Payment Expert’s ID Check: Payments Professionals offers insight from industry leaders and experts on how they got their start in the financial industry, from their early years in education, to how they have been able to climb the corporate ladder.
This week, Martin Hargreaves, Chief Product Officer at Quant, shares how his invaluable mentor had him asking “what would Jim do?”, as well as the major Mastercard acquisition that bridged the tech and payments world that taught him valuable lessons for the rest of his career.
Where did you go to university and what did you study? What impact did this have on your current journey?
I studied at the University of Surrey in Guildford, where I took a course called Computer-Aided Chemistry. It was an interesting hybrid between a traditional chemistry degree and computer science, with a focus on applied technology within the field of chemistry.
The curriculum was broad and, in many ways, quite ahead of its time. We had modules on AI, robotics, assembly language, and FORTRAN—quite a mix!
This gave me a really strong technical foundation, but more importantly, it ingrained a scientific approach to problem-solving. The methodical process of forming a hypothesis, testing it against data, and iterating based on results is something that has stayed with me throughout my career, particularly in product management.
Whether you’re designing payment systems or launching a new fintech product, the principles are the same—you gather data, form a theory about what will work, test it in the market, and refine as you go. That structured way of thinking has been invaluable to me.
What was the first job you had in the industry and are there any lessons from this you still draw on?
My first job was as an IT contractor straight out of university. It was a whirlwind experience—I put my CV on a job site on a Friday, got calls from recruiters on the Monday, had an interview on the Wednesday, got an offer on the Thursday, and started work the following Monday. I had to quickly set up a company, sort out a flat, and basically become an adult overnight.
That first role was with Norwich Union (now Aviva), supporting their Unix systems and general ledgers. Coming from a more academic background, stepping into a large, regulated company was a real eye-opener. It was my first real look at how big corporations operate—the processes, the bureaucracy, and the sheer scale of decision-making.
One of the biggest takeaways was learning how to navigate large organisations and get things done within structured environments. Even though I was working in tech, it wasn’t just about knowing the systems—it was about understanding how to communicate, how to work within constraints, and how to influence decisions. Those lessons still serve me well today.
Who was your biggest role model – inside or outside of your industry – who continues to inspire you in your current career?
One of the most influential people in my career was Jim Wadsworth, who was UK Product Director at Vocalink when I first met him. When I moved into product management at Vocalink, Jim was my boss, and he took the time to mentor me properly. He had this incredible ability to simplify complex problems, communicate ideas clearly, and think commercially.
I learned so much from him, particularly around how to present ideas effectively. I remember working on a presentation for the executive team where we went through 18 different versions, refining it each time. Jim had this way of deconstructing an idea, making it clearer, and ensuring it was bulletproof before putting it in front of stakeholders.
Even now, when faced with a challenge, I often find myself thinking, What would Jim do? A lot of the techniques I use when coaching my own teams come directly from what I learned from him.
When was your first big break in the industry? Why was this such a significant moment for you?
One of the biggest turning points in my career was moving from the tech side of the industry into product management at Vocalink in 2013. Up until that point, I’d been in more technical roles—architecture, infrastructure, engineering. Moving into product meant learning a completely new discipline, but it also gave me a much broader commercial perspective.
The other major break came when Masterard acquired Vocalink. As part of the integration, I was paired with a Mastercard counterpart to lead the product side of the transition. It was an intense learning experience—Mastercard had around 900 different products, and payments and card people often use the same words but mean completely different things! It forced me to become fluent in both worlds, bridging the gap between traditional payments infrastructure and card networks.
That period really shaped the way I think about the industry. It gave me a global perspective on payments and how different ecosystems interact, and it pushed me to develop the ability to translate between different disciplines—something I still rely on heavily today.
Was there a moment you faced in the industry that really challenged you? How did you overcome this?
Every time you launch a big new product, it’s a challenge. The toughest part is getting to the point where you truly understand the problem you’re solving. I’ve seen plenty of people jump to solutions before really grasping the landscape, and that’s where things go wrong.
A good example was when I was leading the integration between Vocalink and Mastercard. Payments and card networks operate in very different ways, and one of the hardest things was aligning the two sides. It wasn’t just about merging technology—it was about merging cultures, processes, and even the way people thought about payments.
The way I overcame that challenge was by relying on people—talking to experts, really listening, and asking the right questions. A lot of the knowledge in this industry isn’t written down; it exists in conversations, in relationships, in experience. Being able to extract that knowledge, synthesise it, and apply it to real problems, is what makes the difference.
What are some of the skills you deem essential to starting in your industry and how have yours developed over the years?
Critical thinking is essential. Payments is a complex industry, and it’s easy to look at it through a narrow lens—whether that’s cards, bank transfers, crypto, or something else. But every country, every company, every product has its own nuances. You have to be able to step back, question assumptions, and approach problems with an open mind.
Another crucial skill is communication—being able to explain complex ideas in a simple way. Whether you’re pitching a product, aligning stakeholders, or working with regulators, clarity is key. I’ve learned over the years that diagrams and visualisations are invaluable. If you can quickly sketch out how a payment flow works on a whiteboard and get everyone on the same page, you’ll save yourself a lot of time.
And finally, adaptability. Payments are constantly evolving, whether it’s Open Banking, digital currencies, or regulatory changes. The people who thrive are the ones who stay curious and keep learning.
Lastly, what is some advice you would give to an aspiring person looking to get a start in your respective industry?
Meet as many people as you can, ask lots of questions, and don’t be afraid to admit what you don’t know. Payments is a relationship-driven industry, and the more you can build a network, the better.
If you’re new to the space, spend time understanding how things actually work—get demos, read up on regulations, and talk to people who’ve been in the industry for a while. A mentor can be invaluable.
Most importantly, don’t assume that just because something is done a certain way, it’s the best way. The biggest opportunities in payments come from questioning the status quo and finding better solutions. But to do that effectively, you first have to understand why things are the way they are.
