This special episode of the Leaders in Payments podcast offers a wealth of knowledge and insights from three trailblazing women leaders at Stax Payments —Paulette Rowe, Jenn Reichenbacher and Lisa Roberts.
Paulette Rowe, the CEO of Stax, provides a compelling narrative of her career journey, from consumer banking to leadership roles at PaySafe and Meta. She emphasizes the importance of mentorship and professional development, sharing her experiences of stepping out of her comfort zone and taking on significant leadership roles. Paulette's journey is a testament to the power of mentorship and the impact it can have on one's career trajectory.
Jenn Reichenbacher, the Chief Marketing Officer, brings her extensive experience in the payments space to the table. She discusses her journey through various companies like Merchant Warehouse, EverCommerce, and her current role at Stax, where she focuses on driving growth through innovative marketing strategies.
Lisa Roberts, the General Counsel, offers a unique perspective from her 25-year legal career. She highlights the importance of understanding the broader business context and the role of legal compliance in the evolving payments landscape. Lisa’s insights are particularly valuable for those looking to navigate the complexities of legal and compliance issues in the fintech industry.
But it's not just about payments and technology; it's also about people and relationships. Paulette, Lisa, and Jenn open up about the power of mentorship and professional development within the industry. From building a "personal board of directors" to stepping out of one’s comfort zone with initiatives like executive rotation programs, discover how these leaders foster growth and collaboration at Stax. Whether it’s through lunch and learns or workout groups, they emphasize the importance of maintaining a growth mindset and creating a supportive community. Tune in for an enriching conversation that promises to leave you inspired and enlightened about the possibilities in the payments industry.
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Transcript
Episode Transcript
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Speaker 1 (00:04):
Thank you for joining us during this special series
running throughout the month ofJuly, focused exclusively on
women leaders and payments.
We've got great content thismonth, focused on mentorship,
career advice, getting out ofyour comfort zone, having your
voice heard and much, much more.
A special thanks to ourcontributing sponsors, stacks
Payments, nuve and Map Advisors,and to our episode sponsors,
(00:28):
nmi, dailypay, g&d and Ingenico.
Hi everyone, welcome to theLeaders in Payments podcast.
I'm your host, greg Myers, andon today's show we have three
great guests Jen Reichenbacher,lisa Roberts and Paulette Rowe
from Stacks Payments.
Jen Reichenbacher, lisa Robertsand Paulette Rowe from Stacks
Payments and one of the reasonsI wanted to have Stacks on the
show is they have one of themost diverse leadership teams in
(00:50):
all of payments.
In fact, 53% of their executiveleaders are women, so thank you
all so much for being on theshow today.
Speaker 2 (00:57):
Thanks for having us.
Thank you, Greg.
Yeah, excited to be here.
Definitely Thanks for having us.
Speaker 1 (01:03):
Absolutely.
So let's go ahead and jump in,and, jen, we're going to start
with you.
Tell us a little bit about yourcareer journey, a little bit
about yourself and a little bitabout your role at Stacks.
Speaker 3 (01:14):
Thanks, greg.
I joined Stacks in September oflast year as the chief
marketing officer.
I've been in the paymentsfintech space for about a little
over a decade, began that partof my career with Merchant
Warehouse, which then becameCayenne, then moved on to
iPayment, which was lateracquired by Paysafe, and then I
(01:37):
spent the last year and a halfbefore joining Stacks at
EverCommerce.
So all kind of in the SaaSslash payment space.
The early part of my career,which was also all in marketing,
I worked across a variety ofdifferent industries, some of
which definitely have lentitself to relevance in the
payment space.
But two highlights from thatwere time with Remax and then
Keurig as well.
Okay, lisa, over to you.
Speaker 4 (01:56):
Hey, Greg, I'm happy to be here.
I've been practicing law forabout 25 years, 15 years of the
last years in the payment space,with leadership roles at
WorldPay, NCR and SunTrust Bank,now Truist.
I joined Stacks about a yearago and I am the general counsel
responsible for the legal andcompliance function.
Speaker 1 (02:14):
Okay, Paulette over to you.
Speaker 2 (02:16):
Hi Greg.
So I'm currently the CEO atStacks.
I joined last year in August.
I'm from London.
I joined last year in August.
I'm from London, but I've spentpretty much all of my career
working or traveling and beinginvolved in the US market.
I was at PaySafe just beforejoining Stacks as the divisional
(02:39):
CEO for e-commerce andintegrated payments, but I've
also worked in payments atBarclays, running the merchant
acceptance division there, andalso at Meta previously Facebook
, where I ran financial servicesand payments partnerships.
And I guess the only otherthing I would mention is sort of
(03:00):
big turning point in my lifewas when I became the guardian
of my nephew, who was 12 at thetime and is now 21 and counting.
So it's been an interesting fewyears.
Speaker 1 (03:13):
I imagine so.
Well, Paulette, let's stickwith you.
If you don't mind, tell us alittle bit about your journey to
becoming a leader and maybetalk about any pivotal moments
that helped kind of shape yourcareer path.
Speaker 2 (03:25):
Yeah, I spent a lot of my early career.
So straight out of businessschool I moved into consumer
banking.
But I actually started off asan engineer and I guess one of
the pivotal moments very earlyon was a decision that I took to
fund myself to go to businessschool.
So I went to a school calledINSEAD in France and that led me
(03:45):
to working for General Electricin the US.
And both my INSEAD experienceand my GE experience were just
so helpful because I just metpeople from a number of
different countries, worked in anumber of different markets as
a result.
So, for example, when I was atGE, one of the first things I
did was be on a rotationalprogram.
(04:06):
So I got a chance to spend timein risk, in finance, in
business development.
They even took me on an M&A soone of the first big M&As they
were doing in the financialservices space and I ended up
working in Japan.
And whilst I was the mostjunior person on the team up
working in Japan, and whilst Iwas the most junior person on
(04:27):
the team, I was allowed into allof the meetings.
So that was just great to getthat exposure to senior
leadership, get exposure to thewhole M&A process so early on in
my career.
And then I think another pivotalmoment was after I left GE, I
moved back to the UK and Ijoined one of the largest UK
banks UK and I joined one of thelargest UK banks and there I'd
(04:48):
been there for a few years, I'drun marketing and products, I'd
run a sales team, and then theydecided to promote me to run the
retail banking division ofNatWest, which at the time was
1,600 branches, an organizationof 20,000 people.
And I always remember thatmoment when they approached me
about the role and there waslike this huge gulp because not
(05:10):
only was it a big step up fromwhat I was doing, but I was the
only woman on the retailexecutive committee, a lot of
the leadership was Scottishbecause it was a Scottish bank,
a very Scottish bank at the time, and so on and so forth.
So I felt a little bit like Iwas the outsider on that team
and so to have them come and say, hey, we want you to do this
(05:30):
massive job, yeah, it was apivotal moment, a scary moment,
and I tried turning it down fora little bit and then sort of
well, I'm sure we'll talk aboutmentorship, but luckily I had
good people around me who saidare you nuts?
Take the job.
And, as you can imagine, it wasjust a hugely, hugely important
(05:51):
point in my career.
I learned so much from thatrole, especially managing at
scale, and that role has led onto all sorts of other stuff.
So that was my life beforepayments.
I won't go on and on about mycareer.
I've been working a long time,but I think when I look back in
terms of some of the key momentsin my career, I would say that
(06:11):
that was probably the biggest.
Speaker 1 (06:13):
Okay, okay, so let's stick with you, paulette.
So, as the CEO, can you talkabout, maybe, the macro trends
that are going on in theindustry and then how, maybe
connect the dots with those andhow you're transforming what's
going on at Stacks today?
Speaker 2 (06:30):
Yeah, I think there's sort of three things that I'm
really focused on in terms of myleadership role at Stacks, the
first being just the growth inintegrated software.
So you know Jen's had a ton ofexperience in this space.
So you know, jen's had a ton ofexperience in this space.
I've sort of got more and moreexperience over time as the
space has grown at PaySafe andcertainly here at Stacks, and
(06:52):
it's not going anywhere.
I mean, I'm always amazed athow niche it's becoming, not
only how big it's become, butthere's specific software to run
your business, no matter whatyou do.
You could be in pet care andthere'll be specific software
that helps you manage the sortof specific nuances of your
sector, and so embeddingpayments within that software is
(07:16):
just so logical.
It's so logical for a smallbusiness to say I don't want to
have a separate paymentsprovider and a separate software
provider.
I want a solution that helps merun my business end to end and
it just provides a betterexperience all around for the
merchant and also for theircustomer.
So that's something that we arevery highly focused on in
(07:37):
Stacks.
We've put a lot of resourcesinto growing that part of the
business.
It's growing very, verystrongly.
We have over 100 brands workingwith us and I think, as I said,
that's a trend that willcontinue to grow, not just here
in the US, but it's growinginternationally as well.
Another trend, I guess, in sortof buying behavior is
subscriptions.
(07:57):
I don't know, greg, do you haveany subscriptions?
I'm sure you do.
Oh yeah, yeah, I think prettymuch everyone now I think the
official figures are somethinglike at least half of us, but
I'm sure it's way above that.
And I'm not just talking aboutthe Netflixes.
You know there's my HP printeris on subscription.
Now I'm not sure I'm gettingthe best value out of it, but
you know it's super convenientand I really love it, and Stats
(08:21):
has been a real pioneer in thisspace.
I mean, first of all, offeringa subscription billing service
to our small business customers,our direct customers, which is
hugely convenient for them.
Anyone listening to this callwho knows anything about
payments that probably dreadsthe word interchange plus and
everything that goes with that.
You know you're running yoursmall business.
