I sold to Visa for $2 billion. I could be on a beach right now, but I’m risking my own money to solve the problem that held my first company back

A successful exit brings with it a world of possibilities. You can move your family halfway around the world, back the next generation of brilliant ideas, or never answer a work email again.

My first exit gave me that freedom, but also a sense of unfinished business. In the years leading up to and following our acquisition by Visa, I watched Tink change, and slow down in a way that will be painfully familiar to many founders. Ideas my co-founder Fredrik and I used to dream up in a taxi and ship within a week now needed to be cross-checked by dozens of people across half as many departments.

Compliance as we know it has a way of eroding the very things that make building in tech attractive: speed, agility, and the confidence to try something that’s never been done before. Growth is what every founder chases – it opens doors and tells you you’re doing something right. But the bigger Tink grew, the harder it became to move at the speed of our own ideas.

Don’t misunderstand me — I love compliance. It is necessary for a well-functioning society. But I left Tink jaded with compliance processes and relieved to never think about that again. Now, ironically, I think about it every day. Instead of a beach holiday, we put our money into freeing others from the worry of a looming fine or, worse, an ‘urgent’ email from legal. And, selfishly, into building Freda – the platform I wish we’d had when scaling........

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