QUARTERLY FINTECH MAGAZINE
PAYMENTGENES THE RETAIL EDITION FEATURING:
Global Blue GROVER STOCARD THE KILIMANJARO PROJECT & MORE!
(Maybe it's time to rent that new playstation after all...)
Dear readers, 2018 has been a fantastic year for the PaymentGenes team. As we look back, we are proud of the many new partnerships we have formed, candidates we have spoken to and on many occasions met with, and of course, we are proud of the moments when we have been able to match those candidates with positions available at our partners. The theme for this final magazine of 2018 is 'Retail', and what a perfect time to take a look at the impact of the holiday season on customer behaviour, as well as the companies that experience the end-of-year rush. We spoke with the CEO of Stocard to hear about how the future of the digital wallet will benefit us as consumers. Global Blue talks us through how they approach specific holiday periods according to various regions, and Grover will help you to join the circular economy this festive season.
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A key focus for PaymentGenes in 2018 was sustainability, and we are proud to share the story of The Kilimanjaro Project with you. We have partnered with this initiative to plant trees at the base of Mt. Kilimanjaro, and will be making a donantion to the project for every placement we make. Why not go green this festive season and gift your friends, colleagues or boss with the gift of a tree at the base of Mt. Kilimanjaro. We are extremely excited to see what 2019 will bring to the Payments and Fintech landscape and we wish you and your loved ones a fantastic holiday period. Until next year! Justin Reid-Ross Marketing Manager PaymentGenes
Contents 4
Stocard
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The Kilimanjaro Project
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Global Blue
On the cover: Magna Plaza Shopping Centre, Amsterdam
The mobile wallet of the future
14 19
From climate awareness to climate action
Meeting individual needs by building flexible products
Grover
Bringing the circular economy to the tech world
Our Top Job Picks Apply now!
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Stocard is a leading mobile wallet with over 30 million users, which is building the future of how people shop, pay and consume financial services and more. We spoke with CEO Bjoern Goss(above) about the future of the wallet. For Stocard, it was very clear that the wallet was going to move to the mobile phone at some point. We started with a with a very clear value proposition to consumers by realising that people love to shop, but hate to pay. We would all enjoy shopping more if we didn’t have to pay! So we said, “Let’s build a wallet that focuses on what people actually care about and what they get excited about. We therefore built a product that focuses on the complete shopping experience. We started out with the clear consumer problem which was that shoppers have on average 13 loyalty cards in their wallet. So we built a solution that put all of their loyalty cards on their mobile phone, so the consumer can go to any store and collect all their points without having to carry around all that plastic. Thats how we initially started out, but we realised that once the wallet was digital, opportunities are basically endless. On top of loyalty cards, we added functionality that makes shopping even more exciting. All the most recent offers and coupons from your favourite retailers are in your Stocard wallet. You can even apply for a loyalty cards that you don’t have yet.
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When we started there were a lot of players in the wallet as well as the payment space that started out trying to do purely payments, and most of them failed. Back when we started, the infrastructure for mobile payments wasn’t particularly clear as it was all just starting out. The main driver for our focus on shopping, was that we were very customer centric and we were able to create this amazing shopping experience and Stocard really lives up to today’s digital standard with everything in one app. This allows you to go to brick & mortar stores but shop with a digital, convenient and frictionless experience. The combination of a number of occurences lead us to believe that now is the right time make the step to move into payments as well. Of course, it had been at the back of our minds for a long time. If you are going to offer a way for people to shop conveniently, ultimately you want them to be able to pay conveniently too. "I think today mobile payments have become more popular, but in the western world at least, we haven’t really figured out yet how we can really drive consumer adoption to make everyone pay with their mobile phone."