(08:43):
Do you really want to have tofigure out what Interchange Plus
means?
So going out and offering akind of all-you-can-eat monthly
subscription which grows as yourcompany grows, that is both a
trend that we're seeing and onethat we offer to our customers.
But we're also providing thetools for those small businesses
to turn those single points ofpayment into recurring revenue
(09:07):
for them.
So that's, I think it's a smartway for businesses to grow.
I mean, we've got a clientthat's about to go live in the
car wash space and you know,normally you'd go and just pay
for your single car wash.
Well, no, why not have asubscription and, you know,
maybe get a little extra value?
And the last thing I'd mentionis just the whole consolidation
in the industry.
So this is more of an industrytrend where, look, consolidation
(09:32):
is a natural thing to happen inany market.
But there comes a point and Ithink, quite honestly, we're
there in the payment space,regardless of which front end
you're using, you lift the hood.
Everyone is using pretty muchthe same rails of the same, the
few large players that haveconsolidated through acquisition
, and there are benefits to that.
(09:54):
There's scale benefits.
But I think we've reached thattipping point where now it's
become so consolidated that itactually risks stifling or
reducing innovation, because youend up everyone's kind of, you
know using the same fewproviders.
They're big, they're veryfocused on their larger clients.
A lot of them are not outdatedto technology and so the ability
(10:16):
to respond very quickly, forexample, to a software vendor
that is in a niche space, thatbecomes, I think, more and more
challenging for those biggerplayers.
So you know, at Stacks, thatbecomes, I think, more and more
challenging for those biggerplayers.
So you know, at Stacks, that'ssomething that we see ourselves
as that kind of modern, agilealternative to those larger
solutions.
And so we're spending time notonly producing really good
(10:37):
software at the front end of ourbusiness, but also investing in
being a standalone processorand joining that very small
number of companies that canactually make a stake in that
part of the market.
Speaker 1 (10:50):
Okay, Jen Lisa, do you have anything to add to that
?
Speaker 4 (10:53):
I would just reiterate the trends that Paula
identified, and the ability toprovide software providers with
recurring revenue to me is justa huge benefit and what I see
driving what's happening in themarket right now, at least in
our space.
Speaker 3 (11:07):
Yeah, I don't think you can underestimate how much
value payments is delivering forsome of these startups and some
of these mid-market SaaScompanies I think also Paulette
touched on it but the results ofhaving a just more frictionless
kind of embedded solution fortheir customers in the
downstream, I think, ourcustomer even coming on the
heels of the pandemic.
The expectations from theconsumer perspective have
changed drastically in the USfrom really a demand of being
(11:31):
able to pay by the choice thatyou want when you want.
Merchants need to be moreversatile and I think through
our integrations and throughsome of the innovations we're
doing on our direct business,we've been able to meet the
consumer where they want to beand help our merchants enable
more opportunity to meet thatcustomer the way that they want
to pay.
Speaker 1 (11:50):
Okay, and Lisa over to you, so maybe talk about some
of your past experiences thatare maybe shaping the future of
Stacks and the future of theleaders at Stacks.
Speaker 4 (12:02):
So when you've been in this industry a while, you
kind of see these recurringthemes.
They're cyclical and so for methere's a very experienced
leadership team and there's goodand bad to that right.
I mean, I avoid pitfalls thatI've seen before.
I want to duplicate successesthat I've seen, but it also can
be limiting when you're livingin this past experiences.
So at Stacks one of our corevalues is operating differently
(12:22):
in this past experiences.
So at Stacks, one of our corevalues is operating differently.
So I think we look at, take ourexperience, look at that and
see what it is that we canchange from there.
And so I think that's beenreally challenging ourselves to
think and rethink some of thesolutions that we've seen in the
products out there.
So I use past experiences inthat way to kind of guide how I
look at things going forward.
Speaker 1 (12:42):
Okay, jen.
Any thoughts on that I?
Speaker 3 (12:44):
to kind of guide how I look at things going forward.
Okay, jen, any thoughts on that?
I'd echo what Lisa said.
I think the biggest piece isand I've kind of learned this
through having this happen inother organizations you know,
long before, even long before,kind of getting into the fintech
space is where you hire someexecutives and they come in and
they think the blueprint thatthey have is just a lather rinse
, repeat, with no gray areas,like there's no evolution, and I
(13:05):
think that we all live in abusiness society today where
you're always kind of iteratingand working to improve and
there's not a one size fits all,but we're able to really
leverage the experiences andperspectives, because I think
we've all had different journeysinto the leadership community
within Stacks and we try toreally and we'll talk about this
a little bit more later but wereally try to infuse that, to
(13:28):
combine innovation andexperience, to really get a two
or three X output from thecollaboration that we have
cross-functionally.
Speaker 1 (13:36):
Okay, paula.
Any thoughts on that?
Speaker 2 (13:38):
I definitely think the sort of be humble which is
the thread in both what Lisa andJen have said is really
important.
So you come with experience,but there's so much that we can
still learn and there are alwaysthose unknowns that are going
to come out and hit you ifyou're not careful.
So, keeping an open mind aboutthings operating differently, as
Lisa said, and I think we'vegot a nice blend of a lot of
(14:03):
payments experience.
We've brought in more peoplelike ourselves who've got a lot
of experience in payments, butthat started off with more of a
software mindset and I thinkthat blend is very, very
powerful and it's down to theculture in terms of how we are
able to make that blend work,but I think it's working pretty
well for us right now but Ithink it's working pretty well
(14:23):
for us right now.
Speaker 1 (14:24):
Okay, so, jen, question for you.
Let's talk about getting out ofyour comfort zone.
So how do you encourage peoplewithin the company to get out of
their comfort zone, for them togrow?
And talk a little bit about,from the getting out of your
comfort zone perspective, whatStacks does to help their
employees and their leaders.
Speaker 3 (14:44):
I mean at the macro level.
I would say that we really doencourage people and kind of
live by the growth mindsetversus a fixed mindset.
It's hard, some roles are justdifferent and they are a little
bit more repetitive and they'rea little bit more succinct in
terms of like how muchflexibility you have.
But we really have tried andthis is all under Paulette's
leadership to build a leadershipgroup and a company that's
(15:06):
focused on trust but alsofocused on opportunity in terms
of if you see something, saysomething, let's bring that up.
We are always looking toimprove our processes and drive
incremental efficiency and Ithink every business can do that
and we really foster anenvironment where that's
welcomed and applauded andappreciated.
It's not put in a box or kindof looked down upon.
(15:28):
I think specifically and our HRteam has done an incredible job
on this We've done a lot aroundlunch and learns.
We've implemented and Paulettewas a big advocate for this some
workout groups where we're justgetting more cross-functional
people into an environment whereit's badges off and it's like
bring your ideas, how can wework together to improve or
(15:50):
solve for a challenge that we'rehaving, and you get to A people
are really excited about havingtheir voice heard in a
different way.
They're learning a ton as aresult of this and we're getting
to solutions much quicker thanwe would have.
And part of that is we have atransformation team, which I
think is critically importantfor a company of our size and
what we're embarking on.
We also have we do weekly allhands with the full company.
(16:12):
That's something that Paulettestarted when she took the helm
as CEO.
Again, lots of change, lots oftransformation happening.
It keeps people connected, itallows us to showcase key
projects and key initiatives andit builds excitement and we do
a whole culture segment aroundthat as well.
And then one of the programs Ilove that we just implemented.
(16:33):
And again, another thing thatPaulette brought to the table is
we have an executive rotation.
So Paulette was talking aboutwhen she got that M&A experience
early on at GE and thisactually stemmed from us having
an open role for kind of anexecutive chief of staff and
instead of replacing that with asingle person, we actually have
team members from across thecompany that apply to be in that
role and they get to spendthree to six months with us
(16:56):
having insight into all of ourexecutive meetings.
They have board access.
They're part of our boardmeetings M&A activities, lots of
strategic projects andstrategic discussions.
We're just completing oursecond rotation M&A activities,
lots of strategic projects andstrategic discussions.
We're just completing oursecond rotation and it's just
been widely successful in termsof watching people continue to
grow that are kind of in ouryoung leaders, our future
leaders, and just getting greatperspective.
(17:17):
I mean it's great to see theseyoung leaders comfortable
sitting at the executive tableand initiating ideas or
challenging one of us, pauletteincluded.
I mean we challenge one anotherand it's great to see them have
that platform.
Speaker 1 (17:30):
Okay, so Lisa anything to add there?
Speaker 4 (17:33):
Yeah, I would say I love the collaboration and I
really like the idea.
I mean, the rotational chief ofstaff was just critical for me.
I mean, I think of what I wouldhave liked to know earlier in
my career and Paulette had thatexperience which is, how does my
business fit into the biggerpicture?
How do we operate?
What are all the stakeholders?
I mean all of that context isreally important to the why we
(17:55):
do what we do, how we do what wedo, and I think that's really
important from a learningperspective, that you're not
kind of focused on this verynarrow experience and it only
helps you grow professionally.
So I think those kind ofinstances are really helpful and
I know when I interact withjunior team members or people
who haven't been in the industry, I always try and provide that
piece of education, that context, the why so that hopefully they
(18:19):
have that earlier in theircareer and can take advantage of
that.
I think it's just you just haveto understand where you fit in
this bigger picture, I think, toreally add as much value as
possible.
Speaker 1 (18:30):
Yeah, Paulette, you want to add something there?
Speaker 2 (18:32):
Yeah, sorry I was going to say well, the two
rotations we've had so far haveboth been women from the company
.
So I just love the fact thatthey're able to sort of, if you
like, see a female CEO and avery female executive team in
action and can sort of start toimagine themselves in that kind
of role in the future.
