he has spent much time in recent months considering where work is headed and how the financial-technology company’s own workplace policies should evolve. Monzo this year rolled out a three-month paid-sabbatical program for staffers who have been at the company four years or more. Such efforts reflect a desire to find ways to better support employees, Mr. Anil says.
The company is also aiming to stay ahead of changes in the ways consumers manage their finances while competing with its larger bank rivals. Mr. Anil spoke with The Wall Street Journal about what he’s focused on next.
The job market right now is tight–workers have more leverage, and employers have responded. Five years from now, will employees have as much power as they do today?
What has continued to change slowly over the last several years—but then Covid quite possibly accelerated—is the shift in mindset about what it means to work. People, increasingly, don’t want their jobs to just be about, “I go do this, and I get a paycheck.” People want meaning from their work, people want the ability to work in ways that work around their lives effectively. That shift creates opportunity for companies like us who are leading the way in terms of understanding what employees want and are willing to not be anchored to a historical way of doing things. So, yeah, I don’t think things go back in five years; this is an important cultural shift, and it’s a welcome cultural shift.
What are the new benefits companies will need to offer in the future to get employees to stay?
It’s hard to speculate on specific benefits. At Monzo, we’ve always been about our values. One is this idea that you help everyone belong. And it means we come up with ways that we can institutionalize policy to make everyone get that sense of what works best for them. We announced additional paid leave for colleagues of ours who suffer pregnancy loss, or who are undergoing fertility treatments.This is one of those where it feels like this should have always been offered by companies around the world.
What was it that prompted you to start offering paid sabbaticals?
We’re now going on seven years old, and building a bank—or really any kind of tech company—and scaling it is a marathon not a sprint. And we’re at the stage where enough of our employees have put in a few years of incredibly hard work. As we built it out, it felt like a good time to give people the ability to take a break, recharge, come back with even more energy to continue this marathon that we’re all excited to be on.
What has the response been like—how many people have signed up for a sabbatical?
I don’t have the numbers that add up how many we’ve already done since we’ve announced it, but lots of people have queued it up in terms of what they want to do in a few months, at the end of the year, early next year, and so on. So the response has been amazing.
When you look at banking, what’s the biggest change you expect to see in the industry in the next 10 years?
The biggest thing that I hope we see is making money work for everyone, which means really giving people the tools to make great decisions for themselves, to help them understand and make sense of their money. It’s still amazing and sad how little customers around the world are supported in all decisions related to their money. It’s such a source of anxiety for customers, that I’m hoping that, in the next decade, as an industry, we’ve solved that problem.
Is there a specific shift you foresee in how people will manage their money?
What I aspire to for us is that across all of your financial needs—whether it’s spending, paying, transacting borrowing, saving, investing—all of that happens in a single place. So as an individual trying to make sense of my money, I can see it all in one place; I can visualize it, I can analyze it.
What are the challenges you feel the company will need to overcome to fulfil this vision?
It’s important for us that we continue to evolve our culture for the scale that we’re growing into. That’s probably the single biggest one, to make sure that you preserve the best aspects of your culture—what we internally describe as the golden threads. Keep the golden threads, let go of the stuff that’s not working and keep evolving it. If you can get that right, then you can continue to scale and continue to have impact.
What will your job or industry look like in 2030?
It is making money work: taking the anxiety out of it for [customers] and replacing it with a sense of control and the sense that their money is working. It’s this idea of a single financial control centre—it’s in one place, they get in there, and they understand across the financial needs what the best choices are and they’re able to make them. The fundamental job of CEO is to enable the team to do the best work of their lives, and do it in a context of creating better and better outcomes for customers and for the company as a whole. So the fundamentals don’t change; that will remain the job of the CEO.
OK, five years from now, will people be working in offices more or less than today?
We joke inside the company that, what people talk about as the future of work, we talk about the now of work. Even before Covid-19, we were remote enabled; hybrid work was a reality for us anyway. Technology enables remoteness, but the human need for connection is just as real. The interplay between these two forces, I think, is what the future will be informed by. I’ve never thought of the future as being sort of homogenous, just like the present is not homogenous, right? Even in the same country, in the same company, people have different realities. The future will not be different.
