SPECIALIST INSIGHT
As a company that has specialised in bank payments for 10 years , GoCardless is in a prime position to drive this once-in-ageneration transformation . We ’ ve spent a decade moving money directly from one bank account to another and making bank debit fit for the digital age . We ’ re also in the process of building the world ’ s bank payment network , so adding open banking and other forms of A2A real-time payments to sit alongside our bank debit capabilities is a natural next step .
Because new technology takes time to get traction , in my experience about seven to ten years , especially ones such as open banking which require a lot of stakeholders to align and move in the same direction , we have a distinct advantage over our competitors . We generate a healthy level of revenue today with consistent good growth across all our markets through our core business ; we don ’ t need to wait for new technology to mature before we can become profitable and we can insulate our customers from innovation risks .
GoCardless has established partnerships with over 350 companies , including high-profile brands like Xero and Salesforce . How do you envision these partnerships evolving postacquisition , and what opportunities do you see for further collaboration within the FinTech ecosystem ?
The Nuapay acquisition will strengthen and significantly scale our indirect channel proposition . We believe it will consolidate our position as a key payment provider to existing and new customer segments including Independent Software Vendors ( ISVs ) and PSPs .
The deal caps off a solid 12 months of growth within our indirect business , during which we renewed and extended relationships with strategic partners such as Xero , Intuit and Chargebee as well as signing new customers like Ecommpay , which recently launched bank payments in the UK and Europe through GoCardless Embed .
We know that businesses like to have payments embedded into the platforms they use every day , so we ’ re always open to more partnerships .
As GoCardless expands its footprint across more than 30 countries , what are some of the unique challenges and opportunities you anticipate in scaling the business internationally , particularly in regions with diverse regulatory environments ?
In terms of challenges , we need to find product-market fit in each market . Making our proposition compelling in , say , the US where cards are still dominant is very different to deepening our footprint in Europe where bank debit is a trusted and preferred way to pay . We need to make our value-add so obvious that choosing GoCardless is a no-brainer .
While it ’ s true that different geographies have different regulatory requirements , we have strong relationships in all of our
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