But I'm also a big fan ofreverse mentoring no-transcript
(19:25):
those roles.
Speaker 1 (19:26):
So that's great, all right.
So, paulette, this is one of myfavorite topics, and I think
one of yours probably too ismentorship.
So can you talk about maybementors that you've had and
maybe the importance ofmentorship overall in developing
a culture?
Speaker 2 (19:42):
Yeah, look, mentorship.
I think I've mentioned to youon one of your podcasts before,
greg, the sort of the pie modeland performance image exposure,
and I always go back to thatbecause it was such an aha
moment for me that of course,performance is so critical.
But I think many of usunderestimate, particularly
earlier in our careers, how muchthat exposure piece matters and
(20:04):
how opportunities open up,either because people are
mentioning your name and you'rebeing talked about, or because
they're suggesting things to youthat perhaps you hadn't thought
about doing and they're givingyou the confidence to try things
.
And that's happened to me a lotin my career.
So I've you know whether it'sbeen clients, other colleagues,
(20:26):
bosses these are all peoplewho've turned into mentors for
me as my career has continuedand it's not always been a
formal hey, we're going to talkevery week and we'll have a
conversation and there's anagenda.
I mean, yesterday I phoned oneof my previous mentors to ask
him some advice on somethingthat I'm grappling with.
(20:48):
He's in the payment space.
It's being able to do that,it's being able to pick up the
phone and speak to someone who'sperhaps got a different
perspective or has experience insomething that you're going
through for the first time andbe able to make that connection.
But, as I said, what you'llfind is, if you develop this
sort of mentoring relationshipand, as I said, don't just pick
(21:09):
one, have lots of differentmentors that you speak to.
They can be very influential inyour career.
Have lots of different mentorsthat you speak to.
They can be very influential inyour career.
I remember being approachedabout joining a board, a charity
board.
I knew nothing about it.
It ended up being a very highprofile board.
Boris Johnson was the patronHopefully people know who Boris
Johnson is, former PrimeMinister and that opportunity
(21:32):
came through because somebodywho was a mentor to me.
She heard about the role Infact, she heard that they were
hiring a chairperson for therole but said well, if you're
looking for any other boardmembers, you should know about
Paulette.
This is what she could bring tothe table.
So I'm a huge, huge advocatefor it and, as I said, you know,
don't think it has to be thatone relationship.
(21:54):
Get out there, talk to as manypeople as you can, take advice
from wherever you can and buildthose relationships, and
particularly in payments.
We're such a small industry asinternational, an industry as we
are, I find all the time I'mrunning into people that I've
worked with before or have beenclients before, and it's lovely
when you can reach out to someof those people and use them as
(22:15):
a sounding board.
Speaker 1 (22:16):
Yeah, okay, lisa.
Any thoughts on that?
Speaker 4 (22:19):
Sure, I call it my personal board of directors.
So I've been lucky to havecommitted mentors, not just for
my professional growth but mypersonal growth too, whether it
be reaching out to someone abouta parenting issue, reaching out
to someone about a jobopportunity, a position on a
board, but having thosesubstantive relationships which
(22:40):
take work.
I think it's really incumbenton the mentee to develop those
relationships and put the timein so that they are significant,
so that when they do giveadvice these people they know me
, they know what my goals are,they know what my boundaries are
, what I'm looking forpersonally and professionally.
And so that advice sometimeswhile hard to hear the 360
return of advice is sometimeshard to hear, but it's just
(23:02):
critical for growth.
I would say invest in thoserelationships.
It's up to you to develop thoserelationships.
They're meaningful throughoutyour life, not just in your
career but otherwise as well.
Speaker 1 (23:12):
Jen some thoughts on mentorship.
Speaker 3 (23:14):
I'm going to take it a little bit left and just
continue on something thatPaulette mentioned.
She mentioned that the paymentsindustry is small.
I think it's funny when I meetwith people that are maybe new
joiners into our organization ornetworking at an event and
they're new to the payment space, I'm like you found something
really special.
I mean, I've worked in many,many other industries, as I know
(23:35):
Lisa and Paulette both have.
I'm constantly inspired by thepayment space and how connected
it is and how supportive it isof one another.
And it's beyond the associations.
It is these relationships thatwe cultivate where you can reach
out to someone, whether it'svia LinkedIn, whether it's via
email, whether it's a text, andsay, hey, did you see this or do
(23:58):
you know this person?
We're interviewing this person.
I think you might have workedwith them.
Just that sense of community, Ido think is and it sounds a
little corny, but I reallybelieve that it's very different
in payments and we havesomething really special and
that's one of the things Iencourage people, new joiners,
(24:20):
is make those relationships.
Take time.
To Lisa's point, invest inthose relationships, because
this is an industry where yournetwork is really an extension
of yourself and you need to giveas much as you get, but it pays
out in spades.
Speaker 1 (24:29):
Yeah, totally agree.
Well, Jen, let's stick with you.
Let's talk about professionaldevelopment.
So how is Stacks investing inprofessional development?
Speaker 3 (24:38):
We're doing a lot of different things but I'll
highlight a couple and again, alot of this credit goes back to
the leadership team and theinvestments that we're making
from a human resource and humancapital perspective.
We did launch this year aleadership and I think many
companies, our executives, areestablished.
They have their own community.
Our senior leaders have kind ofreached that point where
they've got one or two thingsthat they want to work on to get
(25:00):
them to the next level.
But our middle tier, our futureleaders I said it earlier is
such an important group for usand it's hard.
There's so many differentpersonalities, there's different
kind of career paths via role.
So one thing that we launchedthis year was actually a
third-party leadership program.
We have about just over a dozenof our middle managers and
(25:21):
future leaders participating inthat program.
It's been amazing.
We've also taken four of ourSLT and put them into more of a
personal development coachingprogram.
So we're making that investmenton behalf of our staff.
We are looking also atlaunching a more formal kind of
mentorship program for thosethat want it.
But I echo what Lisa andPaulette and we mentioned
(25:42):
earlier, which is the informalto me is just as valuable
because it's really about therelationship and building trust
and having confidence in yourconfidence that the people know
you and they can help guide youdown that path.
We did not have a formermentorship program at my last
company and someone had asked meto mentor someone and I've
still carried that through.
I'm still working with hertoday and it's been fun.
(26:04):
She's gotten a promotion.
I've helped her put reviewstogether and have difficult
conversations or think about herorg structure.
Now she's about to go onmaternity leave to have her
first baby and it's justexciting to watch someone after
two years just growing into.
This person came from a juniorlevel individual contributor and
now as a director she'smanaging a very large budget
(26:26):
with a team of four people andit's just it's.
It's so rewarding.
I get more value out of thatthan I do so many other things
that I kind of that I have goingon.
I think the other thing I wantedto call out is team members.
We've got some team members andI know Lisa will probably touch
on this in a second.
The ATPC is a greatorganization.
We've also done some work withETA.
We had some team membersrecognized as 40 under 40, and
(26:50):
then we have team membersparticipating in the ATPC formal
future leaders program.
Two of our team members were atthe fly-in on Capitol Hill a
few weeks back.
It's just amazing to thinkabout them developing this
community and sense of network,and I had people when I was with
Paysafe participate in thisprogram and they still are
connected to this kind ofsubgroup of people they've met
(27:12):
through the ATPC and being apart of this program.
So we love that, we applaudthat and we want to get more of
our people involved and engaged,not just in our programs but in
programs that are availableacross the space.
Speaker 1 (27:23):
Okay, Paulette.
Thoughts on professionaldevelopment at Stacks.
Speaker 2 (27:26):
Yeah, I think Jen's done a really good job of
describing what we do.
But sort of generally, yeah,having curiosity, making sure
that you're out there, you knowyou can learn from your peers.
We've touched on that Sometimes.
Getting outside of your comfortzone, go work on a project, go
help another team, be part of aworkout, be part of a hackathon
we had a hackathon recently.
These are ways in which some ofour customer services people
(27:49):
were the most interested ingetting off the phones and going
and being part of workingalongside engineers to go solve
some problems within thebusiness.
So, yeah, we try to engenderthat sort of culture where
people continue want to continueto grow, and that has to be
true at senior levels as well.
It has to be true of the threeof us that we're staying in
(28:09):
touch with the market, that weare learning about some of the
other innovations that arehappening in different parts of
the world.
Even so, yeah, it's superimportant.
If I can just pick up on onething that Lisa said in terms of
mentorship, but it kind ofapplies, I guess, in terms of
personal development too.
Yeah, I've used my mentors tohelp me.
I mentioned becoming theguardian of my nephew.
(28:30):
That was a huge personal changefor me and I thought it was
just a really important pointthat sometimes the advice or the
education that you need is notnecessarily specifically to do
with your work and your role,but it's about you as a person.
It's about learning, if youbecome a single parent, how to
manage your time and, you know,still manage to stay right way
(28:54):
up with your job.
So these are all things that Ithink, if you have that
curiosity, if you continue tohave the right connections and
network, people are alwaysaround to help you, to help you
grow both personally andprofessionally.
Speaker 4 (29:08):
Okay.
Speaker 1 (29:08):
So, lisa, question for you.
So, as we've been talking aboutnetworking and education, where
do you go to find that foryourself and for your teams?
Speaker 4 (29:18):
Well, as a lawyer, I'm required to have continuing
education to keep my license,which I read a ton, and I rely
on external counsel on theiradvisory notes.
Then I get to meet lawyers whopractice in the payment space
too, that I end up negotiatingdeals with.
So it all is one of thosethings.
(29:57):
Like Jen said, it's a greatindustry.
In that way it's collaborative,even though we compete for some
of the same business.
