Checkout.com
company on 5 shows · 16 statements across 4 episodes · said 59 times in 11 episodes since 2021
20VC 43 
the Official SaaStr Podcast 11 
All-In 3 
WTF is with Nikhil Kamath 1 
Top Founders 1
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20VC 43the Official SaaStr Podcast 11All-In 3Top Founders 1WTF is with Nikhil Kamath 1
2026 1 mention in 1 episode
2024 1 mention in 1 episode
2023 4 mentions in 3 episodes 1 per episode
- Ophelia Brown: How We Raised $432M in a Pandemic; What's New in European Venture Capital | E990 · 20VC with Harry Stebbings
- Rob Lacher: How I Scaled to $600M AUM; Hiring Tips for VCs; Venture Capital in Europe vs USA | E999 · 20VC with Harry Stebbings
- E115: The AI Search Wars: Google vs. Microsoft, Nordstream report, State of the Union
- every mention in 2023, scene by scene →
2022 3 mentions in 3 episodes 1 per episode
2021 50 mentions in 3 episodes 17 per episode
- 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
- Secrets to Turbo Charging Sales in 2021 with Keyfactor, Checkout.com Contentstack & Insight Partners
- 20VC: Insight Managing Director, Deven Parekh on The Current Funding Mania, Compression of Round Timelines, Fund Deployment Speeds Increasing & How To Think Through Price and Time Allocation Across the Portfolio
- every mention in 2021, scene by scene →
every mention on every show, scene by scene, with the transcript →
16 statements about Checkout.com, every show
Harry Stebbings Argues Stripe Is Not a Good Business Due to Competition
“I don't think Stripe is a good business because you compete against ad yen and checkout and your biggest customers will compete.”
Insight Partners invested in Checkout.com on a handshake without a term sheet
“I mean, you've got to be at checkout. I mean, we did that deal on a handshake. We never signed a term sheet.”
Five great engineers outperform 100 average ones
“Five good engineers are better than a hundred average ones.”
Checkout.com spent zero dollars on marketing prior to its Series A
“We had never spent a single dollar in marketing before the series.”
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.”
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 a group of mentors with no equity in Checkout.com
“Fundamentally I have a good group of mentors that really like look after me, that are people that don't have any vested equity or equity in the company.”
Most payment processing revenue still sits with legacy incumbents
“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”
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…”
Checkout.com is a value-driven company, not a mission-driven one
“We are a value-driven company. So you have certain companies that are mission-driven. That's not us. We're a value-driven company.”
Two-thirds of Checkout.com's workforce is in product and engineering
“Two thirds of the company is product and engineering today.”
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.”
Pousaz limits all meetings to 15, 30, or 45 minutes
“If you want like, you know, factual tips, I have three types of meeting. I have the 15 minute meeting, the 30 minutes meeting, and the 45 minutes meeting. You have to choose between these three, and I always keep 15 minutes in each hour to do emails and WhatsA…”
Pousaz conducts weekly meeting audits to eliminate non-essential commitments
“What I do at the end of the week, every single week with the team that actually helps me manage my time, is that we raise the meetings. Was that a good meeting? Yes or no? Was that a meeting where I needed to be there? If I didn't need to be there, then we kil…”
No business sector compounds as effectively as payments
“I think nothing compounds like payments, so it's kind of hard to say, but I think it's going to be more growth, more people, more merchants, more products, more geographies.”