{"id":28067,"date":"2026-08-03T12:08:14","date_gmt":"2026-08-03T16:08:14","guid":{"rendered":"https:\/\/www.insightpartners.com\/?p=28067"},"modified":"2026-08-03T14:58:31","modified_gmt":"2026-08-03T18:58:31","slug":"checkout-leadership-story","status":"publish","type":"post","link":"https:\/\/www.insightpartners.com\/ideas\/checkout-leadership-story\/","title":{"rendered":"How Checkout.com became a global fintech leader"},"content":{"rendered":"

Guillaume Pousaz<\/a> originally had ambitions to become an investment banker but, in 2006<\/a>, he took a job at a Californian fintech company instead. This marked the start of his extraordinary journey into the payments ecosystem.<\/p>\n

It wasn\u2019t long before he started spotting bugs in the global payments machine. In 2007, he founded NetMerchant<\/a>, which allowed United States-based companies to make foreign currency payments into Europe. Two years later, the Swiss-born founder launched a second startup called Opus Payments<\/a>, focused on the APAC market. It was Opus Payments that would eventually become Checkout.com.<\/p>\n

Checkout.com was born in 2012<\/a>. The payments platform makes it easy for merchants to trade, solving problems many incumbents ignored. Traditional payment providers relied on aging infrastructure, with fragmented systems and slow innovation cycles. Pousaz believed merchants needed a modern, full-stack payments platform built for the internet economy.<\/p>\n

For almost a decade, Pousaz bootstrapped Checkout.com, expanding his London-based company into 140 countries. \u201cWe always wanted to be global,\u201d he says. \u201cWe have been granted licenses<\/a> in every major market where we operate.\u201d<\/p>\n

\u201cSo many people told us it was impossible”<\/h2>\n

A global outlook is essential to companies that aren\u2019t based in the U.S., Pousaz explains: \u201cWe had to go out and build a lot of geographies\u2026to follow our customers.\u201d<\/p>\n

Once established across the globe, Checkout expanded into the U.S., opening offices in New York in 2022, then San Francisco and Atlanta in 2025. It\u2019s now the company\u2019s fastest-growing territory, with revenues up 80% year over year<\/a> \u2014 but no one region, or customer, dominates. This diversification helps ensure resilience. \u201cWe\u2019re sitting on a mature business,\u201d he says.<\/p>\n

While many rivals were built servicing a single large customer, Checkout has never been beholden to a single entity. \u201cWe were able to build for the ecosystem,\u201d he says.<\/p>\n

Today, Checkout.com powers payments for some of the world\u2019s largest digital businesses, including Uber<\/a>, Microsoft<\/a>, Spotify<\/a>, eBay<\/a>, and Trip.com<\/a>.<\/p>\n

Pousaz candidly admits that Checkout\u2019s growth has outstripped market expectations. \u201cSo many people told us it was impossible,\u201d he says. \u201cPeople told us, \u2018You’re never going to be licensed in the [United Kingdom],\u2019 and yet we\u2019re one of the first payment licenses in the U.K.”<\/p>\n

\n

\u201cThen people were telling us, \u2018You’re never going to sign a Silicon Valley company,\u2019 and we ended up winning Netflix.\u201d<\/em><\/p>\n<\/blockquote>\n

In 2018, Pousaz decided it was time to seek an investor to help him take the business to the next level. \u201cNot because we needed money,\u201d says Pousaz. \u201cI was really looking for expertise, so my equation of value at the time\u2026was that I was really looking for somebody who was an operator who would know how to run and build a business.\u201d<\/p>\n

After meeting dozens of potential investors, Insight Partners stood out, says Pousaz. \u201cThey have a business-builder DNA, they know how to operate businesses at scale, they had their Onsite team<\/a>, and we were very keen on this.\u201d Insight Onsite is a team of 100+ in-house experts that help Insight portfolio companies scale and grow.<\/p>\n

In May 2019, Checkout.com raised its $230M Series A<\/a> with Insight; at the time, this was Europe\u2019s largest fintech Series A round. In June 2020, Checkout.com closed a further\u00a0$150M Series B<\/a> funding round, in which Insight also participated.<\/p>\n

Checkout\u2019s fundraising wasn\u2019t core to business growth; it was an exercise in ensuring stability. Pousaz explains: \u201cWe’re doing the payments, so we’re basically in the flow of the revenue, and our balance sheet was essentially the sum of our retained earnings. Adding capital was mostly to shore up our balance sheet and become financially stronger than we would get organically.\u201d<\/p>\n

Subsequent funding rounds \u2014 a $450M Series C<\/a> in 2021 and a $1B Series D<\/a> in 2022, which Insight also participated in \u2014 helped sustain Checkout’s growth trajectory and solidified its reputation as one of the fintech sector’s greatest success stories.<\/p>\n