So that's how I stay up to dateon what's happening.
Speaker 3 (30:08):
I think Lisa has summed it up I read a lot.
I read a lot of newsletters.
I get a lot of informationpassed.
I try to read and stay abreastof what's happening in the M&A
and the investment market aswell, and then I lean in.
I lean into the regional shows,I lean into ETA.
I participate in a committeethere that I've been a part of
(30:28):
on and off for over 12 years nowAll 12.
And it's amazing, I think, thatthere's a lot of openness in
this space.
And then, working withdifferent research firms, we do
some work with TSG.
It just helps me stay abreastand keep our finger on the pulse
of the things where we have togo deep versus where I need to
be wide.
We're all kind of advisors inthat and certainly from a
marketing perspective, I workand I help lead our storytelling
(30:52):
in the market and I want tomake sure that what we're saying
is resonating and that, quitefrankly, we're solving problems
and challenges that ourcustomers are facing.
Speaker 1 (31:01):
Well, one final question and, Paulette, I'm
going to start with you and it'sone of my favorite questions
that I ask in almost all of myinterviews, because I think
everyone brings kind of a uniqueperspective to it.
But let's have a scenario wheresomeone's fresh out of college
and they look at the payments orfintech industry and they say,
hey, I want to build a career inthis space.
And they come to you, Paulette,and say, hey, what advice would
(31:23):
you give me to help me besuccessful in payments?
What would you tell them?
Speaker 2 (31:27):
Well, first of all, I would say welcome, welcome,
welcome, because, as Jen said,it's a fantastic industry.
I've had so much fun, there isso much innovation, there's so
much transformation, so youchose wisely, good choice, you
will enjoy your time.
I think also, if we're talkingspecifically about a woman
(31:50):
joining the industry, I wouldsay that, whilst there are still
times when and I have thisfrequently where you might be,
whilst there are still timeswhen and I have this frequently
where you might be the onlywoman on a virtual call and in a
room, it is changing.
I had a call recently withanother company and it was like
five of us and we were allfemale and we were like, oh,
this doesn't happen too often,but this is a sign of you know
(32:11):
it's becoming more inclusive andmore women are choosing to be
part of this industry.
But in terms of like specificadvice I think we've touched on
it all Get out there, beproactive about joining some of
the industry groups, making surethat you've got plans, that you
can always be reading andlistening to your podcast.
(32:31):
I mean, I think you do so much,greg, to help people sort of
stay abreast of what's happeningacross the industry, listening
to all sorts of companies,leaders, et cetera.
It's so easy these days toaccess that kind of information.
But, yeah, be confident, butalso be confident enough to ask
for help when you need it.
I think for me, the learningcame mostly from actually
(32:55):
observing and listening to mycolleagues asking for help on
particular projects and reallytrying to get into the detail.
One thing about payments there'sa lot of detail to what we do.
So making the effort to go abit deeper, to really understand
how the technology works,regardless of what part of the
company you work in and I thinkLisa is a fantastic example of
(33:16):
someone who yes, lisa is alawyer, but she has really spent
a lot of time understandingexactly how the industry works I
think that will put you inreally good stead to then
continue to grow your career.
And if you can don't alwaysthink about it being a linear
you know I've got to go fromhere to here to here Try to get
some broader experience.
(33:38):
Might not be a permanent move,but at least give yourself some
exposure.
Like I said, if you're incustomer services and you can go
to a hackathon with theengineers, do it, because that's
going to give you a muchbroader perspective on how
everything fits together.
So, yeah, that's my response,greg, but I'm excited.
I'm excited for this individual.
Speaker 1 (34:00):
Yeah, it's interesting.
You mentioned that because Irecently did another interview
for this series and she paintedthis visual of you know, there's
this corporate ladder right.
So everyone comes into theindustry and they think they
have to go up this ladder.
And she said think of it moreof a rock wall, like you might
go sideways, you might go downeven, but eventually you know
(34:20):
you're doing everything to go up.
So I thought that was aninteresting, really good way to
visualize it.
Yeah, I thought it was great,so Lisa your thoughts on that.
Speaker 4 (34:29):
Like I said, we've talked about a lot of it, which
is continuous learning.
Get involved, and I would say,get involved in a meaningful
level.
That's where you make thedeepest connections.
Get on a committee, don't justgo to the networking dinner,
because that's where people willreally get to know you and
you'll get to know other peopleand they really see what you
bring to the table.
It's a small industry, so keepthat in mind with respect to
your personal brand always.
(34:50):
What is it that you want to beknown for?
Because while it seems big whenyou start, it is very small.
The other thing I would say andthis probably isn't that popular
but be in person as much aspossible.
That's where the opportunitiesarise, that's where the
conversations happen, that'swhere you may get the
opportunity that you wouldn'totherwise to either listen to
conversations, be pulled intosomething that's even outside of
(35:11):
the lane that you're working in.
So I think it's critical, earlyin your career, to be as
visible as possible and to bephysically present with people
around you as much as possible.
Speaker 2 (35:21):
Can I just jump in there a second?
Because Lisa just reminded me Iwas in New York at a tech
conference and they had one ofthose cocktails and because you
know I obviously need to followmy own advice.
I went to the cocktail and Istood around for a long time and
there were lots of people ingroups and I was there, you know
, sadly having a really badcocktail by myself, and I
(35:43):
thought, oh, I'll just leave.
You know nothing's happeninghere.
And then there was a gentlemansitting by himself who sort of
looked pretty similar.
I thought, well, let me at leastjust go and sit down and say hi
to him.
So I spoke to him and said,okay, if I join you, he's like
yes, it turned out to be thebest conversation, one of the
best connections I could havemade.
So he's from the industry, wehad a lot in common.
(36:07):
He had tons of advice for me onall sorts of things, and then
he was just a wonderful person.
And it just reminded meespecially Lisa's point of that
wouldn't have happened on a Zoomcall.
That was because I was in theroom and also because I did sort
of just give myself that lastlittle kick to say there's
always someone at these eventswho you should spend time with,
(36:30):
at least one person.
So don't just leave, don't justgo and tick the boxes that
you've been, but actually makethe effort to make a connection.
Sorry for jumping in there, butat least you're in my opinion.
Speaker 1 (36:41):
That was great, Great advice and Jen over to you.
Speaker 3 (36:44):
I think we've covered a lot.
I would probably add just thatcuriosity that Paulette talked
about and just asking questions,like relentlessly asking
questions, and also lookingwithin your organization.
It doesn't have to always besomeone within your team that
you're looking to to getinspiration from, make those
connections, make thosenon-traditional relationships
(37:05):
and deepen those relationships.
I think the other thing we weretalking about being in person
at events is and we had a recentexample of this we brought one
of our future leaders with us toETA for Transact.
He had never been to an event,nothing like that.
It's very overwhelming.
I mean, when you're trying tocoordinate and schedule things
and we kind of had an informalkind of like okay, let's make
(37:27):
sure we had a shared meetingcalendar of making sure he's
getting access to our meetingswith the card brands, different
vendors that he should start todevelop relationships with, or
certainly that would benefit him.
And I think also just beingconscientious as a leader when
you're going to look for thoseopportunities to include someone
else that maybe doesn't havethe same relationships.
(37:47):
Don't always make it about yourrelationships.
Be more inclusive and more openand spread those connections
and deepen them from making themwider, not necessarily deeper.
Speaker 1 (37:56):
Okay, all right.
Well, before we go, I just wantto open the floor and see if
there's anything else that youguys wanted to cover.
We've talked about a lot, butjust wanted to see if maybe in
the last 41 minutes, you thoughtof something and wish you had
said it.
So I wanted to kind of give anopen floor to see if there was
anything else.
Speaker 4 (38:15):
I would just say from my perspective, having worked a
number of other places at asmall company or I consider the
small compared to the big onesthe investment in our people is
really, really different andimpressive At the most junior
level, mid-level, senior level.
I just haven't seen that inother organizations that I've
worked at.
So I'm thrilled to be here andI'm thrilled to be part of that
(38:35):
and pay it forward to the folksthat work here.
Speaker 3 (38:38):
It goes without saying just keep having fun.
Have fun at what you're doing,regardless of the challenges.
I mean, you can see, I thinkit's evident that all three of
us love what we're doing.
We love the company, we lovethe industry and we're excited
about bringing more futureleaders in general, but
especially female leaders, intothis traditionally
male-dominated space.
But have fun while you're doingit, you know, have some laughs.
(38:59):
Make sure that you're makingtime for the personal, and
that's a great way to deepenthose relationships as well.
Speaker 2 (39:05):
Paula any final comments?
Going back to the executiverotation, that we do.
I think it's Ursula Burns, whowas one of the first black women
to run a Fortune 100 company,who talks about her own
experience when she had anopportunity to sort of be chief
of staff at I think it was atXerox, and she said when she
could see the job, she suddenlyrealized that she could do the
(39:29):
job of CEO, and I think that isso important.
It's one of the reasons that Ibelieve in the rotation that we
do, because I think what we'vealso found is there's so much
more talent in the business thateven more than we even realized
and by bringing those peoplecloser and working more with the
talent that we have, they'rebeing inspired to really drive
(39:50):
their careers forward andunderstand that they can do so
much more than perhaps theyrealize.
And we're seeing it too, thatthey're ready for the next jump
perhaps sooner than we hadrealized.
And I think that's so importantbecause in an industry like
ours, which is exciting,enjoyable but very demanding, as
Lisa says, focusing on yourtalent and understanding who are
the right people, getting theminto the right roles and getting
(40:13):
fresh ideas is everything interms of remaining competitive,
and that's one of the reasonsthat we spend so much time
thinking about how to grow thetalent within the company.
