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 the experiences that have shaped their careers.
This week, Anna Porra, Chief Revenue Officer at Paymentology, reflects on her route into payments, the lessons from consulting, and what’s changed as she’s moved into global commercial leadership roles.
Where did you go to university and what did you study? What impact did this have on your current journey?
I studied economics at the University of Exeter, then went on to do a master’s in economics at the University of Nottingham. I’ve always been maths-minded and drawn to analytical work.
A few years later I went back to university to undertake an MBA at Cambridge and it was honestly, one of the best years of my life. I loved being a student again, being exposed to new ideas, but the biggest thing for me was the network. It was the first time I’d been in a truly multicultural environment, and those relationships have lasted. I travel a lot now and I still see my MBA friends all over the world; it’s like a built-in network that keeps showing up at exactly the right moments.
That global perspective is one of the reasons I am so drawn to what I do today. One of the things I enjoy most about my role at Paymentology is how international it is. I spend a lot of time working across different countries and regions, and I find it fascinating to see how innovation, customer needs, and payment experiences evolve in different markets.
What first drew you to the payments industry and why have you stayed?
I’ve been in payments for over 16 years, although like a lot of people, I didn’t set out to work in the industry. I started my career in strategy consulting and worked on projects for Visa and Mastercard, which was my first real exposure to cards and payments.
Once you land in payments, you tend to stay. There are so many opportunities, and it’s so relevant to day-to-day life that you actually feel its impact. That’s a big part of my passion for the job.
What I really enjoy about processing is that it’s highly technical and operational; you’re right at the core. I’ve worked in other payments businesses where you’re more on the periphery, but as a processor, you’re business-critical to customers. You’re top of the agenda for them, which leads to deep relationships and involvement in decisions that really matter to their business.
Are there any lessons from your first role in the industry which you still draw on?
My time in strategy consulting was challenging by design, and one of the most analytically educational experiences of my career. I was working 18-hour days at times and the standards were incredibly high — but that intensity is exactly what sharpened my thinking, stretched my resilience, and laid the foundation for how I approach complex decisions today.
More than anything, it taught me what “good” really looks like. Standards, discipline and problem-solving mattered, and you had to be clear and to the point in your messaging — even when you were junior and speaking to CEOs. There wasn’t much room to hide, and it also taught me not to pretend I had all the answers; asking the right questions was often more valuable than having the right soundbite.
That grounding has stayed with me. The work ethic, the attention to detail, and the clarity consulting instils still shape how I operate today, whether I’m working with customers, communicating complex ideas, or leading teams.
When was your first big break in the industry? Why was this such a significant moment for you?
The big break for me was the decision to move from consulting into industry. The reason was quite simple. At a certain point, you decide whether you become a life consultant or whether you go into business. I wanted to own execution, not just define strategy. I wanted to see the outcomes.
Moving into sales and revenue roles made that very real. Sales and revenue generation are the most measurable parts of a business. You can’t hide quarter to quarter. You deliver your results, you report your numbers, and success or lack of it is visible very quickly. That level of accountability suited me.
It also changed how I thought about leadership. For me, my current role isn’t about being ‘the salesperson’. I’ve hired people who are brilliant at selling. My job is to provide the direction and the analysis that helps teams focus on the right things and be effective. That change, from advising on strategy to being responsible for execution and outcomes, was a defining moment in my career.
Was there a moment you faced in the industry which really challenged you? How did you overcome this?
One of the most challenging moments for me was when I first joined Paymentology. The role was global from day one, working across regions and time zones, mostly remotely, and you learn quickly. In the early days, the tricky part was getting to know teams properly when you haven’t met in person yet. You’re hiring, setting direction, and making decisions while still figuring out how each region actually works. It sounds simple, but in reality it takes time and a bit of patience.
I overcame this by focusing on the team. For me professionally, team is everything. Once people are clear on priorities and how they work together, things settle. The role is still demanding (that’s the job!) but it becomes shared ownership. I spend much less time being in every conversation and far more time supporting teams as they grow, which is the part I enjoy most.
What are some of the skills you deem essential to starting in your industry and how have yours developed over the years?
One of the most important skills you should develop early on is understanding how things actually work. Sales in payments have changed. It used to be ‘go for lunch, deal gets struck’. Now it’s far more analytical. You need to understand where value really sits and focus on that.
Another thing people don’t always understand, especially early in their careers, is how long things can take. On B2B sales, enterprise sales are an investment. Most partners have good intentions, but procurement processes often move slowly. You need a balanced pipeline and a focus on building long-term relationships.
Over time, what’s developed for me is knowing where to focus. If you give people the right analysis and direction, they can be very effective. Experience teaches you which opportunities are worth backing and which ones aren’t.
Working globally also teaches you quickly that awareness and empathy matter, especially when teams and customers are spread across time zones.
Who was your biggest role model – inside or outside of your industry – who continues to inspire you in your current career?
My boss at Barclaycard was a big influence. I was leading the product and commercial strategy work, and she trusted me to try things, take ideas further and stay focused on what mattered to clients.
That experience has stayed with me. It’s something I think about when it comes to backing people and keeping the customer front and centre in decisions I make today at Paymentology.
If you didn’t work in the industry, what other career option would you have pursued or would have loved to?
It would probably be something connected to sport. Other than my kids and my family, it’s the one thing I really love — and something that’s central to our family life. I set up a football team about six years ago; it started as a mums’ team and then we became surprisingly competitive. We now play in the Surrey league and even won the league a few years ago.
We train every Monday and play matches a couple of Sundays a month – rain or shine we are out there! I particularly love team sports — they’re a huge stress release and give me a chance to switch off completely.
For me, it’s about more than just the game. It’s about community, resilience, and that sense of shared momentum, and ultimately keeping a healthy mind as well as a healthy body.
Lastly, what is some advice you would give to an aspiring person looking to get a start in your respective industry?
I’d say be genuinely interested in what you’re doing. Payments moves quickly and it’s complicated, so if you’re not curious, it’s hard to keep up. People notice when you care, and that tends to open doors.
It’s also very much a people business. Listening properly, being easy to work with and taking the time to build relationships all matter, probably more than people expect early on. Preparation helps with that too. Doing the work upfront gives you confidence and makes everything else easier.
And don’t assume there’s a perfect path. Roles change, businesses change, and you’ll figure a lot of things out as you go. Being open to learning, adjusting and understanding how you show up under pressure goes a long way. That adaptability, and being honest about what you don’t know yet, makes it easier.
