In Payments, if you don’t get the system, you don’t get it right
The payment industry runs on storytelling and manufactured complexity.
In the rush for expansion or digital transformation, many leaders fall into the same trap: they externalize their ignorance to the highest bidder.
They buy ‘turnkey’ solutions that look great on a slide but result in operational horror stories, loss of data ownership, and strategic surrender to their providers.
I am the antidote to the cheerleader culture.
I bridge the gap between PowerPoint dreams and the brutal reality of scheme governance and operational friction. I don’t help you ‘hope’ for the best; I pressure-test your logic so you don’t become another case study of failed expansion.
Most companies don't have a payment problem; they have an orientation problem.
Does the story survive the facts?
I strip away the industry hype (the “storytelling”) to reveal the actual structural constraints of the market. Whether it’s a new region or a new product, I audit the gap between your assumptions and the brutal reality of local schemes and regulations.
Who truly owns the logic?
Most companies externalize their ignorance to their providers. I map your ecosystem to identify hidden dependencies and governance flaws. I ensure your payment infrastructure serves your autonomy, not your vendor’s bottom line.
Is the vision executable?
I bridge the gap between executive ambition and operational friction. I use my experience as a former C-level and Sales Leader to ensure your “high-level” logic doesn’t break when it hits the ground (onboarding, checkout, settlements).
To maintain radical independence and intellectual rigor, I strictly limit my scope to orientation and audit.
I am not an agency; I am your independent lens.
✅ BUT I DO… fix the logic your Go-To-Market must follow to be viable.
✅ BUT I DO… fix the system your product needs to survive in.
✅ BUT I DO… fix the structural conditions that make sustainable revenue possible.
✅ BUT I DO… provide the raw operational truth that your decks usually hide.
I didn’t start my career in a strategy office. I am not an “ex-“
I spent the first half of it doing operational jobs, hands in the dirt: launching projects, onboarding complex merchants, installing software, and reconciling data for businesses processing billions of euros.
I’ve sorted the Excel sheets, felt the friction of bad integrations, and watched ‘brilliant’ ideas fail because no one understood the plumbing or supported it.
My time as a C-level in scale-up and Sales Leader for one of the biggest acquirers only added a layer of scale to this ground-level reality.
Be assured, when I audit your strategy, I’m not looking at your slides; I’m looking at the machinery.
I know where the pipe is going to leak because I’ve been the one fixing it for 14 years.
I provide a diagnostic that connects your highest interests to the brutal reality of operational execution