Speaker 1 (40:24):
Okay, well, I think that's a great way to close out
the show, so I wanted to thankeach of you so much for being
here.
I know your time is veryvaluable, so I really appreciate
your time today.
Thank you so much, Greg.
Speaker 2 (40:33):
I know your time is very valuable, so I really
appreciate your time today.
Thank you so much, Greg.
It's been fun.
Thanks, Greg, Thanks.
Speaker 1 (40:36):
Greg Okay, and to all you listeners out there.
I thank you for your time aswell, and until the next story.
A special thanks to oursponsors for helping make this
month possible, especially ourcontributing sponsors Stacks
Payments, nuve and MAP Advisors,and to our episode sponsors NMI
, daily Pay, g&d and Ingenica.
(40:56):
To learn more, visitwwwleadersinpaymentscom.
Thank you for joining us during this special series
running throughout the month ofJuly, focused exclusively on
women leaders and payments.
We've got great content thismonth, focused on mentorship,
career advice, getting out ofyour comfort zone, having your
voice heard and much, much more.
A special thanks to ourcontributing sponsors, stacks
Payments, nuve and Map Advisors,and to our episode sponsors,
(00:28):
nmi, dailypay, g&d and Ingenico.
Hi everyone, welcome to theLeaders in Payments podcast.
I'm your host, greg Myers, andon today's show we have three
great guests Jen Reichenbacher,lisa Roberts and Paulette Rowe
from Stacks Payments.
Jen Reichenbacher, lisa Robertsand Paulette Rowe from Stacks
Payments and one of the reasonsI wanted to have Stacks on the
show is they have one of themost diverse leadership teams in
(00:50):
all of payments.
In fact, 53% of their executiveleaders are women, so thank you
all so much for being on theshow today.
Speaker 2 (00:57):
Thanks for having us.
Thank you, Greg.
Yeah, excited to be here.
Definitely Thanks for having us.
Speaker 1 (01:03):
Absolutely.
So let's go ahead and jump in,and, jen, we're going to start
with you.
Tell us a little bit about yourcareer journey, a little bit
about yourself and a little bitabout your role at Stacks.
Speaker 3 (01:14):
Thanks, greg.
I joined Stacks in September oflast year as the chief
marketing officer.
I've been in the paymentsfintech space for about a little
over a decade, began that partof my career with Merchant
Warehouse, which then becameCayenne, then moved on to
iPayment, which was lateracquired by Paysafe, and then I
(01:37):
spent the last year and a halfbefore joining Stacks at
EverCommerce.
So all kind of in the SaaSslash payment space.
The early part of my career,which was also all in marketing,
I worked across a variety ofdifferent industries, some of
which definitely have lentitself to relevance in the
payment space.
But two highlights from thatwere time with Remax and then
Keurig as well.
Okay, lisa, over to you.
Speaker 4 (01:56):
Hey, Greg, I'm happy to be here.
I've been practicing law forabout 25 years, 15 years of the
last years in the payment space,with leadership roles at
WorldPay, NCR and SunTrust Bank,now Truist.
I joined Stacks about a yearago and I am the general counsel
responsible for the legal andcompliance function.
Speaker 1 (02:14):
Okay, Paulette over to you.
Speaker 2 (02:16):
Hi Greg.
So I'm currently the CEO atStacks.
I joined last year in August.
I'm from London.
I joined last year in August.
I'm from London, but I've spentpretty much all of my career
working or traveling and beinginvolved in the US market.
I was at PaySafe just beforejoining Stacks as the divisional
(02:39):
CEO for e-commerce andintegrated payments, but I've
also worked in payments atBarclays, running the merchant
acceptance division there, andalso at Meta previously Facebook
, where I ran financial servicesand payments partnerships.
And I guess the only otherthing I would mention is sort of
(03:00):
big turning point in my lifewas when I became the guardian
of my nephew, who was 12 at thetime and is now 21 and counting.
So it's been an interesting fewyears.
Speaker 1 (03:13):
I imagine so.
Well, Paulette, let's stickwith you.
If you don't mind, tell us alittle bit about your journey to
becoming a leader and maybetalk about any pivotal moments
that helped kind of shape yourcareer path.
Speaker 2 (03:25):
Yeah, I spent a lot of my early career.
So straight out of businessschool I moved into consumer
banking.
But I actually started off asan engineer and I guess one of
the pivotal moments very earlyon was a decision that I took to
fund myself to go to businessschool.
So I went to a school calledINSEAD in France and that led me
(03:45):
to working for General Electricin the US.
And both my INSEAD experienceand my GE experience were just
so helpful because I just metpeople from a number of
different countries, worked in anumber of different markets as
a result.
So, for example, when I was atGE, one of the first things I
did was be on a rotationalprogram.
(04:06):
So I got a chance to spend timein risk, in finance, in
business development.
They even took me on an M&A soone of the first big M&As they
were doing in the financialservices space and I ended up
working in Japan.
And whilst I was the mostjunior person on the team up
working in Japan, and whilst Iwas the most junior person on
(04:27):
the team, I was allowed into allof the meetings.
So that was just great to getthat exposure to senior
leadership, get exposure to thewhole M&A process so early on in
my career.
And then I think another pivotalmoment was after I left GE, I
moved back to the UK and Ijoined one of the largest UK
banks UK and I joined one of thelargest UK banks and there I'd
(04:48):
been there for a few years, I'drun marketing and products, I'd
run a sales team, and then theydecided to promote me to run the
retail banking division ofNatWest, which at the time was
1,600 branches, an organizationof 20,000 people.
And I always remember thatmoment when they approached me
about the role and there waslike this huge gulp because not
(05:10):
only was it a big step up fromwhat I was doing, but I was the
only woman on the retailexecutive committee, a lot of
the leadership was Scottishbecause it was a Scottish bank,
a very Scottish bank at the time, and so on and so forth.
So I felt a little bit like Iwas the outsider on that team
and so to have them come and say, hey, we want you to do this
(05:30):
massive job, yeah, it was apivotal moment, a scary moment,
and I tried turning it down fora little bit and then sort of
well, I'm sure we'll talk aboutmentorship, but luckily I had
good people around me who saidare you nuts?
Take the job.
And, as you can imagine, it wasjust a hugely, hugely important
(05:51):
point in my career.
I learned so much from thatrole, especially managing at
scale, and that role has led onto all sorts of other stuff.
So that was my life beforepayments.
I won't go on and on about mycareer.
I've been working a long time,but I think when I look back in
terms of some of the key momentsin my career, I would say that
(06:11):
that was probably the biggest.
Speaker 1 (06:13):
Okay, okay, so let's stick with you, paulette.
So, as the CEO, can you talkabout, maybe, the macro trends
that are going on in theindustry and then how, maybe
connect the dots with those andhow you're transforming what's
going on at Stacks today?
Speaker 2 (06:30):
Yeah, I think there's sort of three things that I'm
really focused on in terms of myleadership role at Stacks, the
first being just the growth inintegrated software.
So you know Jen's had a ton ofexperience in this space.
So you know, jen's had a ton ofexperience in this space.
I've sort of got more and moreexperience over time as the
space has grown at PaySafe andcertainly here at Stacks, and
(06:52):
it's not going anywhere.
I mean, I'm always amazed athow niche it's becoming, not
only how big it's become, butthere's specific software to run
your business, no matter whatyou do.
You could be in pet care andthere'll be specific software
that helps you manage the sortof specific nuances of your
sector, and so embeddingpayments within that software is
(07:16):
just so logical.
It's so logical for a smallbusiness to say I don't want to
have a separate paymentsprovider and a separate software
provider.
I want a solution that helps merun my business end to end and
it just provides a betterexperience all around for the
merchant and also for theircustomer.
So that's something that we arevery highly focused on in
(07:37):
Stacks.
We've put a lot of resourcesinto growing that part of the
business.
It's growing very, verystrongly.
We have over 100 brands workingwith us and I think, as I said,
that's a trend that willcontinue to grow, not just here
in the US, but it's growinginternationally as well.
Another trend, I guess, in sortof buying behavior is
subscriptions.
(07:57):
I don't know, greg, do you haveany subscriptions?
I'm sure you do.
Oh yeah, yeah, I think prettymuch everyone now I think the
official figures are somethinglike at least half of us, but
I'm sure it's way above that.
And I'm not just talking aboutthe Netflixes.
You know there's my HP printeris on subscription.
Now I'm not sure I'm gettingthe best value out of it, but
you know it's super convenientand I really love it, and Stats
(08:21):
has been a real pioneer in thisspace.
I mean, first of all, offeringa subscription billing service
to our small business customers,our direct customers, which is
hugely convenient for them.
Anyone listening to this callwho knows anything about
payments that probably dreadsthe word interchange plus and
everything that goes with that.
You know you're running yoursmall business.
(08:43):
Do you really want to have tofigure out what Interchange Plus
means?
So going out and offering akind of all-you-can-eat monthly
subscription which grows as yourcompany grows, that is both a
trend that we're seeing and onethat we offer to our customers.
But we're also providing thetools for those small businesses
to turn those single points ofpayment into recurring revenue
(09:07):
for them.
So that's, I think it's a smartway for businesses to grow.
I mean, we've got a clientthat's about to go live in the
car wash space and you know,normally you'd go and just pay
for your single car wash.
Well, no, why not have asubscription and, you know,
maybe get a little extra value?
And the last thing I'd mentionis just the whole consolidation
in the industry.
So this is more of an industrytrend where, look, consolidation
(09:32):
is a natural thing to happen inany market.
But there comes a point and Ithink, quite honestly, we're
there in the payment space,regardless of which front end
you're using, you lift the hood.