In general we are big fans of building stuff, learning while we build it and developing talent internally, through those learning experiences. In the last years, we have build this massive platform with more than 30 million users. We are growing by more than 1 million users every month and we’re initiating more than 1 billion POS transactions annually, so payments was basically a product that we developed on top of our platform, which gave us a sort of jumpstart. Once we launch payments we will be one of the most relevant global payment players overnight. The experience and partnership we have had with PaymentGenes makes us extremely happy. On the one hand we experience PaymentGenes as a very entrepreneurial company and that is something that we really appreciate. We enjoy working with people that are flexible and open to change. The other thing that we really like when working together with PaymentGenes is that they really are experts in the field that we are in, so they perfectly understand the requirements that we look for. We are able to develop the description of the profile together, and quickly come to a common understanding of what makes sense for the role and the types of profiles we are searching for. "This common understanding, combined with the entrepreneurial drive was the basis that allows PaymentGenes to get through the processes rapidly and find fantastic candidates." The app is available in over 40 countries globally but we are mainly focused on Europe, North America and Australia. That is also why we have offices in Sydney, Rome Amsterdam, Paris and most recently in Toronto. The markets where we have offices are also the locations where we have the most extensive relationships with retailers and since this is working so well we are also looking to further expand that into other European markets, one of which could be the UK.
The festive season is vital for reatilers, and during this period, Stocard drives additional revenue for retailers online, but also offline. Our parters have a lot of offers on at this time, which in turn leads to a lot of work on our end. We’ll be working extremely hard, and probably very long hours, to ensure that all the things that our retail partners want to do to drive incremental revenue during the festive season goes smoothly.
If you use your phone for everyday things like shopping, redeeming coupons, making payments, splitting bills, sending money to peers, you have a lot of touch points with your mobile wallet. Through these touch points, the wallet will control the customer experience and as a consequence the wallet will also define how the value chain behind it will look in the future. We want to be the global wallet that re-bundles couponing, loyalty, payments, consumer credit, cashback and other financial services. We want to shape the future of how people consume these services. Market research is something we haven’t given much thought to yet but we're sure that it will be a massive part of Stocard in the future.
We offer is a product that is extremely valuable to retailers because it offers a direct communication channel for a retailer, right inside the consumers pockets through their personal device. For more information, visit www.stocardapp.com/en/nl or download it directly from your favourite App Store.
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In an effort to support sustainability, PaymentGenes recently partnered with The Kilimanjaro Project to donate trees for every placement we make. We spoke to co-founder Sarah Scott to find out more about TKP.
What was the inspiration behind the Kilimanjaro Project? About 10 years ago, a friend of mine said that she wanted to wrap Mount Kilimanjaro in khanga cloth (an East African cloth, usually worn by women and always bearing a message) to raise awareness for climate change. My response was, “Count me in, I love implementing crazy ideas.” Fast forward eight years and the global conversation on climate change became more critical. My friend reminded me of the idea and said it was time to set it in motion. In November 2016, I gave up my event and film company to focus 100% on this project. I didn’t realise that this decision would dramatically change the course of my life. Since then, we’ve let go of our somewhat outrageous attempt for “climate awareness” to focus on “climate action”! Instead of wrapping the mountain in khanga, we’re going to wrap it in trees.
What is Tuje Pamoja?
Tuje Pamoja means “let us come together” in Kiswahili. The only way we can look after our planet for future generations is if we do it together. Individually and collectively we all need to play our part to protect the environment for future generations.
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What do you think is the biggest obstacle when attempting to overcome climate change? We know climates have been continually changing for tens of thousands of years, but now we see a more rapid, humaninfluenced change. Nature sends daily warnings to change our ways. There is a lot of negativity around the topic, a hopelessness which drives apathy - and apathy is a destructive force in itself.
I believe that everyone has a part to play, and that everyone can do their little bit to make change. We need to create a green revolution.
Has the international community been receptive to your message?
Kilimanjaro is not just Tanzania’s mountain. It is the highest mountain in Africa and the highest free-standing mountain in the world. It is our vision that through this initiative, we can tell the story of Kilimanjaro and its significance in our region.
To reach an international audience and get their support, we need the right partners, spokespeople and media. We hope that those who have climbed the mountain as well as organisations and businesses who care about environmental impact can not only help us tell this story, but also financially support our efforts. Up until now we’ve lacked the financial and human capital to attract global publicity and support but we are ready... The time is now.
What aspect of TKP do you enjoy the most? I love it all! Giving up my own business also meant giving up an income, packing all of my belongings into storage and living from a suitcase. I have found so much joy in this journey. The project brings together the networks I’ve built over the last 15 years of my career, along with my skills, my creativity and my love for storytelling. It’s also highlighted where my flaws are, and where I need to surround myself with people with complementary skill sets.
I love the creativity this project allows; thinking outside the box, connecting with interesting people from around the world. I also love strategizing with our partners, to create dynamic, active partnerships that make an impact.
