S P E C I A L I S T I N S I G H T
S P E C I A L I S T I N S I G H T
As Mastercard continues to shape the future of payments , Amnah Ajmal , Executive Vice President of Market Development , Eastern Europe , Middle East and Africa at Mastercard , a key figure in the FinTech industry , shares her insights on the company ’ s vision and the challenges it faces . From navigating career pivots to championing women in FinTech and driving financial inclusion , Ajmal discusses how Mastercard is leveraging innovation and collaboration to create a more inclusive and connected financial world .
Africa . Every new challenge reaffirmed the importance of empathy , adaptability and the willingness to take calculated risks . These values have not only shaped my career but also helped me navigate rapid industry changes and complex international contexts .
Women ’ s participation in FinTech is growing , although with significant barriers . What are some of the most critical changes needed to ensure women are well represented ?
As an optimist by nature , I strive to see progress , yet some statistics are difficult to overlook . A recent report from the World Economic Forum projects states that it could take 169 years to achieve global economic gender parity . That ’ s two generations – my daughter ’ s daughter may still face these barriers . This timeline is far too long , and we need to focus on accelerating meaningful change .
What are some pivotal moments in your career that have shaped your vision for Mastercard and the FinTech space , and how did you navigate the challenges faced ?
Throughout my career in banking , I have always been drawn to transformation roles , from launching digital innovations to pioneering contactless payments in Poland back in 2008 . At the time , only 3 % of transactions were contactless and people questioned its potential . But within three years , Poland emerged as a global leader in contactless adoption – a testament to the power of adapting early .
Working across eleven countries has taught me invaluable lessons , each shaped by local markets and business contexts . Yet , there are universal principles I have found to apply anywhere . One of the most important is the need to constantly unlearn and relearn . What drives success in one country or context won ’ t necessarily translate elsewhere , so it is crucial to remain adaptable . Empathy plays a major role here ; understanding both your team and your customers allows you to create strategies that resonate and motivate . Building a shared vision is not just about leveraging past successes and assuming the same framework will work .
At MasterCard , building a team representing over 50 nationalities exposed me to an incredible diversity of perspectives and the opportunity to work across regions I would never have previously engaged with , including
The challenges for women , as I see them , are rooted in two key areas : those faced by women entrepreneurs and those experienced by women in corporate roles . Women entrepreneurs are a tremendous force in the global economy , contributing over US $ 3 trillion and leading more than 111 million businesses worldwide . Yet , they face significant obstacles , particularly in accessing credit and funding . The contributions of these women are too often undervalued , which is a serious oversight .
Re-thinking how organisations approach women returning to the workforce after career breaks is crucial . Women who take time off to raise families often find that their adaptability , agility and problem-solving skills are overlooked in favour of a rigid focus on continuous years of experience . Instead , organisations should prioritise these women ’ s proven capacities for learning , innovation and curiosity .
We must also encourage women to apply for promotions and senior roles . Studies reveal that men tend to apply for roles even if they meet only half of the job requirements , whereas women often wait until they meet at least 75 %. Not forgetting that genuine gender parity involves taking calculated risks on women in senior roles . Meeting the 50 % threshold in workforce diversity is just the beginning ; the true question is how many of these women hold leadership positions .
At MasterCard , we are making deliberate strides . We have an ‘ equal slate ’ policy to ensure gender-balanced candidate pools for open roles . We also provide equal parental leave and maintain a strict commitment to gender pay parity . www . intelligentfin . tech
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