In the first blog of our new series, ‘The Talent Behind The Tech’, RTGS.global CEO Jarrad Hubble shares insights gained from his career to date, his approach to leadership, what it takes to create a high-performing culture, and what the future holds for the pioneers of RTGS.global.
How would you describe your approach to leadership?
I am a big believer in a flat management structure that mitigates any hierarchy and gives everyone in the organisation a voice at the table. By restricting the insights that you receive to a fraction of the workforce, all from the ‘top end’, you’re only getting the perspective of a limited representation of the organisation. To me, it’s vital to understand and appreciate the viewpoints of everyone in the business to be able to make the best decisions.
A flat management structure encourages challenge and input, but managers must always be prepared to listen to those around them. The value of a non-hierarchical structure can only be realised when managers are empowered and prepared to make strategic decisions based on the input from everyone in their team.
An inspiring career leader once told me that there are three main types of leaders.
At one end of the spectrum are ‘Head Office leaders’ who spend their time at the top end of the business, sitting in their ivory towers. These individuals often lose sight of operations as they find themselves too far removed from the day-to-day activities. As a result, some of the most impactful, high stakes decisions are made based on a limited view and are not grounded in the realities of the business.
At the other end, there are the leaders who insist on being on the front line, becoming immersed in every single detail of the business from top to bottom. These individuals have the opposite problem whereby they often lose sight of the bigger picture, not being able to see the wood for the trees.
My approach to leadership sits somewhere in the middle and it’s what I like to call the ‘scan and fix’ approach.
The scan and fix approach ensures that I have a clear view of the bigger picture of the business, whilst being ready to jump into any function, as and when support is required. At RTGS.global, I am adamant that every team and individual knows that they can communicate directly with me, as and when they feel they need to.
What my background in sport has taught me
My approach to leadership and views on a high-performing team share great synergy with the experiences that I had playing and being around high-level sport.
Growing up and into my early twenties, Australian Rules Football and Cricket were two of my great passions; sports that teach you the value in individual performance, team spirit, responsibility and more. If you know the nuances of each, you’ll understand how mentally and physically challenging they can be.
Whilst they have a unique ability to leave you feeling isolated, with the right team around you, the feeling of winning together with each member knowing that they have played their part in that success is unrivalled. The strategy involved in sport, not just Australian Rules and cricket, goes a long way to teaching us about the need to be able to stay agile, adapting to situations as and when they change, all things that I am passionate about replicating in the business world.
What advice would you give to growing fintechs?
The number one piece of advice that I would give is to ensure that you establish product market fit before you scale. The pathway to success is never a straight line so it’s vital to manage the rate of scaling with sales progress to avoid overstretching and the risk of drastic cutbacks when times get tough.
It is also important to keep the mood constant, regardless of the inevitable highs and lows that you will experience on a scaling journey. If you’ve ever been on an aeroplane, you will be aware of the subtle changes in direction that pilots make to avoid inclement weather or turbulence. Leading a scaling business is much the same; there is a clear destination in mind but you must be prepared to make changes along the way in order to get there.
What a makes a high-performance culture?
To me, a high-performance culture is one where everyone feels free to express what they think and has the freedom to challenge a decision or statement, if they feel it’s right to do so. One of the primary reasons why organisations lose top talent is because these highly-skilled individuals are left frustrated that their voice isn’t being heard, and instead they look elsewhere for new, more empowering opportunities.
As the leader of a fast-growing business, I believe it is important to make key decisions and changes early on to get the right people around you. This may involve making some immediate tough decisions, but it’s necessary to align with the long-term vision of the organisation, with everyone pulling together towards one common goal.
What’s the best piece of advice you’ve ever received?
Never change who you are, regardless of the success you may achieve in your career.
To me, this is all about staying true to your core beliefs and the personal skills and traits that have driven your successes in the first place.
What does the future of RTGS.global look like?
I am hugely excited for the immediate, short, and long-term future for RTGS.global.
In the next twelve months, we are hoping to continue building momentum following recent announcements by opening a corridor of accounts, with central banks beginning to use our technology to settle cross border transactions with greater efficiency and security.
We have highly ambitious plans for the future of RTGS.global, but ones that we fully believe can be achieved as we continue to drive greater efficiency, speed and security for cross-border payments, regardless of currency.