Can you sum up the project and what it stands for in a few words?
The Kilimanjaro Project is an environmental and social impact initiative that will plant millions of trees in Kilimanjaro and across Tanzania. We’re going to create a rumble from the slopes of Kilimanjaro, to inspire climate action around the world! Tuje Pamoja.
“Kilimanjaro is not just Tanzania’s mountain” The paradox is that at the same time, I feel so blessed to have found something that gives me a sense of a deeper purpose; doing something far bigger than myself.
“Tuje Pamoja - Let us come together” #tujepamoja @thekiliproject Have you learnt anything unexpected about yourself or Tanzanian culture while launching the TKP? I can fill a book with the lessons I’ve learned! I’d like to share 3 things in particular:
3. Be gracious, be kind, be forgiving & extend grace. We’re humans, we mess up, we disappoint each other, we hurt each other, we make mistakes. When we really understand this, we can extend kindness to others that we would want to receive ourselves.
1. Passionate detachment. Showing up and doing your best, without an attachment to any desired outcome. 2. Don’t take yourself too seriously. When I set deadlines for myself, or get stressed I have to remind myself that, in the grand scheme of things, whatever I’m stressed about doesn’t matter. None of it matters. If it’s not me planting trees, someone else will be.
@sarahofafrika
Co-founder and project lead
What is happening In Tanzania?
In a country where the majority of citizens live off the land for both income and sustenance, maintaining biodiversity and ecological strength is of paramount importance. Climate change, and the repercussions from lack of environmental care, is rearing its ugly head in Tanzania, and the results are garnering international attention. Ecological mistreatment through climate change, corruption, and over farming are resulting in declining levels of snow on Mt Kilimanjaro, as well as the loss of millions of dollars of revenue from the timber industry. The loss of forest coverage also negatively impacts rainfall, having a knock-on effect by inducing a decline in glacier size. When coupled with soil erosion and the impact of a growing population, it is apparent that action needs to be taken in Tanzania to preserve the environment. And most specifically action needs to be taken in the Kilimanjaro region to restore rainfall to the region to re-establish some of the biodiversity.
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“Rapidly changing technology and more demanding customers require product development which can adapt quickly to changing market needs.”
Global Blue is the global market leader of Tax Free Shopping and serves 305.000 merchants in 42 countries and 12 million travellers around the globe. We spoke with Matthias Fritz, Group Product Manager for in-store solutions. What is your role in Global Blue? I joined the company 12 years ago when I started in Technology. I led a team of software engineers and system analysts. Prior to joining Global Blue, I was working for a small start-up as a software engineer, consultant and trainer. I am currently responsible for all products, supporting our merchants in managing their Tax Free Processes. Our merchants range from one-person companies to global chains. Our ambition is to offer the right solution for all of our merchants meeting their individual needs by developing flexible products. How does Product Management look like in Global Blue? Our mission was: create one code-base supporting multiple platforms, which is highly flexible to comply with changing legal requirements, individually customizable and scalable to keep up with our fast growing business.
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We realized that our previous portfolio of products was not state-of-the-art anymore. Rapidly changing technology and more demanding customers require product development which can adapt quickly to changing market needs. 3 years ago, we implemented a fully agile methodology which was a very disruptive change and it was quite challenging, but retrospectively considered, this was the best decision.
important? Which item goes first and which goes second?” The way how we approach this is to look at our vision and ask “how much does this item help us to realise our vision?” This may sound easy, but there are various factors which need to be taken into consideration such as regulation changes or production incidents.
Our vision at Global Blue is to be recognised as the merchants’ preferred partner to deliver superior customer experience, and drive more business to their stores. It’s absolutely key that this vision is well known by everyone in the company which requires continuous communication of that message. Some of the key questions in product management at Global Blue that we ask ourselves every day is, “How do we prioritize our backlog? What is really
In the past, the business of Global Blue was purely paper based. Tax Free Shopping in essence is a 3-step-process:
What are the biggest challenges in Global Blue?
1. At the merchant: get the Tax Free Form while shopping. 2. At customs: get custom stamp when leaving the country. 3.At the refund-counter: Get your money back. When Global Blue started in 1980, the entire business process relied on paper forms.