\n

Scale up your career<\/strong>: See all open roles at Checkout.com<\/a>.<\/p>\n

\n

The investor POV<\/h2>\n
\n

\u201cHe\u2019s a special founder. There\u2019s just an intense personality\u2026and he had a clear vision for how he could keep compounding the business for a really long time.\u201d<\/em><\/p>\n<\/blockquote>\n

\"Deven<\/p>\n

Managing Director Deven Parekh<\/a> had heard of Checkout.com before they met, but a lunch with Pousaz won him over. Pousaz had bootstrapped the business to profitability \u2014 \u201cThat\u2019s rare,\u201d says Parekh \u2014 and had built it on a counterintuitive thesis. While rivals went after small clients first, Pousaz pursued bigger merchants on deliberately thin margins, on the basis that if he could make the economics work there, he could make them work anywhere. The goal was always global infrastructure for the enterprise rather than dependence on any single anchor customer.<\/p>\n

\u201c[It was] a next-generation tech stack in an industry where there were tons of older tech stacks and a total addressable market that is unlimited,\u201d says Parekh. \u201cHe had a clear vision.\u201d<\/p>\n

According to Parekh, Checkout is a stellar example of compounding. \u201cThat\u2019s the beauty of the business,\u201d he explains. \u201cIf you serve markets that are growing at 30% and you keep your customers happy, you can grow at 30%\u2026That\u2019s what I like about the payments business model\u2026that\u2019s simple business but hard to execute.\u201d<\/p>\n

The relationship was founded on mutual respect. \u201cDeven was the first person who really shook my hand and said, \u2018Let\u2019s do this,\u2019\u201d says Pousaz. \u201cWe’ve had an amazing relationship ever since.\u201d<\/p>\n

Pousaz stresses the value of having an investor who consistently shows up. \u201cDeven is somebody who’s been 20 years in technology, somebody who was always available. He’s incredibly responsive, and somebody who gave me time and really cared about the business early on.\u201d<\/p>\n

Financial firepower and sector expertise<\/h2>\n

Insight Partners\u2019 initial investment came at an inflection point. Checkout.com had already proven product-market fit, but now it needed a repeatable playbook to accelerate its global expansion.<\/p>\n

Insight’s pitch was direct. “I get your story. We understand these types of businesses. You bootstrapped it, and now we’re going to the next gen, where we’re going to have to hire next-gen talent. We’re going to have to scale go-to-market, and it can’t just be you running around doing everything,” recalls Parekh. “That’s what we’re good at doing.”<\/p>\n

Insight\u2019s Onsite team came to London to support Checkout.com every quarter. \u201cWe used Onsite mostly for two things: go-to-market strategies and marketing,\u201d explains Pousaz.<\/p>\n

\n

\u201cWhen we raised our Series A, we had never spent a single dollar on marketing. We didn\u2019t even have a marketing team.\u201d<\/em><\/p>\n<\/blockquote>\n

Operating Partner Gary Survis<\/a> took the lead. Digging in for 1,000+ hours over the first few years of the relationship, Survis worked across nearly every dimension of Checkout.com’s growth \u2014 from sitting on hiring panels for early marketing employees to leading brand and messaging workshops that brought together the company’s full executive team. “What started as ‘We have no marketing function’ became something much bigger over time. The needs kept evolving as the company grew, and so did the work. That’s what a long-term partnership looks like.”<\/p>\n

\"Gary<\/p>\n

\u201c[Survis has] been instrumental in the hiring,\u201d says Pousaz. \u201c[Onsite has] helped build the strategy; they\u2019ve really helped us build the thing from the ground up.\u201d<\/p>\n

On the go-to-market side, it was less about reinvention and more \u201cfine-tuning,\u201d says Pousaz. \u201cSharing best practices of what [Onsite] sees in other companies.\u201d<\/p>\n

In the early years after the investment, Pousaz and Parekh spoke almost every week. \u201cWe would have a regular catch-up on Sunday morning,\u201d reflects Pousaz. \u201cHe likes to walk and have a phone call and catch up on how the business is doing today.\u201d<\/p>\n

The depth and breadth of Parekh\u2019s experience helping technology companies to scale made him the ideal sounding board for a fast-growing company. \u201cThe best CEOs are always looking for perspectives and always looking for challenge,\u201d says Pousaz.<\/p>\n

\n

\u201cWe make our own decisions, we have our own ideas, but obviously we like to hear from other smart people, and [Deven] is definitely one of the people I always go back to.\u201d<\/em><\/p>\n<\/blockquote>\n

Pousaz and Parekh have worked together to navigate the ups and downs of the last eight years. This has created an unshakeable bond. \u201cI will always be loyal to Deven,\u201d says Pousaz. \u201cI’m loyal to all my investors, but Deven was the first one. The same way you remember your first boss, you always remember your first investor.\u201d<\/p>\n

