Most payment processing revenue still sits with legacy incumbents
Guillaume Pousaz · 20VC: Checkout.com Founder Guillaume Pousaz on The Transition From Bootstrapped Founder to Raising $830M and a $15Bn Valuation, What It Means To Have "3 Roadmaps For Life" & How Becoming a Parent Changes the Type of Leader You Are · Apr 8, 2021 · at 17:39
Guillaume Pousaz is the founder and CEO of Checkout.com. He addresses the market opportunity remaining in online payment processing relative to modern tech competitors and traditional banks.
0:00 / 0:08exact quote · 8.3s
720p mp4 · rendered on demand · StarZero watermark
“If you take the three leaders today, which are ID and Stripe and Checkout, we're literally scratching the surface of what's possible. This is mathematical. All the revenue is still sitting in the incumbents”
quote is from the automated transcript, cleaned for reading: filler sounds and stutters are removed, nothing is rephrased. names can be misheard (the analysis reads context, assessments check outside sources). how →
More from Guillaume Pousaz
Checkout.com has never spent a single dollar of its raised venture capital
“We have never spent a single dollar of the money that we have raised. So I mean, all the money is sitting on the balance sheet.”
Five great engineers outperform 100 average ones
“Five good engineers are better than a hundred average ones.”
CEOs should focus on five-year roadmaps, not two-year execution
“I basically have, like, three roadmaps, a two-year roadmap, a five-year roadmap, and a ten-year roadmap. The two-year roadmap is more or less decided already now, so it's basically executing against this, and I'm not involved. And I make my decisions on the fi…”
Pousaz relies on gut feeling and instinct over formal decision frameworks
“I don't have a framework. I make a lot of gut feel decisions and instinctive decisions, and by that, what I mean is that, of course, as a CEO now, I mean, I have a CEO office, I have a great leadership team, and I do have access to data, but I don't think that…”
Managing by financial models distracts from employee happiness and positive outcomes
“The more happy people you have and the more good outcomes you get. And I think, you know, quite often, if you try to run a company with business plans and financial models and everything, You kind of deviate from that.”