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Lessons from Scaling Amazon Europe

Philip Green
Former CFO at Deliveroo & Finance Director, EMEA, Amazon

Learning outcomes

  • The mindset of "building for scale"
  • Amazon's use of a "Future-backwards" approach to goal setting
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Executive Bio

Philip Green

Former CFO at Deliveroo & Finance Director, EMEA, Amazon

Philip Green spent almost eight years at Amazon, culminating with the role of Finance Director of EU operations. He then took on the role of CFO at Groupon, followed by the role of CFO of Deliveroo. He currently is Director and CFO of theatre and entertainment producer Jamie Hendry Productions, as well as CFO of robotics and AR gaming business Reach Robotics, and advisor to several high-tech digital start-ups.Read more

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Interview Transcript

You were involved in the buildout of Amazon in Europe at a very interesting time — what were the defining challenges you faced in scaling that business as quickly as you did?

There was a very early lesson, which was, “Are you building things that will work at scale?” That question itself seems easy, but actually, it’s very hard to embed in the things you do every single day because most people — and I include myself in that category — focus on the task at hand. It’s hard to consider if this thing you’re building today will be relevant in 12 or 18 months.

That shift of mindset is I’m willing to spend more time on the things I’m building today because I know they’ll serve me for the next two or three years, as opposed to just getting this thing done but then having to revisit it in three, four, six months because it’s no longer fit for purpose.

Shift into that long-term thinking, when things are moving so quickly, but you’re still prepared to say, “I know today’s happening, but if I only focus on today, tomorrow probably won’t,” or, “Tomorrow will happen, but I’ll need five times as many people.”

Then you get into this ever-increasing headcount challenge, and strangely, the more people you add, the more challenges you face because everyone’s doing their own things. Then you get into different leadership challenges, trying to coordinate multiple people doing different things.

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