Phil Pomford’s first encounter with the payments business was hardly auspicious, and he certainly never dreamed it might one day lead to a role as regional head of one of the biggest names in the sector.

“I was in Australia in late 1998, a midway destination on a backpacking trip after university,” says the Asia-Pacific general manager for Worldpay, a UK-based company which provides the technology and services for clients to accept payments by credit card and an increasing number of other methods. “I had run out of money, so I got a job typing in customers’ credit card numbers for a telecoms company. I just needed some cash to keep travelling but, as things turned out, I ended up staying in Australia for nine years.”

He had set off from his UK home with a joint honours degree in accountancy and law, but no particular plan other than to see a bit of the world and, at some point, pursue a career in business. That wasn’t inspired by his mother, a government tax inspector in Liverpool, or his father’s work as a youth leader and local magistrate. But he can pinpoint the source. Before getting there, though, he served an apprenticeship characterised by fast learning and a knack for being in the right place at the right time. Following an introduction from a football-playing friend, he moved from inputting credit card data to a job as management accountant with a travel company in Sydney. Over the next five years, promotion led to a role as regional relationship manager, responsible for negotiating contracts with major hotels and airlines.

“In Britain, there was a TV programme called Capital City which got me hooked on the idea of business,” Pomford says. “It seemed exciting, and I thought opportunities would come up. They did – and now my ‘capital city’ is Singapore.”

“It was one of the best ‘first’ jobs you could have,” Pomford says. “I travelled every quarter, built up experience, and was then approached by Diners Club to work in finance and credit cards, handling contacts with their large customers.”

Around a year on, an ex-client called about joining American Express in Singapore and, for someone who already sensed the growth opportunities in Asia, the offer was simply too good to resist.

“It was a big leap to leave Australia as the new role was bigger in terms of the regional team and size of customers,” Pomford says. “Retailers, airlines and other merchants were also starting to see rapid growth in e-commerce and online sales by credit card. It was a natural progression, moving towards faster payments and more cost-effective operations, with some technical learning along the way.”

Also expanding, though, were alternative payment methods, or APMs – a category which now includes direct debits, local card schemes, e-invoices, digital currencies, e-wallets and mobile payments. In each case, the aim is to combine convenience with speed and security. But as Pomford discovered after moving to Worldpay to set up a relationship management function, supporting and servicing the multiple options available in different countries adds a whole new level of complexity.

The company’s systems now accept more than 300 payment types and process transactions in 126 different currencies. At the latest count, there were around 400,000 customers worldwide. And while offering more “gateways” for day-to-day commerce remains a priority, attention is also focused on generating data-based insights on consumer trends and ensuring the very latest security features are in place.

“From a payment perspective, security is absolutely critical; any breach is horrific for brand reputation,” Pomford says. “Fraudsters are becoming more and more sophisticated, so we need to update constantly to keep one step ahead. There is a move towards biometrics and iris scanning; that is the way things are going. And industry standards point to more ‘tokenisation’ to scramble credit card details and prevent deciphering.”

In other respects, an ever expanding pool of “big data” makes it possible to analyse consumer preferences and buyer behaviour in different markets. This can help clients to optimise tactics, fine-tune operations and arrest potentially negative trends, rather than simply track current transactions or historical performance.

“The industry is changing so much – you learn something new every day,” he says. “For customers, it is good to know what is happening in other countries and outside the region, for instance in Latin America. On our side, we want to hear what challenges they are facing, add different angles, and bring a more global mindset.” In terms of management style, Singapore-based Pomford sees himself essentially as an enabler. To help the team grow, he focuses on removing any barriers to success and creating a culture which emphasises collaboration and having the “right spirit”.

“Leadership is about understanding where the challenges and solutions exist and bringing the right people around the table,” he says. “Overall, the industry is still incredibly fragmented. But over the next few years, we will start to see a couple of dominant players, so must be ready for that.”

To cope with 100-plus nights a year travelling he tries to take overnight flights, schedule three to four meetings a day, and maintain a strict personal-fitness regime.

“No two days are the same, but I couldn’t imagine it any other way,” he says, noting that much of the reading for his recently completed MBA was done in airport lounges and on planes. “I would get bored with a desk job or a single market. The job has really taken off, so with a first child on the way in March, I’m not expecting a lot of free time this year.”

POWER POINTERS

Phil Pomford’s advice for payments-industry pros

Have a plan B  “People should realise this industry is incredibly fast-paced and dynamic. Be aware of that from the outset and be ready to adapt quickly and rethink strategies whenever necessary.”

Look at all angles  “Be inquisitive in your approach to your job. You should be able to identify both the broader trends affecting the sector and the nuggets of information which can potentially make a difference.”

Keep fresh  “You must be creative in finding new ways to meet customer needs. That includes ensuring the solutions offered will let clients grow as fast as they want to.”

Focus on growth “Business in the Asia region will only get bigger, and we are looking to expand into other markets. Headcount is currently 80-plus, but it could easily double in the next two years.”

Stay ahead of the pack  “We always keep a watchful eye on the competition. Large customers will be connected to multiple providers, so we have to differentiate ourselves through support services, data management and a skilled workforce.”

This article appeared in the Classified Post print edition as Rising currency.