Since the very beginning our vision was to streamline this process and make it as hasslefree as possible for all parties involved - merchants, travellers and customs. Over the years we have implemented more and more systems to support this process.
We have been dealing with digitalisation for many years, but we put our focus on the process and how we can better support it with technology. Recently, we have put the customer value and experience into the centre of our work and since then our users started to love our products. What have been the most recent trends in Tax Free and how has Global Blue dealt with them? Our business is influenced by various factors like trends in tourism, currency fluctuations and global events. For instance, a few years ago the majority of
tourists were coming from United States and Japan. Later, Russians started to travel more and most recently it is the growing Chinese middle class which is boosting our business. The most popular shopping destinations are also changing as better and cheaper flight-connections enable
tourists to reach more countries. Destinations like France and Italy are famous for their luxury and fashion brands and are still top destinations. Additionally, the UK became also more attractive to globe shoppers due to events like the Brexit announcement and the subsequent drop in value of the British Pound. Most recently, Japan has become very attractive for Chinese travellers. These are just a few examples which influence our roadmap. While Americans prefer credit cards to get their refund, Russians like cash and Chinese prefer their mobile wallets like Alipay and WeChat.
Another aspect is the service experience: first time TFS customers want thorough assistance, while frequent shoppers prefer efficiency. And VIP shoppers ask for exclusive services like fast-lanes or loungeaccess.The expectations of travellers have also changed. While a few years ago it was ok to get the refund a few days later after purchase, today our customers expect real-time refunds. How much does Digitalisation impact your business? A big trend which started 10 years ago is the “last� piece of digitalisation in our business process. The export validation which happened for a very long time with a manual rubber stamp on a paper form is now being replaced by a digital pendant. This trend is one of our biggest challenges but at the same time a great opportunity for us. It allows us to develop new products being fully digitized end to end. Technologies like high-speed internet, mobile devices, wireless communication, contactless payment etc. allow us to develop more innovative products, bringing us even closer to our vision of offering a seamless and personalised service to travellers.
Matthias Fritz Group Product Manager 9
We recently spoke with the Commercial Managing Director of Global Blue, Jiri Macas, where we asked him, "With Christmas fast approaching, how does Global Blue experience the high period?" From the perspective of Global Blue and tourism shopping we are focusing on different peak seasons than traditional retailers do. We are more interested in the public holiday seasons of different nationalities. For each nationality, we highlight the months when they are likely to travel and spend the most in Europe, along with the related holidays (See Holiday Calendar Below)
For instance, while traditional retailers consider Christmas as peak season, it is January that Global Blue identified as a high spending month for Russian shoppers due to the Orthodox Christmas period but also super sales in Europe. Another example is Chinese New Year, which falls in early February 2019, where we expect increase in spending from Chinese travellers, but also shoppers from Hong Kong. For that reason, we are advising retails to prepare special promotions during these periods.
Jiri Macas Commercial MD 10
M PE 2 019 Tough decisions for Acquirers and PSPs in 2019
In 2018/2019 both merchants and payment providers face pressing, strategic questions related to the selection of payment methods they support that need to be answered. European regulatory initiatives like PSD2 promoting instant payments, open banking, and data sharing have created a new payment ecosystem. Acquirers and PSPs and card schemes, threatened by the risk to be bypassed by Third Party Providers, are looking now at the new business models and the roles they can play in this new ecosystem. However, the key questions remain, whether to continue playing in the traditional card acquiring space or to take full advantage of PSD2 by opting for PISP/AISP licensing? What can be done in-house, what in collaborating with partners for those opportunities that lie outside the expertise? Other questions relate to the future direction of European Card Acquiring. In 2018, cards continue to grow their share of the European payments market but the increasing scheme fees are eroding the benefits of interchange regulation.
British Retail Consortium warned in 2018 that scheme fees increased 39% in 2017. Various consumer groups ask the European regulators to step in to protect merchants from hidden fee increases. The UK Payment Systems Regulator (PSR) announced in July 2018 a market review into card-acquiring services, including a public consultation whether there is effective competition and supply of card-acquiring services. What’s next for Card Acquiring, Scheme fees and Interchange Fee Regulation in Europe in 2019? The future of card acquiring, fees evolution, new merchant payments options and Open API technology are among the key topics to be discussed at the MPE 2019. Europe’s Largest Merchant Payment Acceptance Conference in Berlin, February 19-21 2019. Request the Agenda & register at www.merchantpaymentsecosystem.com.
