Insights from a global Saas_ Mastercard Gateway.pdf

1. Insights from a global Saas: Mastercard Gateway by Mastercard Payment Gateway Services VP of Global Product productschool.com

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6. Simone Paul Tamussin: VP of Global Product, Mastercard Payment Gateway Services Insights from a global Saas: Mastercard Gateway

7. 7 Who am I?

8. 8 My background 2001 – Graduated in Business Economics 2007 – Consumers and Financial Products lead PayPal Southern Eu 2011 – Head of Acceptance Poste Italiane 2016 – Mastercard Simplify Commerce EU Lead 2022 – VP of Global Product Management and Development MPGS 2002 – Issuing Product Manager in BPM 2018 – VP of Core Product Mastercard Payment Gateway Services 2015 – UK Gateway Product experiences (Kalixa and Realex) 2010 – Online Banking

9. 9 So what?

10. 10 What’s a payment gateway? Gateway and platform fees + APMs collection fees + Acquiring fees (if Payment Facilitator) APMs Funds Settlement Acquirer Issuer Buyer VAS & Alternative Payment Methods & 3 Party Models PSP Gateway Incentives & rebates Gateway and platform fees APMs Funds credited APMs merchant fees APMs collection fees Acquiring fees (if PSP is Payment Facilitator) Acquiring fees Acquiring funds settled Merchant

11. 11 ……everything is fine!!!! If you now feel like this…….

12. 12 • 23+ years experience in the gateway space • Pioneers in white label SaaS payment gateway that positions MA as a trusted enabler in the acceptance ecosystem • 6 development hubs – NAM – EU – INDIA – AUSTRALIA • X3 growth of # development teams from 2017 to 2022 >5 billion transactions annually ~100 countries 180+ global acquirer connections >30 payments methods supported 200+ resellers MPGS is a white label SaaS gateway solution with connections to 180+ acquirers across the world

13. 13 The challenges we face as a global white label SaaS Geographical distribution + different platforms + different processes and cultures Prioritisation Global Roadmap vs Customer bespoke Build vs Partner Corporate Processes & Governance Corporate Structure: Global vs Regional

15. Our journey to “SAFe” and the Squads

16. SAFe….

17. AGILE My first impression…. ….but let’s go back to the journey

18. 18 …there was only one Agile Release Train… …with too many people… …from too many locations/time zones… …it just wasn’t sustainable! DEV TEAMS SPM PRODUCT TEAMS TECH OPS SEA & POs Once upon a time…………

19. 19 Pacific Glider So we split the Train in 2 Silver Bullet

20. 20 How Pacific Glider “worked” at the beginning REGIONAL PRODUCT GLOBAL PRODUCT FEATURES FOR PRE-PI GROOMING SWAGS AND ANALYSIS SEA LEADS PRODUCT OWNERS WEEKS! ONGOING PI “NO AVAILABLE TIME!!” “NO SAFe TRAINING - HOW DO I WRITE CLEAR FEATURES?” PRODUCT OWNERS PRODUCT MANAGER S GROOMING PI BACKLOG READY FOR PI NOT READY FOR PI PI PLANNING DEV TEAMS PRODUCT OWNERS SEA LEADS SEA LEADS “UNCLEAR FEATURES!” “WHO IS OUR PO?” “WE NEED A SEA FOR THIS FEATURE!” “WE NEED TO BRING UNKNOWNS INTO DEV!” “THIS IS NOT AN M, IT’S AN XL!” VP PRODUCT AND ENG + RTE “I HAVE TO MICRO-MANAGE THIS!” PRODUCT MANAGER S “WHICH ARE THE PRIORITIES?” WHERE WAS OUR TRAIN HEADING TO?? WEEKS!

21. 21

22. 22 So we transitioned to a squads model REGIONAL PRODUCT GLOBAL PRODUCT INITIATIVES AND PRIORITIES PM POs DEV TEAMS SQUADS PI ROADMAPS ART PROGRAM BACKLOG BACKLOG GROOMING SEAs PI BACKLOG DEV TEAMS POs PM POs DEV TEAMS PM POs DEV TEAMS DEV TEAMS POs DEV TEAMS POs PI PLANNING Benefits COOPERATIO N ACROSS SQUADS TRAIN BACKLOG GROOMING • Increase in features readiness; • Better understanding of scope and requirements; • Remove bottlenecks; • Reduce unknowns and sizing errors; • Provide more certainty to Dev Teams; • Increase velocity in Dev Teams due to expertise built within Squads.

23. 23 We made a huge investment in culture change PRODUCT AND ENGINEERING ARE ONE TEAM! LEARN FROM OUR MISTAKES & NEAR MISSES! NO FINGERPOINTING : REVIEW – DISCUSS – SHARE – WORK – IMPROVE ALL TOGETHER DIVERSITY AND EQUALITY

24. 24 …………and they lived happily ever after? •AVG readiness from around 50% to >80% Feature readiness •People now supporting each other and solving issues within the Squad avoiding escalations Collaboration •From >60 to <10 risks to ROAM and from an entire week to 3 days PI plannings •Rolled the model out to the other 3 release trains and over 60 dev teams Standardisation

26. 26 Too much autonomy could lead to MULTIVERSES OF GATEWAYS!!! That’s madness!

27. 27 Driving autonomy and ownership in the right way We want to be here!

28. 28 Delegate prioritisation within defined boundaries Communities/Squads WHO – WHY - WHERE WHAT – HOW - WHEN Leadership and Strategy teams OUTPUTS AND ACTIVITIES OUTCOMES IMPACTS CORPORATE STRATEGY AND VISION

30. 30 How to work with regional teams? Understand your customer needs….. …also the regional teams are my customers!!!! …talk to them, understand their pains/needs, create dedicated “personas” and value propositions…… …and provide them the right tools to love and embrace your product!

31. 31 Grazie - Thank you

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