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7 Questions with Deb Gooha

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Jonno White

7 Questions with Deb Gooha

Name: Deb Gooha

Current title: CMO | Chief Growth Officer BNPL Payments

Current organisation: MPay Global Payments Technologies

# "CMO of the Year 2020 Award '' @ cxotechsummit & Awards 2020.

Currently into Fintech, Banking Cards, Digital, Mobile Payments Products, Service, Solutions, and Hosting services into Payments. Drive business P&L for the BNPL product globally, Drive customer acquisitions, usage and retention, churn management, wallet share, customer lifecycle management, CRM, Tech for BNPL retail payments globally. Drive marketing initiatives as CMO for the global business across twenty-seven counties globally to realize CMS and revenue aspirations, sustain the market positioning, and maintain online and enterprise-level TOMA across customers globally on the web, digital and offline payments ecosystems.

7 Questions with Deb Gooha

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1. What have you found most challenging as a CEO or executive of a large enterprise?

Challenge is to roll a project especially when you are in the technology business and that too in payments. So much has changed, tech is changing almost every quarter, ways of doing business, ways of contacting and reaching out to prospective clients, ways of reaching out to prospective customers, almost all of these are going through a huge change. Large enterprises have to be agile and nimble to adapt to these market changes and navigate business for a better ROI and recall which mostly is the bigger challenge that I see compared to smaller organizations with faster decision-making capabilities are winning out there in the markets due to their adaptability to the changing business scenarios.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I had been fortunate to have got an opportunity to launch the world's largest payments systems UPI - unified payment interface in India (the second most pop country in the world) flat within a 90 days period working day and night to successfully launch UPI. @ NPCI - National Payments Corporation of India. Offered to launch similar exciting payment products globally @MPay and that is how I landed as CMO Mpay Global Payments and rolled payment products in Bangladesh, Indonesia and Brazil for MPay apart from looking after the marketing and BNPLpayments vertical of business globally.

3. How do you structure your work days from waking up to going to sleep?

Task lined up as per the schedule is addresses in virtual meeting rooms now most of the time, followed by business reviews of geo-specific region, market, and product or service performance across regions

4. What's the most recent significant leadership lesson you've learned?

Work with people across continents, across timelines, learn to respect each region-specific challenge, start with language, speed of delivery, different levels of motivation, and take all of them along to fulfill the common business and the revenue objectives for the global business.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Well, I am a great admirer of Steve jobs and his style of managing things. He leads from the front and takes responsibility for failures as well as the credit of any successfully done job. He used to don many hats and one among them was his marketing and storytelling abilities for Apple products and services. The way he has positioned the brand against conventional business is remarkable. My all-time favorite book is Steve Jobs written by Walter Isaacson.

6. How do you build leadership capacity in a large enterprise?

Leadership is all about conviction, lead by example, and trust that people see in a lead role. It is very critical to build a dependable team ecosystem based on trust and take it on from there to build sustainable capabilities for the business success globally.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

When the morale is low, and the targets are steep one has to first take up the task of building up confidence and lead the team with conviction to achieve what seems impossible. I was given the task to add retail merchants for our MTB payments business launch which has a target of 50k merchants to add in a 60 days period, which seemed impossible then. But, we did that in less than 60 days. I had led the team on the ground then signed up 25 merchants one day and convinced the 60 member team it was possible with a little bit of planning and logic for them to go out there in the market and get this done. I did this to create an impact for others to follow.