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Take a "Green" stand this Festive season
We are fast approaching the final weeks of the year and we want to present you with the best Christmas gift possible. Mount Kilimanjaro and her surrounding areas have been heavily affected by climate change. Vast amounts of permafrost have disappeared and millions of trees have been cut down. The Kilimanjaro Project is working hard to diminish these effect, by aiming to plant 1 million trees at the base of the majestic mountain. It is now or never, as some scientists believe that in 5 years all the permafrost could be gone. PaymentGenes is keen on trying to minimise our ecological footprint and is therefore a huge fan of The Kilimanjaro Project. We have partnered with these amazing people and are happy to make a donation of trees to them with every placement we make! And now we’d like YOU to make a contribution to this cause as well!
For as little as $5 per tree, your donated trees will be planted & cared for on the slopes of Kilimanjaro and across Tanzania. As soon as you donate you will receive a digital Christmas card with your name and the number of trees you've planted! This makes a fantastic gift for friends, colleagues, or your boss!
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PSD2 The ever-evolving world of payments The world of payments is constantly changing, and the recently reshaped PSD2 law has accelerated developments within the payment and FinTech industry. We love sharing our knowledge, so we decided to ask our IT/Product consultant Borja Gonzalez Hernandez to clarify Payments Service Directive 2, more commonly known as PSD2 Why was PSD2 developed? First, let’s introduce Payment Services Directive (PSD), which was adopted in 2007. It Created a single market for payments (credit transfers, direct debits and cards) in the EU. In short, it provided the legal foundation for a Single Euro Payment Area (SEPA).
provide payments services. Increased security of Internet payments using Strong Customer Authentication (SCA). 2 or more of the following independent elements will be used: Knowledge (password, PIN…), Possession (card or something only the user possesses) and Inherence (fingerprint, voice recognition…). For remote transactions, a fourth element, likely to be a unique authentication code, can also be used. Broader geographical reach: all transactions including those with ‘one leg out’ (at least one party is located within the EU, and no longer both) are in the scope of PSD2, and all official currencies.
Since the birth of the PSD, major technological breakthroughs have occurred and the digitalization of the European economy has steadily advanced. This created a host of new Fintech players and services, particularly within the payments industry, that were outside of the scope of PSD, and therefore not regulated at EU level. Result: an update of the PSD was needed. What is PSD2? PSD2 is a revised version of the original PSD. Essentially, this means that emerging Fintech players can now be registered, licensed and regulated at EU level. Its goal is to make payments safer, increase consumers’ protection, foster innovation and competition while ensuring a level playing field for all players, including new ones. On the basis of PSD2, banks are obliged to share payment data (free of charge) with third parties (service providers without a bank license), but only if the customer explicitly gives permission for this. What are the major changes (PSD - PSD2) New players will have access to the consumers’ payment accounts (XS2A) using APIs, and with the permission of consumers, making it easier for them to
How will it affect businesses/banks and Fintech in different areas and regions? PSD2 is good news for Fintech startups. Big banks will have to significantly invest in revamping legacy systems and services and will look outside for help. In a nutshell, PDS2 will promote innovation in the payments space because it allows new players access to the likes of XS2A, providing a direct connection between retailers and banks, enabled by APIs.
Written By: Borja González Hernández IT/Product Payments Consultant borja@paymentgenes.com
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”NETFLIX Grover is the fresh alternative to owning things. With investors like Circularity Capital, Samsung Next, Main Incubator and Rocket Internet/ Global Founders Capital, the company is already making waves in both the B2B & B2C markets. Grover’s B2B2C partners include MediaMarkt, Saturn, Gravis, Conrad Electronics and Tchibo. We spoke with Thomas Antonioli (CFO) and Gustavo Bako (Payments Expert) to hear more about Grover.
We now also offer one-time payments with a number of different methods. We are also ready to grow internationally so we are exploring partners who support this type of payment setup in a number of countries around the world.
PaymentGenes because they were able to educate us throughout the process. What I really enjoyed was the job qualification that we did together, where Diederik (Klopper, PG consultant DACH) asked a number of questions that we hadn’t even considered yet, and this helped us to really clarify the role and the process. We were then provided with really tailored profiles that I would not have been able to find on my own.