Everyone is using pretty muchthe same rails of the same, the
few large players that haveconsolidated through acquisition
, and there are benefits to that.
(09:54):
There's scale benefits.
But I think we've reached thattipping point where now it's
become so consolidated that itactually risks stifling or
reducing innovation, because youend up everyone's kind of, you
know using the same fewproviders.
They're big, they're veryfocused on their larger clients.
A lot of them are not outdatedto technology and so the ability
(10:16):
to respond very quickly, forexample, to a software vendor
that is in a niche space, thatbecomes, I think, more and more
challenging for those biggerplayers.
So you know, at Stacks, thatbecomes, I think, more and more
challenging for those biggerplayers.
So you know, at Stacks, that'ssomething that we see ourselves
as that kind of modern, agilealternative to those larger
solutions.
And so we're spending time notonly producing really good
(10:37):
software at the front end of ourbusiness, but also investing in
being a standalone processorand joining that very small
number of companies that canactually make a stake in that
part of the market.
Speaker 1 (10:50):
Okay, Jen Lisa, do you have anything to add to that
?
Speaker 4 (10:53):
I would just reiterate the trends that Paula
identified, and the ability toprovide software providers with
recurring revenue to me is justa huge benefit and what I see
driving what's happening in themarket right now, at least in
our space.
Speaker 3 (11:07):
Yeah, I don't think you can underestimate how much
value payments is delivering forsome of these startups and some
of these mid-market SaaScompanies I think also Paulette
touched on it but the results ofhaving a just more frictionless
kind of embedded solution fortheir customers in the
downstream, I think, ourcustomer even coming on the
heels of the pandemic.
The expectations from theconsumer perspective have
changed drastically in the USfrom really a demand of being
(11:31):
able to pay by the choice thatyou want when you want.
Merchants need to be moreversatile and I think through
our integrations and throughsome of the innovations we're
doing on our direct business,we've been able to meet the
consumer where they want to beand help our merchants enable
more opportunity to meet thatcustomer the way that they want
to pay.
Speaker 1 (11:50):
Okay, and Lisa over to you, so maybe talk about some
of your past experiences thatare maybe shaping the future of
Stacks and the future of theleaders at Stacks.
Speaker 4 (12:02):
So when you've been in this industry a while, you
kind of see these recurringthemes.
They're cyclical and so for methere's a very experienced
leadership team and there's goodand bad to that right.
I mean, I avoid pitfalls thatI've seen before.
I want to duplicate successesthat I've seen, but it also can
be limiting when you're livingin this past experiences.
So at Stacks one of our corevalues is operating differently
(12:22):
in this past experiences.
So at Stacks, one of our corevalues is operating differently.
So I think we look at, take ourexperience, look at that and
see what it is that we canchange from there.
And so I think that's beenreally challenging ourselves to
think and rethink some of thesolutions that we've seen in the
products out there.
So I use past experiences inthat way to kind of guide how I
look at things going forward.
Speaker 1 (12:42):
Okay, jen.
Any thoughts on that I?
Speaker 3 (12:44):
to kind of guide how I look at things going forward.
Okay, jen, any thoughts on that?
I'd echo what Lisa said.
I think the biggest piece isand I've kind of learned this
through having this happen inother organizations you know,
long before, even long before,kind of getting into the fintech
space is where you hire someexecutives and they come in and
they think the blueprint thatthey have is just a lather rinse
, repeat, with no gray areas,like there's no evolution, and I
(13:05):
think that we all live in abusiness society today where
you're always kind of iteratingand working to improve and
there's not a one size fits all,but we're able to really
leverage the experiences andperspectives, because I think
we've all had different journeysinto the leadership community
within Stacks and we try toreally and we'll talk about this
a little bit more later but wereally try to infuse that, to
(13:28):
combine innovation andexperience, to really get a two
or three X output from thecollaboration that we have
cross-functionally.
Speaker 1 (13:36):
Okay, paula.
Any thoughts on that?
Speaker 2 (13:38):
I definitely think the sort of be humble which is
the thread in both what Lisa andJen have said is really
important.
So you come with experience,but there's so much that we can
still learn and there are alwaysthose unknowns that are going
to come out and hit you ifyou're not careful.
So, keeping an open mind aboutthings operating differently, as
Lisa said, and I think we'vegot a nice blend of a lot of
(14:03):
payments experience.
We've brought in more peoplelike ourselves who've got a lot
of experience in payments, butthat started off with more of a
software mindset and I thinkthat blend is very, very
powerful and it's down to theculture in terms of how we are
able to make that blend work,but I think it's working pretty
well for us right now but Ithink it's working pretty well
(14:23):
for us right now.
Speaker 1 (14:24):
Okay, so, jen, question for you.
Let's talk about getting out ofyour comfort zone.
So how do you encourage peoplewithin the company to get out of
their comfort zone, for them togrow?
And talk a little bit about,from the getting out of your
comfort zone perspective, whatStacks does to help their
employees and their leaders.
Speaker 3 (14:44):
I mean at the macro level.
I would say that we really doencourage people and kind of
live by the growth mindsetversus a fixed mindset.
It's hard, some roles are justdifferent and they are a little
bit more repetitive and they'rea little bit more succinct in
terms of like how muchflexibility you have.
But we really have tried andthis is all under Paulette's
leadership to build a leadershipgroup and a company that's
(15:06):
focused on trust but alsofocused on opportunity in terms
of if you see something, saysomething, let's bring that up.
We are always looking toimprove our processes and drive
incremental efficiency and Ithink every business can do that
and we really foster anenvironment where that's
welcomed and applauded andappreciated.
It's not put in a box or kindof looked down upon.
(15:28):
I think specifically and our HRteam has done an incredible job
on this We've done a lot aroundlunch and learns.
We've implemented and Paulettewas a big advocate for this some
workout groups where we're justgetting more cross-functional
people into an environment whereit's badges off and it's like
bring your ideas, how can wework together to improve or
(15:50):
solve for a challenge that we'rehaving, and you get to A people
are really excited about havingtheir voice heard in a
different way.
They're learning a ton as aresult of this and we're getting
to solutions much quicker thanwe would have.
And part of that is we have atransformation team, which I
think is critically importantfor a company of our size and
what we're embarking on.
We also have we do weekly allhands with the full company.
(16:12):
That's something that Paulettestarted when she took the helm
as CEO.
Again, lots of change, lots oftransformation happening.
It keeps people connected, itallows us to showcase key
projects and key initiatives andit builds excitement and we do
a whole culture segment aroundthat as well.
And then one of the programs Ilove that we just implemented.
(16:33):
And again, another thing thatPaulette brought to the table is
we have an executive rotation.
So Paulette was talking aboutwhen she got that M&A experience
early on at GE and thisactually stemmed from us having
an open role for kind of anexecutive chief of staff and
instead of replacing that with asingle person, we actually have
team members from across thecompany that apply to be in that
role and they get to spendthree to six months with us
(16:56):
having insight into all of ourexecutive meetings.
They have board access.
They're part of our boardmeetings M&A activities, lots of
strategic projects andstrategic discussions.
We're just completing oursecond rotation M&A activities,
lots of strategic projects andstrategic discussions.
We're just completing oursecond rotation and it's just
been widely successful in termsof watching people continue to
grow that are kind of in ouryoung leaders, our future
leaders, and just getting greatperspective.
(17:17):
I mean it's great to see theseyoung leaders comfortable
sitting at the executive tableand initiating ideas or
challenging one of us, pauletteincluded.
I mean we challenge one anotherand it's great to see them have
that platform.
Speaker 1 (17:30):
Okay, so Lisa anything to add there?
Speaker 4 (17:33):
Yeah, I would say I love the collaboration and I
really like the idea.
I mean, the rotational chief ofstaff was just critical for me.
I mean, I think of what I wouldhave liked to know earlier in
my career and Paulette had thatexperience which is, how does my
business fit into the biggerpicture?
How do we operate?
What are all the stakeholders?
I mean all of that context isreally important to the why we
(17:55):
do what we do, how we do what wedo, and I think that's really
important from a learningperspective, that you're not
kind of focused on this verynarrow experience and it only
helps you grow professionally.
So I think those kind ofinstances are really helpful and
I know when I interact withjunior team members or people
who haven't been in the industry, I always try and provide that
piece of education, that context, the why so that hopefully they
(18:19):
have that earlier in theircareer and can take advantage of
that.
I think it's just you just haveto understand where you fit in
this bigger picture, I think, toreally add as much value as
possible.
Speaker 1 (18:30):
Yeah, Paulette, you want to add something there?
Speaker 2 (18:32):
Yeah, sorry I was going to say well, the two
rotations we've had so far haveboth been women from the company
.
So I just love the fact thatthey're able to sort of, if you
like, see a female CEO and avery female executive team in
action and can sort of start toimagine themselves in that kind
of role in the future.
But I'm also a big fan ofreverse mentoring no-transcript
(19:25):
those roles.
Speaker 1 (19:26):
So that's great, all right.
So, paulette, this is one of myfavorite topics, and I think
one of yours probably too ismentorship.
So can you talk about maybementors that you've had and
maybe the importance ofmentorship overall in developing
a culture?
Speaker 2 (19:42):
Yeah, look, mentorship.
I think I've mentioned to youon one of your podcasts before,
greg, the sort of the pie modeland performance image exposure,
and I always go back to thatbecause it was such an aha
moment for me that of course,performance is so critical.
But I think many of usunderestimate, particularly
earlier in our careers, how muchthat exposure piece matters and
(20:04):
how opportunities open up,either because people are
mentioning your name and you'rebeing talked about, or because
they're suggesting things to youthat perhaps you hadn't thought
about doing and they're givingyou the confidence to try things
.
