Nigel Morris is the Co-Founder and Managing Partner of QED Investors, one of the leading fintech-focused venture firms of the last decade with numerous unicorn investments, including Credit Karma, NuBank, Avant, SoFi, Klarna, GreenSky, and AvidXchange. Prior to QED, Nigel co-founded Capital One Financial Services in 1994. During his 10-year tenure, Nigel transitioned Capital One from an emerging start-up to an established public company valued at over $20 billion with over 15,000 employees. Finally, Nigel also sits on or has sat on the board of Nubank, Prosper, Zopa, Klarna, The Economist and London Business School to name a few.

1.) How Nigel made his way into the world of startups with Capital One back in 1994 and how that journey led to his founding one of the leading fintech investment firms in QED? What made Nigel want to develop QED from a family office into a large scaling venture firm?

2.) Where does Nigel's passion for mental health stem from? Why does Nigel believe VC and entrepreneurship is riddled with mental health problems? How does Nigel deal with his own self-doubt and insecurity? In what way does Nigel analyse his own relationship to money today? How has it changed over time? How has that relationship to money changed how he thinks about investing?

3.) What does Nigel believe it takes to be a great listener? How does Nigel think about asking the risk questions to move the founder to the right insight? How does Nigel create the conditions where the entrepreneur can be much more open? What questions would Nigel never ask? How does Nigel describe his style of board membership? How has it changed?

4.) How does Nigel think about the centrality of unit economics? What does Nigel look for in the way that the entrepreneur thinks through and analyses unit economics? When does Nigel believe you have tangible data to rely on to justify unit economics? What is the biggest challenge with unit economics? What should companies do when their competitors raise massive funding rounds?

5.) Why does Nigel believe that "bundling" is a canard? What does not work regarding how traditional "bundling" works? Why might it be different for the next generation of fintech providers to bundle different products? Why does Nigel believe lending is a much harder insertion point to start than current accounts? How does Nigel think about the right insertion point?

Nigel’s Favourite Book: Leadership and the New Science: Discovering Order in a Chaotic World

Nigel’s Most Recent Investment: Bitso

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