What happens in Team Fit
The conversation usually combines brief introductions, questions about your latest experience and motivation, discussion of work you are proud of, and time for your questions about the team. The balance varies. What matters is that you can understand the context quickly, connect your experience credibly and gather enough information to evaluate fit.
Prepare four things
1. A concise role narrative
Explain where you are now, the thread through your choices and why this move makes sense. It should be specific enough to feel real without turning into a chronological CV recital.
2. A credible “why Revolut, why this team”
Separate company motivation from team motivation. Link the role’s actual problem space to evidence from your background and to what you want to learn or own next.
3. Relevant proof
Choose a small number of experiences that reveal how you work: the problem, the decision, your contribution, the metric moved and what changed because of you. Do not force every achievement into the conversation.
4. Questions that help you decide
Use your questions to understand strategy, customer, success metrics, constraints, roadmap, operating model and the team’s expectations. Good questions are not a performance; they reduce uncertainty.
Signals the conversation can reveal
- Whether you think in customer problems and measurable outcomes.
- How directly you discuss ownership, trade-offs and results.
- Whether your motivation survives contact with the team’s real context.
- How you listen, adapt and build on information in the conversation.
- Whether the questions you ask match the seniority and responsibility of the role.
Common failure patterns
- Giving a generic “why Revolut” that could apply to any fast-growing fintech.
- Treating Team Fit as another product case and pitching unsolicited solutions.
- Overselling without first understanding the team’s actual priorities.
- Using the questions section to display knowledge rather than learn.
- Failing to connect past evidence to what this specific team needs.
- Forgetting that you are assessing the team too.
How coaching works
The session sharpens your narrative, motivation and evidence, then tests the conversation dynamically. We examine the team information you have, the questions that will genuinely help you and whether your experience maps to the opportunity without sounding forced.