AI, agentic commerce, and the human operating system<\/h2>\n

Pousaz shows no sign of slowing down. \u201cWe’re committed to building the largest fintech company in the world,\u201d he says.<\/p>\n

Innovation will be crucial to this market dominance. \u201cVelocity continues to be the number one priority,\u201d he says.<\/p>\n

\u201cOur job is to bring innovation to our customers faster than they would get it elsewhere today.\u201d<\/p>\n

Pousaz is using AI workflows to accelerate technological change across the company. \u201cTurning data scientists into Agents,\u201d he explains. \u201cInstead of having these very smart and expensive data scientists, but actually a limited output, how do you actually really scale that horizontally, leveraging AI?\u201d<\/p>\n

Despite being \u201cpositive\u201d on the net impact of AI tools, Pousaz remains committed to \u201cthe human operating system.\u201d Checkout’s headcount has increased almost 6x since that first investment, to over 2,000 people<\/a>.<\/p>\n

\n

\u201cWe think that a company is only as good as the people, and having the best people here, having high human capital density, is the best way for us to be excited to work together, creating value together, and it’s a key priority for me as a CEO.\u201d<\/em><\/p>\n<\/blockquote>\n

Payments is a dynamic sector, and opportunities abound. Agentic commerce<\/a> is becoming a real growth area for the business, Pousaz reveals, whereby AI Agents<\/a> transact on your behalf. The technology is still in flux, so Checkout is building out frameworks to suit every possible scenario.<\/p>\n

“When agentic commerce starts to take hold, when consumers are actually transacting through Agents, merchants are going to need infrastructure that can handle that,” explains Pousaz. “Checkout.com is built for that. We’re focused on making sure our merchants are ready for however this channel develops.”<\/p>\n

“You’re always four years out”<\/h2>\n

Checkout.com has done the seemingly impossible: The world\u2019s biggest merchants trust its platform to handle their revenue. \u201cYou’ve passed the highest level of procurement and compliance internally at any company, so you’re in a good place to go and sell additional services,\u201d says Pousaz.<\/p>\n

Parekh agrees that there is a long road ahead. \u201cThey’ve been able to successfully transition from a regional business to a truly global business. And there’s a huge amount of customers that are still sitting with legacy processors where Checkout can offer a next-gen platform and best-in-class customer service,\u201d he says.<\/p>\n

\n

\u201cThere’s just so much business still to go get, and I think they’re really well positioned to go get it, because they\u2019re investing heavily in the tech stack.”<\/em><\/p>\n<\/blockquote>\n

The company’s future relies on Checkout\u2019s transition from a single-product company to a true multiproduct platform, says Pousaz. Checkout could sell multiple things to its customers: \u201cEverything from treasury, to card issuance, to payouts, to modern corporate banking.\u201d<\/p>\n

\u201cMost fintechs have started in a corner of fintech or with a very pure play approach,\u201d he continues. \u201cBut over time, fintechs are evolving to become true multi-product companies, and it’s going to be important for us to do so as well, and that’s where I’m really spending most of my time.\u201d<\/p>\n

That long-range thinking extends to agentic commerce as many major tech platforms launch their own protocols. “We’ve built a lot of frameworks already. When something is actually becoming the winner, or will translate into shoppers using Agents, the merchants can basically leverage Checkout to process those transactions.” In June, Checkout announced<\/a> it had been selected by Microsoft to support digital products across EMEA, including Xbox and Microsoft 365.<\/p>\n

“As a CEO today, what I’m working on has no impact on 2026 and probably very little impact on 2027 already, because so much of that machine is already in motion,” says Pousaz.<\/p>\n

\n

“What I’m working on today is really what’s going to happen in 2028 and 2029. You’re always four years out.”<\/em><\/p>\n<\/blockquote>\n

Pousaz is energized by what the future holds. \u201cI’ve been a CEO of this company for 15 years now, and I’m only 44, so I have another 20 to 30 years in me. I just love my work, I love my team, and we’re clearly ambitious,\u201d he says.<\/p>\n

\u201cWe have an athlete mindset at Checkout that is ingrained in everything that we do. It’s really about never being comfortable, being rigorous in planning, wanting to stretch the goals. Whatever you achieve, you\u2019ll want to do more. So yes, we’re a very ambitious company.\u201d<\/p>\n

\n

*Editor’s note: Insight Partners has invested in Checkout.com<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Guillaume Pousaz originally had ambitions to become an investment banker but, in 2006, he took a job at a Californian fintech company instead. This marked the start of his extraordinary journey into the payments ecosystem. It wasn\u2019t long before he started spotting bugs in the global payments machine. 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