And that's happened to me a lotin my career.
So I've you know whether it'sbeen clients, other colleagues,
(20:26):
bosses these are all peoplewho've turned into mentors for
me as my career has continuedand it's not always been a
formal hey, we're going to talkevery week and we'll have a
conversation and there's anagenda.
I mean, yesterday I phoned oneof my previous mentors to ask
him some advice on somethingthat I'm grappling with.
(20:48):
He's in the payment space.
It's being able to do that,it's being able to pick up the
phone and speak to someone who'sperhaps got a different
perspective or has experience insomething that you're going
through for the first time andbe able to make that connection.
But, as I said, what you'llfind is, if you develop this
sort of mentoring relationshipand, as I said, don't just pick
(21:09):
one, have lots of differentmentors that you speak to.
They can be very influential inyour career.
Have lots of different mentorsthat you speak to.
They can be very influential inyour career.
I remember being approachedabout joining a board, a charity
board.
I knew nothing about it.
It ended up being a very highprofile board.
Boris Johnson was the patronHopefully people know who Boris
Johnson is, former PrimeMinister and that opportunity
(21:32):
came through because somebodywho was a mentor to me.
She heard about the role Infact, she heard that they were
hiring a chairperson for therole but said well, if you're
looking for any other boardmembers, you should know about
Paulette.
This is what she could bring tothe table.
So I'm a huge, huge advocatefor it and, as I said, you know,
don't think it has to be thatone relationship.
(21:54):
Get out there, talk to as manypeople as you can, take advice
from wherever you can and buildthose relationships, and
particularly in payments.
We're such a small industry asinternational, an industry as we
are, I find all the time I'mrunning into people that I've
worked with before or have beenclients before, and it's lovely
when you can reach out to someof those people and use them as
(22:15):
a sounding board.
Speaker 1 (22:16):
Yeah, okay, lisa.
Any thoughts on that?
Speaker 4 (22:19):
Sure, I call it my personal board of directors.
So I've been lucky to havecommitted mentors, not just for
my professional growth but mypersonal growth too, whether it
be reaching out to someone abouta parenting issue, reaching out
to someone about a jobopportunity, a position on a
board, but having thosesubstantive relationships which
(22:40):
take work.
I think it's really incumbenton the mentee to develop those
relationships and put the timein so that they are significant,
so that when they do giveadvice these people they know me
, they know what my goals are,they know what my boundaries are
, what I'm looking forpersonally and professionally.
And so that advice sometimeswhile hard to hear the 360
return of advice is sometimeshard to hear, but it's just
(23:02):
critical for growth.
I would say invest in thoserelationships.
It's up to you to develop thoserelationships.
They're meaningful throughoutyour life, not just in your
career but otherwise as well.
Speaker 1 (23:12):
Jen some thoughts on mentorship.
Speaker 3 (23:14):
I'm going to take it a little bit left and just
continue on something thatPaulette mentioned.
She mentioned that the paymentsindustry is small.
I think it's funny when I meetwith people that are maybe new
joiners into our organization ornetworking at an event and
they're new to the payment space, I'm like you found something
really special.
I mean, I've worked in many,many other industries, as I know
(23:35):
Lisa and Paulette both have.
I'm constantly inspired by thepayment space and how connected
it is and how supportive it isof one another.
And it's beyond the associations.
It is these relationships thatwe cultivate where you can reach
out to someone, whether it'svia LinkedIn, whether it's via
email, whether it's a text, andsay, hey, did you see this or do
(23:58):
you know this person?
We're interviewing this person.
I think you might have workedwith them.
Just that sense of community, Ido think is and it sounds a
little corny, but I reallybelieve that it's very different
in payments and we havesomething really special and
that's one of the things Iencourage people, new joiners,
(24:20):
is make those relationships.
Take time.
To Lisa's point, invest inthose relationships, because
this is an industry where yournetwork is really an extension
of yourself and you need to giveas much as you get, but it pays
out in spades.
Speaker 1 (24:29):
Yeah, totally agree.
Well, Jen, let's stick with you.
Let's talk about professionaldevelopment.
So how is Stacks investing inprofessional development?
Speaker 3 (24:38):
We're doing a lot of different things but I'll
highlight a couple and again, alot of this credit goes back to
the leadership team and theinvestments that we're making
from a human resource and humancapital perspective.
We did launch this year aleadership and I think many
companies, our executives, areestablished.
They have their own community.
Our senior leaders have kind ofreached that point where
they've got one or two thingsthat they want to work on to get
(25:00):
them to the next level.
But our middle tier, our futureleaders I said it earlier is
such an important group for usand it's hard.
There's so many differentpersonalities, there's different
kind of career paths via role.
So one thing that we launchedthis year was actually a
third-party leadership program.
We have about just over a dozenof our middle managers and
(25:21):
future leaders participating inthat program.
It's been amazing.
We've also taken four of ourSLT and put them into more of a
personal development coachingprogram.
So we're making that investmenton behalf of our staff.
We are looking also atlaunching a more formal kind of
mentorship program for thosethat want it.
But I echo what Lisa andPaulette and we mentioned
(25:42):
earlier, which is the informalto me is just as valuable
because it's really about therelationship and building trust
and having confidence in yourconfidence that the people know
you and they can help guide youdown that path.
We did not have a formermentorship program at my last
company and someone had asked meto mentor someone and I've
still carried that through.
I'm still working with hertoday and it's been fun.
(26:04):
She's gotten a promotion.
I've helped her put reviewstogether and have difficult
conversations or think about herorg structure.
Now she's about to go onmaternity leave to have her
first baby and it's justexciting to watch someone after
two years just growing into.
This person came from a juniorlevel individual contributor and
now as a director she'smanaging a very large budget
(26:26):
with a team of four people andit's just it's.
It's so rewarding.
I get more value out of thatthan I do so many other things
that I kind of that I have goingon.
I think the other thing I wantedto call out is team members.
We've got some team members andI know Lisa will probably touch
on this in a second.
The ATPC is a greatorganization.
We've also done some work withETA.
We had some team membersrecognized as 40 under 40, and
(26:50):
then we have team membersparticipating in the ATPC formal
future leaders program.
Two of our team members were atthe fly-in on Capitol Hill a
few weeks back.
It's just amazing to thinkabout them developing this
community and sense of network,and I had people when I was with
Paysafe participate in thisprogram and they still are
connected to this kind ofsubgroup of people they've met
(27:12):
through the ATPC and being apart of this program.
So we love that, we applaudthat and we want to get more of
our people involved and engaged,not just in our programs but in
programs that are availableacross the space.
Speaker 1 (27:23):
Okay, Paulette.
Thoughts on professionaldevelopment at Stacks.
Speaker 2 (27:26):
Yeah, I think Jen's done a really good job of
describing what we do.
But sort of generally, yeah,having curiosity, making sure
that you're out there, you knowyou can learn from your peers.
We've touched on that Sometimes.
Getting outside of your comfortzone, go work on a project, go
help another team, be part of aworkout, be part of a hackathon
we had a hackathon recently.
These are ways in which some ofour customer services people
(27:49):
were the most interested ingetting off the phones and going
and being part of workingalongside engineers to go solve
some problems within thebusiness.
So, yeah, we try to engenderthat sort of culture where
people continue want to continueto grow, and that has to be
true at senior levels as well.
It has to be true of the threeof us that we're staying in
(28:09):
touch with the market, that weare learning about some of the
other innovations that arehappening in different parts of
the world.
Even so, yeah, it's superimportant.
If I can just pick up on onething that Lisa said in terms of
mentorship, but it kind ofapplies, I guess, in terms of
personal development too.
Yeah, I've used my mentors tohelp me.
I mentioned becoming theguardian of my nephew.
(28:30):
That was a huge personal changefor me and I thought it was
just a really important pointthat sometimes the advice or the
education that you need is notnecessarily specifically to do
with your work and your role,but it's about you as a person.
It's about learning, if youbecome a single parent, how to
manage your time and, you know,still manage to stay right way
(28:54):
up with your job.
So these are all things that Ithink, if you have that
curiosity, if you continue tohave the right connections and
network, people are alwaysaround to help you, to help you
grow both personally andprofessionally.
Speaker 4 (29:08):
Okay.
Speaker 1 (29:08):
So, lisa, question for you.
So, as we've been talking aboutnetworking and education, where
do you go to find that foryourself and for your teams?
Speaker 4 (29:18):
Well, as a lawyer, I'm required to have continuing
education to keep my license,which I read a ton, and I rely
on external counsel on theiradvisory notes.
Then I get to meet lawyers whopractice in the payment space
too, that I end up negotiatingdeals with.
So it all is one of thosethings.
(29:57):
Like Jen said, it's a greatindustry.
In that way it's collaborative,even though we compete for some
of the same business.
So that's how I stay up to dateon what's happening.
Speaker 3 (30:08):
I think Lisa has summed it up I read a lot.
I read a lot of newsletters.
I get a lot of informationpassed.
I try to read and stay abreastof what's happening in the M&A
and the investment market aswell, and then I lean in.
I lean into the regional shows,I lean into ETA.
I participate in a committeethere that I've been a part of
(30:28):
on and off for over 12 years nowAll 12.
And it's amazing, I think, thatthere's a lot of openness in
this space.
And then, working withdifferent research firms, we do
some work with TSG.
It just helps me stay abreastand keep our finger on the pulse
of the things where we have togo deep versus where I need to
be wide.
We're all kind of advisors inthat and certainly from a
marketing perspective, I workand I help lead our storytelling
(30:52):
in the market and I want tomake sure that what we're saying
is resonating and that, quitefrankly, we're solving problems
and challenges that ourcustomers are facing.