Why and when did you decide to hire a Payment Expert?
With your business model, what is the biggest payment-related challenge?
credit card via Braintree which supported this payment method. Initially we didn’t even realise that these were both relatively safe with regards to fraud.
TA: About a year ago we introduced a new payment method and we overlooked something, after which were hit by a wave of fraud cases.
GB: I think the biggest risk we face is performing the necessary due-diligence in terms of KYC, so that we are able to make sure that the entity that we are doing
We didn’t notice it at the time, but a specialist certainly would have caught it up front. We were busy with a fundraising round and once that was done, we decided it was an ideal moment to add a payments expert to the team with an eye on international expansion.
business with on the platform, is actually the same person on the other side of the transaction. With an in-person transaction, you can physically check an ID, run a credit check and more, to confirm that it is in fact the same person in front of you, but online you have to perform the same checks that you would do offline, but with the added risk of not being able to see the person on the other side.
How and why did Grover start? TA: The idea happened when Michael (Cassau, Grover CEO) came to Berlin from London in 2014. He came to do a 6 month stint in “start-up land” and when he arrived he realized that he would have to furnish his apartment with things like a TV and other hardware. He was immediately frustrated by the inefficiency of having to buy things that he wouldn’t need a few month later, so he decided to invent a way a change that.
How integrated were payments in Grover’s initial strategy and how has that changed over time? TA: We work with recurring payments so we needed to find payment methods that immediately supported that. We therefore went with PayPal, plus
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Can you tell us about your experience in hiring a Payment Expert? TA: Since our payments-specific knowledge was lacking a bit, we decided to work with a specialist recruiter. We chose
X FOR ALL YOUR TECH” The challenge is to balance this risk with still being a flexible and open product for consumers.
What was your biggest surprise concerning the payment landscape? TA: The entire landscape is incredibly fragmented and obscure. For example, in a simple creditcard transaction, there are multiple levels at which someone can decline a transaction. In my opinion payments should be like a water or electricity network, it should be standardized, simple and efficient. This to me is like having 10 different electricity cables going into your house.
What are the biggest challenges you face with consumers adapting to a circular economy?
What is the next step for Grover?
1. Becoming a household name in Germany in the B2C market and really establishling the TA: The challenges lie in the mindset of the consumer. The idea subscription model as the 3rd of not owning products, especially viable option for acquiring tech. here in Germany, is still one of biggest issues that people have. 2. International expansion. Working on European roll out with People still have trust issues entering a 12 month subscription existing or new partners in various countries. plan with a new company. We fortunately benefit from working with very wel estabvlish retailers, 3. B2B. This has immense like mediamarkt for example. We potential and we are in high demand for B2B, so there will be still need to build a househould significant emphasis on this. name though, for people to be 100% comfortable with entering into this kind of contract with us. For more information, visit: getgrover.com/de-en
Do you have any advice for companies struggling with payments? TA & GB: I believe that it doesn’t hurt to be ignorant about certain topics, but it does hurt you to not know that you’re ignorant! If you don’t get the advice or help because you think you know better,you will only harm yourself.
How does seasonality influence a circular economy business like yours? TA: We’re growing at a rate of about 15-25% a month, so at this stage the seasonality is still eclipsed by the organic growth of the business, but naturally the festive season is an important time. We are able to offer better prices during this period because we are able to source products for better prices ourselves. Summer is also a big period, where people rent cameras etc. and the release cycles of blockbuster products also influence our business.
Thomas Antonioli
Gustavo Bako
CFO at Grove since September 2017, currently in charge of Finance, BI, Payments and Debt Collection.
10+ years experience in multiple sectors e-commerce sectors, expert in the improvement of user experience & conversion, decreasing processing costs & preventing fraud losses.
2014-’17: VP Corporate Finance at Kreditech (Germany-based online lending startup), raised more than €400 million in equity & debt capital. 2008-13: Dresdner Kleinwort/ Commerzbank London: variouspositions in M&A, Leveraged Finance and Risk Management
Created payments strategies covering operational & technological requirements, with multi-currency processing models and cross-border compliance requirements.
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5 Essential Tips For Your LinkedIn Profile
How to get noticed on Linkedin!
