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, Aaron Holmes, CEO and Founder of Kani Payments, has gone from a potential career in psychology to working in for national building society and reveals why the payments industry can reward those who dive in head first.
Where did you go to university and what did you study? What impact did this have on your current journey?
I studied psychology at Cardiff University. The subject had a strong reputation there and gave me the chance to move far from my hometown of Newcastle, which I saw as an important step toward independence.
Being that far from home pushed me to become more self-reliant and resourceful. Studying psychology also shaped how I think about people, behaviour and decision-making—all of which continue to influence how I work and approach new opportunities.
Were you part of any sports clubs or societies at university and has this influenced your educational and professional development?
I wasn’t involved in clubs or societies, as I spent most of my spare time working to self-fund my degree. I took jobs in pubs and anywhere else that would fit around my studies. While I missed out on some of the social side, the experience taught me how to manage time, stay disciplined, and work hard under pressure.
What was the first job you had in the industry and are there any lessons from this you still draw on?
After university, I had hoped to go into psychology but quickly realised how tough it was to break into. I still remember going to a Christmas party and feeling embarrassed that I didn’t have a job yet. That moment spurred me to accept a role at the time as an anti-money laundering assistant at a building society.
The role gave me early exposure to fraud and mortgage compliance. When the business was later acquired, I was seconded into the prepaid cards scheme. That transition showed just how critical strong risk and compliance controls are in fast-changing environments.
It was then I saw the opportunity to build scalable, reliable solutions in that space—the foundations of what would later become Kani.
I continue to rely on the lessons from that period: focus on the details, ask the right questions (especially when the obvious answers don’t hold up) and never underestimate the power of robust processes.
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 early career was Colin Greaves, the COO of Newcastle Building Society. He led the tech side of the business but never lost sight of the human side. He knew everyone by name and always made time to stop and speak with the team.
He was a master of ‘management by walking about’: staying visible and connected to what was happening on the ground. Watching him taught me that real leadership isn’t about hierarchy; it’s about being present, engaged and genuinely interested in people. That mindset still guides how I lead today.
When was your first big break in the industry? Why was this such a significant moment for you?
It came while building a processing platform and realising we’d created something truly innovative. The tech had the potential to transform how transactions were handled behind the scenes. A good example is the spending notifications people now get from their bank—those real-time alerts originated from the system we built.
Seeing the platform come to life was a turning point. It proved we could build something scalable and ahead of the curve, and gave me the confidence to keep going. It confirmed we were onto something the industry really needed.
Was there a moment you faced in the industry that really challenged you? How did you overcome this?
One of the toughest moments came at a gift card company when the law changed. Our entire model relied on the Limited Network Exception, which governed where cards could be used and how unspent balances were treated. When those rules tightened, it threw everything into uncertainty.
We had to work closely with the regulator to fully understand the changes and redesign the system from the ground up. It was complex and stressful, but it forced us to think differently, move fast and rebuild in a way that was more resilient and fit-for-purpose.
That period taught me the value of resilience, and that regulators aren’t obstacles—they’re partners in building a stronger system. It deepened my understanding of compliance and shaped how I lead through change today.
What are some of the skills you deem essential to starting in your industry and how have yours developed over the years?
Adaptability is critical. Payments might look stable from the outside, but it’s a landscape that’s constantly evolving. New regulations, products and shifting customer expectations are baked into the nature of the market. It’s easy to get left behind if you aren’t on your toes.
Resilience is just as important. The rules can shift overnight, and uncertainty is part of the job. Learning to stay calm under pressure and make good decisions in that context has been central to my career.
And then there’s language. Payments is full of overlapping terminology that can be hard to decode. Getting fluent in how people talk about processes, risks and roles makes everything easier. Those are the skills I leaned on early, and still rely on now.
Lastly, what is some advice you would give to an aspiring person looking to get a start in your respective industry?
Recognise how exciting this space can be if you commit to it. Fintech and payments—especially in start-ups and scale-ups—offer far more variety than big corporations.
You’re exposed to every part of the business, and your impact is visible from day one.
If you want to accelerate your learning, join a small team. In a group of 10 to 15 people, you’ll absorb more in six months than you might in years elsewhere.
I’m a big believer in learning by doing—not just courses or videos, but real responsibility, real outcomes.
Be curious. Be proactive. And don’t shy away from steep learning curves. This is an industry that rewards people who are willing to dive in.
