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Faysal OUDMINE
Co-founder & CEO @ Fintecture | Building the next-gen B2B payment rails | Messages only via Email or Twitter: @FoudMine
Professional Background
Faysal OUDMINE is a dynamic professional with extensive experience in the finance and technology sectors. With a strong focus on building innovative B2B payment solutions, he is an influential figure in shaping the future of financial transactions. As a co-founder and CEO of Fintecture, Faysal leads a talented team dedicated to establishing next-gen payment rails that enhance business efficiency and streamline operations. His entrepreneurial spirit is evident from his previous ventures, where he played a key role in business development and management.
Having worked at high-profile organizations like Nomura Bank and Lehman Brothers, Faysal brings a wealth of knowledge in structured products sales. His expertise in financial instruments and market dynamics has been instrumental in his career transition from finance to technology, aligning with modern fintech trends.
Education and Achievements
Faysal's impressive educational background laid the foundation for his successful career. He studied Programme Grande Ecole, Majeure Finance at HEC Paris, one of the leading business schools in the world. This prestigious institution is renowned for producing top talent in finance, management, and entrepreneurship. Faysal also completed his Classe préparatoire aux Grandes Ecoles de Commerce at Classes préparatoires HEC - Lycée Voltaire, Orléans, where he honed his analytical and problem-solving skills, essential for his future roles in business and finance.
Throughout his career, Faysal has successfully navigated various challenging roles, including:
- Co-founder & CEO at Fintecture: Leading the charge in developing groundbreaking B2B payment solutions that redefine how businesses interact financially.
- Co-founder - Business Development at Tesla Electric Solutions: Significantly contributing to the company's growth through strategic partnerships and innovative solutions in the electric power sector.
- Co-founder - Manager at pedagogia: Faysal's entrepreneurial journey includes fostering learning and education-related ventures, highlighting his passion for meaningful projects that impact society positively.
- Structured Products Sales at Nomura Bank: Gained valuable experience in cutting-edge financial products and services, contributing to significant revenue growth through effective sales strategies.
- Structured Products Sales at Lehman Brothers: Faysal's tenure at Lehman Brothers marked his entry into the world of high finance, where he successfully managed client relationships and sales strategies across diversified financial products.
Faysal's expertise spans not only the operational aspects of finance but also the strategic elements necessary for effectively leading teams and driving business growth.
Achievements
Faysal OUDMINE stands out as a visionary in the finance and technology sectors, consistently building bridges between innovative ideas and practical applications. His leadership and entrepreneurial skills have earned him the respect of his peers and professionals across various industries.
Some of his notable achievements include:
- Successfully spearheading the launch of next-gen B2B payment rails at Fintecture, significantly enhancing operational efficiency for businesses.
- Playing a critical role in scaling Tesla Electric Solutions through business development initiatives that expanded their market presence.
- Leading pedagogia in innovative educational projects that contributed to the learning sector, demonstrating his commitment to empowering generation through education.
- Establishing a reputation in the structured products arena at major financial institutions, where he developed essential sales strategies that resulted in robust client portfolios.
Faysal's journey reflects a passion for innovation and a dedication to transforming the financial landscape, making him a prominent figure for aspiring entrepreneurs and finance professionals alike.
Highlights
🔮 How does Stripe business model compare to Adyen’s? Why is Stripe losing money while Adyen is making strong profits on the same TPV?
I was recently asked by several investors about Stripe Vs Adyen. While I’m not an expert in Stripe BM, nor do I have any inside information, I tried to give an answer. An answer I want to share publicly in the hope some of my contacts will correct or expand on it 👋🏽
SMB 🆚 Enterprise merchants: In 2022, Stripe processed $770B in payment volume (TPV) and generated $14.3B of gross revenue: an average fee of 1.8% paid by their merchants to collect payments.
Stripe then needs to pay other payment providers (as the card payments system is over-intermediated) amounting to almost 78% of their gross revenue. The largest of these is the interchange to card issuers (e.g: banks).
Thus, Stripe only keeps $3.2B as net revenue, including $280M revenue from non-payments products. So, out of the avg 1,8% fee paid by the merchant on processed volumes, Stripe only keeps 0,38%. An additional 0,05% ($400M) is lost to fraud making it a 0,33% net take rate.
On the €767B processed by Adyen, the average fee paid by their merchants is 1.13% (-40% vs Stripe) and their net take rate is 0,18% (-40% vs Stripe). This makes sense since Stripe serve smaller merchants who they can charge more and keep a larger net take rate (btw reaching the same volumes on much smaller merchants is a remarkable achievement).
🤔 So how come even after generating 1.8x more net take rate on the same TPV, Stripe still losing money in 2022 vs Adyen’s ~60% EBITDA margins?
Headcount impact on profitability 💸 I believe it’s a mix of different reasons but the most important one seems to be headcount. Stripe peaked at 8,000 employees mid-2022 while Adyen had only 2,575 employees. Adyen is known to pay employees much less than Stripe (because of their wage culture & the geo of employees: US vs NL). As Adyen’s direct employees’ costs represented 44% of their Net income before taxes and 70% if we add other operating expenses (generally correlated with headcount), we can easily understand that the difference in headcount is largely enough not only to erase the profits but to incur losses. And the recently announced 15% staff cuts at Stripe will not change this situation.
The real question is the nature of this gap in headcount? Is it a huge investment in R&D? misused? or not materializing yet into revenues? Or needed headcount to support the millions of smaller merchants Stripe serve?
Time will tell which is the best business. Yet I believe Stripe achieved remarkable results by processing $770B from millions of smaller merchants with higher take rates. Giving them a pricing power in an industry where margins are structurally shrinking. And I’m not worried about their capacity to optimize their headcount.
My sources in the comment 👇🏽
#payments #profitability
💰How did we start our fundraising targeting €12 million and end up raising €26 million?
… Let’s face it, this is a lot of money, especially when we try to build a cash-efficient business.
Since our launch in March 2020, we have collectively achieved one milestone after another. Progressively we transform a crazy dream into a reality, enabling more than 7,000 businesses to collect payments and thousands of B2B merchants to digitize complex payment collections via multiple sales channels: e-commerce, in-store, remote sales, or invoicing cycle.
Why did Fintecture raise a €26 million Series A round? 👉 We have been scaling transaction processing very rapidly, and we needed to continue investing in our infrastructure and product innovation (R&D represents almost 50% of our teams and expenses) 👉 Our distribution is very efficient, with a fast payback time. Thus, we could generate more value for the company while investing in our distribution. 👉 Over the last 2 years, we have partnered with the biggest commerce giants: ≈30 category leaders in the likes of Edenred, BRICOMAN, Auchan Retail, Up Coop, etc. We needed to continue supporting them efficiently, offering the best infrastructure with the highest resilience and security, without forgetting the best quality support. 👉 Finally, we wanted to continue executing and deploying our strategy despite the macroeconomic turmoil: we have secured almost 4 years of runway while we could reach profitability in less than 2 years. Thus, whatever happens next in the markets, it will be business as usual for our partners and us.
All this wouldn’t be possible without our supporting customers, partners, teams, and investors. Thank you so much for making all this possible 🙏🏻
The link to the TechCrunch article in the comment 👇 Thank you Romain Dillet for this paper.