Profile Photo
As a recruiter, before I am even able to come across your profile on LinkedIn, you will first have to appear in my search according to LinkedIn parameters. In a way, it is comparable to Search Engine Optimisation (SEO), but for your personal account on LinkedIn. If you do not have relevant information and keywords, it is likely that you are not noticeable on LinkedIn. Using relevant info and keywords makes your profile rank higher and therefore makes you more noticeable amongst the thousands of professionals with a similar skillset. How can I make myself more visible on Linkedin?
– Start with an overview
To boost your response and referral rates, invest in your profile picture. It’s your first chance to communicate that you are friendly, likeable, and trustworthy. These attributes are crucial to creating engagement. Think of it as the first step to building your personal brand on LinkedIn and making yourself stand out from other candidates. This is the first thing a recruiter (or your future employer) is going to see. Make sure the photo looks like you, if you get to a first interview and the photo doesn’t look like you (better or… worse) the conversation won’t start off well. Finally, your profile photo needs to be a professional one! Please, please please, NO photo’s of you at the top of a mountain or with your back turned to the camera, and most importantly……NO SELFIES.
– Use keywords
“If you do not have relevant information and keywords you are not noticable on LinkedIn”
– Link your job to the company profile
– Highlight your achievements – Ask for recommendations
Bio/ Headline Your headline doesn’t have to be your job title and company—in fact, if you’re actively looking for jobs, it shouldn’t be. Instead, use that space to succinctly showcase your specialties and unique value proposition. It tells the world, including me as a recruiter, how you see yourself professionally. The more specific you can be about what sets you apart from the competition, the better.
Relevant Work Experience It’s all about understanding how you want to be perceived as a professional and sending that message to everyone who comes across your LinkedIn Profile. Try to highlight your work experience with a certain goal in mind. Let’s say you want to become a business developer, then highlight your experience with a focus on sales. Show the visitor how you can be persuasive, your track record of success or how you approach people. When doing so, don’t only mention your position and activities but also focus on your achievements. Having these kinds of details make you stand out from the rest as everyone who has a look at your profile already has a better idea of your capabilities.
Education The 5th thing that matters on your LinkedIn Profile is your education and other credentials. Prove your academic level even if it’s not directly relevant, the vast majority of employers still require a university degree (or relevant experience). List any relevant qualifications, even if it seems not of value to any of your current/future employees. It could still lead to connection points or proof of effort. Written by our Benelux Payments Consultant Ronald Vogel
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PaymentGenes has collaborated with global partners including PayPal, SimpledCard, Klarna, Magnius, EMS, Visa, Funding Circle, Barqo, Kempen & Co & Worldpay. The next edition of our quarterly FinTech Meetup is in January 2019!
Join our Meetup group now and be sure not to miss out!
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PaymentGenes has been a proud partner of Global Blue for over 3 years. We asked Hana Krcova, Recruitment and Talent Acquisition Manager - Technology, to share her thoughts on what makes our relationship so strong. “I’ve had the pleasure of working with Payment Genes for over the past 3 years. They have supported Global Blue during several recruitment processes in Technology, Engineering and Product Management. We’ve been impressed with their professionalism and their wealth of contacts in the retail and payment industry. They have demonstrated a strong understanding of our business and always presented candidates with matching competence and personality fit. They don’t see the recruitment process as being a sports event (“win at any cost”), instead, they know that looking for a good match should be a win-win proposition for both sides."
Payment Genes has provided an excellent value as well as a very personable and interactive experience. ”We highly recommend PaymentGenes as a valued recruitment partner. We look forward to a continuously successful relationship with them” 18
Top job picks! CPO -Payments
Senior Business Developer
Get in touch with: Thijs Moser +49 (0)15 218 023 053 tmoser@paymentgenes.com
Get in touch with: Anna Velly +33 6 48 49 44 61 anna@paymentgenes.com
Product Manager Brussels
Business Development Director Zurich
Get in touch with: Adele Laurent +31 64 67 45 445 adele@paymentgenes.com
Get in touch with: Kirsten Visser +31 6 49 14 64 20 kirsten@paymentgenes.com
Senior BDM - Travel
Senior Sales Manager
Get in touch with: Jorrit Wijtsma +44 739 35 92 190 jorrit@paymentgenes.com
Get in touch with: Diederik Klopper +31 64 26 72 190 diederik@paymentgenes.com
London
Amsterdam
Paris
South Germany
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