Speaker 1 (31:01):
Well, one final question and, Paulette, I'm
going to start with you and it'sone of my favorite questions
that I ask in almost all of myinterviews, because I think
everyone brings kind of a uniqueperspective to it.
But let's have a scenario wheresomeone's fresh out of college
and they look at the payments orfintech industry and they say,
hey, I want to build a career inthis space.
And they come to you, Paulette,and say, hey, what advice would
(31:23):
you give me to help me besuccessful in payments?
What would you tell them?
Speaker 2 (31:27):
Well, first of all, I would say welcome, welcome,
welcome, because, as Jen said,it's a fantastic industry.
I've had so much fun, there isso much innovation, there's so
much transformation, so youchose wisely, good choice, you
will enjoy your time.
I think also, if we're talkingspecifically about a woman
(31:50):
joining the industry, I wouldsay that, whilst there are still
times when and I have thisfrequently where you might be,
whilst there are still timeswhen and I have this frequently
where you might be the onlywoman on a virtual call and in a
room, it is changing.
I had a call recently withanother company and it was like
five of us and we were allfemale and we were like, oh,
this doesn't happen too often,but this is a sign of you know
(32:11):
it's becoming more inclusive andmore women are choosing to be
part of this industry.
But in terms of like specificadvice I think we've touched on
it all Get out there, beproactive about joining some of
the industry groups, making surethat you've got plans, that you
can always be reading andlistening to your podcast.
(32:31):
I mean, I think you do so much,greg, to help people sort of
stay abreast of what's happeningacross the industry, listening
to all sorts of companies,leaders, et cetera.
It's so easy these days toaccess that kind of information.
But, yeah, be confident, butalso be confident enough to ask
for help when you need it.
I think for me, the learningcame mostly from actually
(32:55):
observing and listening to mycolleagues asking for help on
particular projects and reallytrying to get into the detail.
One thing about payments there'sa lot of detail to what we do.
So making the effort to go abit deeper, to really understand
how the technology works,regardless of what part of the
company you work in and I thinkLisa is a fantastic example of
(33:16):
someone who yes, lisa is alawyer, but she has really spent
a lot of time understandingexactly how the industry works I
think that will put you inreally good stead to then
continue to grow your career.
And if you can don't alwaysthink about it being a linear
you know I've got to go fromhere to here to here Try to get
some broader experience.
(33:38):
Might not be a permanent move,but at least give yourself some
exposure.
Like I said, if you're incustomer services and you can go
to a hackathon with theengineers, do it, because that's
going to give you a muchbroader perspective on how
everything fits together.
So, yeah, that's my response,greg, but I'm excited.
I'm excited for this individual.
Speaker 1 (34:00):
Yeah, it's interesting.
You mentioned that because Irecently did another interview
for this series and she paintedthis visual of you know, there's
this corporate ladder right.
So everyone comes into theindustry and they think they
have to go up this ladder.
And she said think of it moreof a rock wall, like you might
go sideways, you might go downeven, but eventually you know
(34:20):
you're doing everything to go up.
So I thought that was aninteresting, really good way to
visualize it.
Yeah, I thought it was great,so Lisa your thoughts on that.
Speaker 4 (34:29):
Like I said, we've talked about a lot of it, which
is continuous learning.
Get involved, and I would say,get involved in a meaningful
level.
That's where you make thedeepest connections.
Get on a committee, don't justgo to the networking dinner,
because that's where people willreally get to know you and
you'll get to know other peopleand they really see what you
bring to the table.
It's a small industry, so keepthat in mind with respect to
your personal brand always.
(34:50):
What is it that you want to beknown for?
Because while it seems big whenyou start, it is very small.
The other thing I would say andthis probably isn't that popular
but be in person as much aspossible.
That's where the opportunitiesarise, that's where the
conversations happen, that'swhere you may get the
opportunity that you wouldn'totherwise to either listen to
conversations, be pulled intosomething that's even outside of
(35:11):
the lane that you're working in.
So I think it's critical, earlyin your career, to be as
visible as possible and to bephysically present with people
around you as much as possible.
Speaker 2 (35:21):
Can I just jump in there a second?
Because Lisa just reminded me Iwas in New York at a tech
conference and they had one ofthose cocktails and because you
know I obviously need to followmy own advice.
I went to the cocktail and Istood around for a long time and
there were lots of people ingroups and I was there, you know
, sadly having a really badcocktail by myself, and I
(35:43):
thought, oh, I'll just leave.
You know nothing's happeninghere.
And then there was a gentlemansitting by himself who sort of
looked pretty similar.
I thought, well, let me at leastjust go and sit down and say hi
to him.
So I spoke to him and said,okay, if I join you, he's like
yes, it turned out to be thebest conversation, one of the
best connections I could havemade.
So he's from the industry, wehad a lot in common.
(36:07):
He had tons of advice for me onall sorts of things, and then
he was just a wonderful person.
And it just reminded meespecially Lisa's point of that
wouldn't have happened on a Zoomcall.
That was because I was in theroom and also because I did sort
of just give myself that lastlittle kick to say there's
always someone at these eventswho you should spend time with,
(36:30):
at least one person.
So don't just leave, don't justgo and tick the boxes that
you've been, but actually makethe effort to make a connection.
Sorry for jumping in there, butat least you're in my opinion.
Speaker 1 (36:41):
That was great, Great advice and Jen over to you.
Speaker 3 (36:44):
I think we've covered a lot.
I would probably add just thatcuriosity that Paulette talked
about and just asking questions,like relentlessly asking
questions, and also lookingwithin your organization.
It doesn't have to always besomeone within your team that
you're looking to to getinspiration from, make those
connections, make thosenon-traditional relationships
(37:05):
and deepen those relationships.
I think the other thing we weretalking about being in person
at events is and we had a recentexample of this we brought one
of our future leaders with us toETA for Transact.
He had never been to an event,nothing like that.
It's very overwhelming.
I mean, when you're trying tocoordinate and schedule things
and we kind of had an informalkind of like okay, let's make
(37:27):
sure we had a shared meetingcalendar of making sure he's
getting access to our meetingswith the card brands, different
vendors that he should start todevelop relationships with, or
certainly that would benefit him.
And I think also just beingconscientious as a leader when
you're going to look for thoseopportunities to include someone
else that maybe doesn't havethe same relationships.
(37:47):
Don't always make it about yourrelationships.
Be more inclusive and more openand spread those connections
and deepen them from making themwider, not necessarily deeper.
Speaker 1 (37:56):
Okay, all right.
Well, before we go, I just wantto open the floor and see if
there's anything else that youguys wanted to cover.
We've talked about a lot, butjust wanted to see if maybe in
the last 41 minutes, you thoughtof something and wish you had
said it.
So I wanted to kind of give anopen floor to see if there was
anything else.
Speaker 4 (38:15):
I would just say from my perspective, having worked a
number of other places at asmall company or I consider the
small compared to the big onesthe investment in our people is
really, really different andimpressive At the most junior
level, mid-level, senior level.
I just haven't seen that inother organizations that I've
worked at.
So I'm thrilled to be here andI'm thrilled to be part of that
(38:35):
and pay it forward to the folksthat work here.
Speaker 3 (38:38):
It goes without saying just keep having fun.
Have fun at what you're doing,regardless of the challenges.
I mean, you can see, I thinkit's evident that all three of
us love what we're doing.
We love the company, we lovethe industry and we're excited
about bringing more futureleaders in general, but
especially female leaders, intothis traditionally
male-dominated space.
But have fun while you're doingit, you know, have some laughs.
(38:59):
Make sure that you're makingtime for the personal, and
that's a great way to deepenthose relationships as well.
Speaker 2 (39:05):
Paula any final comments?
Going back to the executiverotation, that we do.
I think it's Ursula Burns, whowas one of the first black women
to run a Fortune 100 company,who talks about her own
experience when she had anopportunity to sort of be chief
of staff at I think it was atXerox, and she said when she
could see the job, she suddenlyrealized that she could do the
(39:29):
job of CEO, and I think that isso important.
It's one of the reasons that Ibelieve in the rotation that we
do, because I think what we'vealso found is there's so much
more talent in the business thateven more than we even realized
and by bringing those peoplecloser and working more with the
talent that we have, they'rebeing inspired to really drive
(39:50):
their careers forward andunderstand that they can do so
much more than perhaps theyrealize.
And we're seeing it too, thatthey're ready for the next jump
perhaps sooner than we hadrealized.
And I think that's so importantbecause in an industry like
ours, which is exciting,enjoyable but very demanding, as
Lisa says, focusing on yourtalent and understanding who are
the right people, getting theminto the right roles and getting
(40:13):
fresh ideas is everything interms of remaining competitive,
and that's one of the reasonsthat we spend so much time
thinking about how to grow thetalent within the company.
Speaker 1 (40:24):
Okay, well, I think that's a great way to close out
the show, so I wanted to thankeach of you so much for being
here.
I know your time is veryvaluable, so I really appreciate
your time today.
Thank you so much, Greg.
Speaker 2 (40:33):
I know your time is very valuable, so I really
appreciate your time today.
Thank you so much, Greg.
It's been fun.
Thanks, Greg, Thanks.
Speaker 1 (40:36):
Greg Okay, and to all you listeners out there.
I thank you for your time aswell, and until the next story.
A special thanks to oursponsors for helping make this
month possible, especially ourcontributing sponsors Stacks
Payments, nuve and MAP Advisors,and to our episode sponsors NMI
, daily Pay, g&d and Ingenica.
(40:56):
To learn more, visitwwwleadersinpaymentscom.
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