Payment Expert’s ID Check: Payments Professionals offers insight from industry leaders and experts on how they got their start in the financial industry, from their early years in education, to how they have been able to climb the corporate ladder.
This week, Alex Kelly, VP of Product for Tribe Payments, delivers some of his shared experience on working within the fintech industry, from when the sector exploded, to the challenges that came in the aftermath.
Where did you go to university and what did you study? What impact did this have on your current journey?
I graduated from the University of Kent with a degree in Economics. Beyond the aspects of appreciating key concepts like opportunity cost and supply versus demand, the specifics of the course have featured very little in any role I’ve had.
It taught me a lot about the importance of building relationships and seeking out people with different perspectives and backgrounds to myself in order to get a more fully rounded view on topics.
Were you part of any sports clubs or societies at university and has this influenced your educational and professional development?
I wouldn’t say my sports credentials were good enough for university teams, but the social clubs taught me that friendships and camaraderie happen as much in the bar as they do on the field.
Did you have any jobs outside of the industry before making your start in it and was this experience a motivation to get into the industry you aspired to be in?
Growing up in Southend, the key employers there were in banking or payments. I had jobs in call centres servicing end users of payment tech, and that certainly helped give me a perspective on some of the aspects that impact customers the most.
What was the first job you had in the industry and are there any lessons from this you still draw on?
It was working for an acquirer processor, working in the POS device certification team. There are plenty of lessons I learnt from that time, but ones I still find relevant today are:
- Just because someone refers to an acronym or concept in a group, don’t assume that everyone knows it, even if they nod, so don’t be afraid to question.
- “This may be a stupid question, but…” is almost always the most pertinent question raised.
- Change can happen often, and you should embrace it as it will lead to new learnings and new opportunities.
Who was your biggest role model outside of the payments industry who continues to inspire you in your current career?
Growing up, my father. He had a really strong work ethic and would be at the office 12 hours a day, five days a week trying to better himself.
In my current career, I’d say there are many people. In every role I’ve held, there have been people who you feel every time you talk with them, they have imparted some new wisdom large or small that you can use moving forward.
When was your first big break in the payments industry? Why was this such a significant moment for you?
Getting in at the issuer processor Global Processing Services (GPS) just before fintech exploded onto the scene opened my eyes to the sector and the disruption new players were about to have. Being a part of that growth was hugely helpful for me as it allowed me to grasp the market in a way that few people get the opportunity to do.
Was there a moment you faced in the industry that really challenged you? How did you overcome this?
Changing roles to focus on product management at Tribe. As a new company, there were a large number of requirements, particularly given we sat across the issuing and acquiring space.
It was not possible to own all elements of this and be effective, so understanding where I could add the most value was key, along with working with others who could supplement expertise where it was needed.
Lastly, what is some advice you would give to an aspiring person looking to get a start in your respective industry?
If you are presented with a challenging situation that has the potential to become confrontational, take a step back and work it through from their perspective.
With the same information and clarity on each other’s objectives, it’s often far easier to come to a compromise or joint understanding. Also, building a network is key, whether it’s on LinkedIn or in person.