Reprinted by permission of The Wall Street Journal, Copyright 2021 Dow Jones & Company. Inc. All Rights Reserved Worldwide. Original date of publication: May 6, 2022.
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You’ll never guess where they found a little extra room when renovating this west coast house
4 min
There was a time, not too long ago, when the most important must-have for would-be renovators was space. It was all about space to be together and space to be apart.
But as house prices increase across the country, the conversation has started to shift from size for the sake of it towards more flexible, well-designed spaces better suited to contemporary living.
For the owners of this 1920s weatherboard workers’ cottage in Fremantle, the emphasis was less on having an abundance of room and more about creating cohesive environments that could still maintain their own distinct moods. Key to achieving this was manipulating the floorplan in such a way that it could draw in light, giving the impression at least of a larger footprint.
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Positioned on a site that fell three metres from street level, the humble four-room residence had been added to over the years. First order of business for local architect Philip Stejskal was to strip the house back to its original state.
“In this case, they were not quality additions,” Stejskal says. “Sometimes it is important to make sure later additions are not lean-tos.”
The decision to demolish was not taken lightly.
“Sometimes they can be as historically significant as the original building and need to be considered — I wouldn’t want people to demolish our addition in 50 years’ time.”
Northern light hits the site diagonally, so the design solution was to open up the side of the house via a spacious courtyard to maximise opportunities to draw natural light in. However, this had a knock-on effect.
“We had to make space in the middle of the site to get light in,” Stejskal says. “That was one of the first moves, but that created another issue because we would be looking onto the back of the neighbouring building at less appealing things, like their aircon unit.”
To draw attention away from the undesirable view, Stejskal designed a modern-day ‘folly’.
“It’s a chimney and lookout and it was created to give us something nice to look at in the living space and in the kitchen,” Stejskal says.
“With a growing family, the idea was to create a space where people could find a bit of solitude. It does have views to the wider locality but you can also see the port and you can connect to the street as well.”
A garden tap has also been installed to allow for a herb garden at the top of the steps.
“That’s the plan anyway,” he says.
Conjuring up space has been at the core of this project, from the basement-style garaging to the use of the central courtyard to create a pavilion-like addition.
The original cottage now consists of two bedrooms, with a central hallway leading onto a spacious reception and living area. Here, the large kitchen and dining spaces wrap around the courtyard, offering easy access to outdoor spaces via large sliding doors.
Moments of solitude and privacy have been secreted throughout the floorplan, with clever placement of built-in window seats and the crow’s nest lookout on the roof, ideal for morning coffee and sunset drinks.
The house has three bedrooms, including a spacious master suite with walk-in robe and ensuite overlooking the back garden. Adjustable blades on the bedroom windows allow for the control of light, as well as privacy. Although the house was designed pre COVID, it offers the sensibility so many sought through that time — sanctuary, comfort and retreat.
“When the clients came to us, they wanted a house that was flexible enough to cater for the unknown and changes in the family into the future,” Stejskal says. “We gave the owners a series of spaces and a certain variety or moods, regardless of the occasion. We wanted it to be a space that would support that.”
Mood has also been manipulated through the choice of materials. Stejskal has used common materials such as timber and brick, but in unexpected ways to create spaces that are at once sumptuous but also in keeping with the origins of the existing building.
Externally, the brickwork has been finished in beaded pointing, a style of bricklaying that has a softening effect on the varied colours of bricks. For the flooring, crazy paving in the courtyard contrasts with the controlled lines of tiles laid in a stack bond pattern. Close attention has also been paid to the use of veneer on select joinery in the house, championing the beauty of Australian timbers with a lustrous finish.
“The joinery is finished in spotted gum veneer that has been rotary cut,” says Stejskal. “It is peeled off the log like you peel an apple to give you this different grain.”
Even the laundry has been carefully considered.
“The laundry is like a zen space with bare stone,” he says. “We wanted these different moods and the landscape of rooms. We wanted to create a rich tapestry in this house.”
The owners now each experience the house differently, highlighting separate aspects of the building as their favourite parts. It’s quite an achievement when the site is not enormous. Maybe it’s not size that matters so much after all.
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