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Monzo CEO On Death Threats, Depression & Digital Banking Wars: Tom BlomField

This weeks episode entitled 'Monzo CEO On Death Threats, Depression & Digital Banking Wars: Tom Blomfield' topics: 0:00 Intro 02:52 Why entrepreneurship? 06:04 What made you want to disrupt an industry? 16:32 Monzo & Starling rivalry 21:23 Starting Monzo 27:13 Wanting to be seen to be a success 33:59 What were the good times at Monzo? 39:07 What were the bad times at Mozo? 46:22 Was the business model of Monzo bad? 54:35 Leaving Monzo 59:08 Not sleeping because of the stress of the business 01:04:14 How was holding down a relationship while running the business? 01:07:47 The “red phone” in your bedroom 01:12:11 What was your life like outside of the business? 01:13:06 The road to leaving Monzo 01:20:29 The urge to go back 01:26:57 Death Threats 01:32:42 Enjoying the small things in life and relationships 01:35:34 Your purpose in life 01:36:49 Crypto currencies 01:39:51 The good things about being a CEO Tom: https://twitter.com/t_blom https://www.linkedin.com/in/tomblomfield Listen on: Apple podcast - https://podcasts.apple.com/gb/podcast/the-diary-of-a-ceo-by-steven-bartlett/id1291423644 Spotify - https://open.spotify.com/show/7iQXmUT7XGuZSzAMjoNWlX FOLLOW ► Instagram: https://www.instagram.com/steven/ Twitter: https://twitter.com/SteveBartlettSC Linkedin: https://www.linkedin.com/in/steven-bartlett-56986834/ Sponsors: https://uk.huel.com/ https://fiverr.com/ceo

Tom BlomfieldguestSteven Bartletthost
Jun 28, 20211h 48mWatch on YouTube ↗

Episode Details

EPISODE INFO

Released
June 28, 2021
Duration
1h 48m
Channel
The Diary of a CEO
Watch on YouTube
▶ Open ↗

EPISODE DESCRIPTION

This weeks episode entitled 'Monzo CEO On Death Threats, Depression & Digital Banking Wars: Tom Blomfield' topics: 0:00 Intro 02:52 Why entrepreneurship? 06:04 What made you want to disrupt an industry? 16:32 Monzo & Starling rivalry 21:23 Starting Monzo 27:13 Wanting to be seen to be a success 33:59 What were the good times at Monzo? 39:07 What were the bad times at Mozo? 46:22 Was the business model of Monzo bad? 54:35 Leaving Monzo 59:08 Not sleeping because of the stress of the business 01:04:14 How was holding down a relationship while running the business? 01:07:47 The “red phone” in your bedroom 01:12:11 What was your life like outside of the business? 01:13:06 The road to leaving Monzo 01:20:29 The urge to go back 01:26:57 Death Threats 01:32:42 Enjoying the small things in life and relationships 01:35:34 Your purpose in life 01:36:49 Crypto currencies 01:39:51 The good things about being a CEO Tom: https://twitter.com/t_blom https://www.linkedin.com/in/tomblomfield Listen on: Apple podcast - https://podcasts.apple.com/gb/podcast/the-diary-of-a-ceo-by-steven-bartlett/id1291423644 Spotify - https://open.spotify.com/show/7iQXmUT7XGuZSzAMjoNWlX FOLLOW ► Instagram: https://www.instagram.com/steven/ Twitter: https://twitter.com/SteveBartlettSC Linkedin: https://www.linkedin.com/in/steven-bartlett-56986834/ Sponsors: https://uk.huel.com/ https://fiverr.com/ceo

SPEAKERS

  • Tom Blomfield

    guest
  • Steven Bartlett

    host
  • Narrator

    other

EPISODE SUMMARY

In this episode of The Diary of a CEO, featuring Tom Blomfield and Steven Bartlett, Monzo CEO On Death Threats, Depression & Digital Banking Wars: Tom BlomField explores monzo Founder Reveals Hidden Cost Of Disrupting Britain’s Banking System Tom Blomfield, founder of Monzo and co-founder of GoCardless, shares an unvarnished account of building a billion‑pound fintech while battling severe anxiety, sleeplessness, and public scrutiny. He explains how naivety, privilege, and first‑principles thinking propelled him to challenge the UK’s entrenched banking system, and how poor co‑founder choices and slow senior hiring later compounded the pressure. Blomfield details internal banking wars, regulatory burdens, organized crime threats, media pile‑ons, and the operational reality behind a ‘cool’ banking app. Having stepped down as CEO, he now prioritizes happiness, learning, and balance, and questions whether he’d ever willingly run a 2,000‑person company again.

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