Operating Model Design for Payments, Fintech & Financial Services
Execution-led operating model design focused on how work actually gets done — under growth, regulation, integration, and AI
Operating Model Design for Payments, Fintech & Financial Services
Execution-led operating model design focused on how work actually gets done — under growth, regulation, integration, and AI
Operating Model Design for Payments, Fintech & Financial Services
Execution-led operating model design focused on how work actually gets done — under growth, regulation, integration, and AI
About
Martin Koderisch is the founder and principal of Scalepoint, an independent advisory practice focused on operating model design for payments and fintech. He works with leadership teams to ensure operating models remain workable as organisations scale and adopt new technologies. Based near Barcelona, he works with clients globally.
After more than 20 years across consulting and senior operating roles in payments and fintech, I’ve seen a consistent pattern: strategy is rarely the issue. Execution is.
A well-designed operating model bridges the gap between the two. It defines how a business needs to run to deliver its strategy, translating intent into clear decisions about people, processes, technology, governance, and controls. When well designed, it gives leadership a shared view of how the organisation should operate over time, enabling simpler execution, clearer ownership, stronger control, and sustainable growth. Without a clear operating model, organisations drift into local fixes, fragmented ways of working, and accumulated operational debt.
As organisations scale, integrate acquisitions, and operate under increasing regulatory, and now AI-driven, change, getting the operating model right is becoming a prerequisite for success.
Martin Koderisch is the founder and principal of Scalepoint, an independent advisory practice focused on operating model design for payments and fintech. He works with leadership teams to ensure operating models remain workable as organisations scale and adopt new technologies. Based near Barcelona, he works with clients globally.
After more than 20 years across consulting and senior operating roles in payments and fintech, I’ve seen a consistent pattern: strategy is rarely the issue. Execution is.
A well-designed operating model bridges the gap between the two. It defines how a business needs to run to deliver its strategy, translating intent into clear decisions about people, processes, technology, governance, and controls. When well designed, it gives leadership a shared view of how the organisation should operate over time, enabling simpler execution, clearer ownership, stronger control, and sustainable growth. Without a clear operating model, organisations drift into local fixes, fragmented ways of working, and accumulated operational debt.
As organisations scale, integrate acquisitions, and operate under increasing regulatory, and now AI-driven, change, getting the operating model right is becoming a prerequisite for success.
What I Do
In practical terms, I help payments, fintech, and regulated digital businesses turn strategy into a working operating model.
I work with leadership teams to clarify strategic intent where needed, and then design the operating model that makes it executable: defining how people, processes, technology, governance, and controls need to fit together so the business can scale, comply, and stand up to scrutiny from regulators, partners, and investors.
The aim is simpler execution, clearer ownership, stronger control, a lower cost to serve, and sustainable growth.
While operating model design is often the entry point, my work frequently extends into broader questions around growth, go-to-market alignment, competitive positioning, business model choices, and cost-to-serve.
In practical terms, I help payments, fintech, and regulated digital businesses turn strategy into a working operating model.
I work with leadership teams to clarify strategic intent where needed, and then design the operating model that makes it executable: defining how people, processes, technology, governance, and controls need to fit together so the business can scale, comply, and stand up to scrutiny from regulators, partners, and investors.
The aim is simpler execution, clearer ownership, stronger control, a lower cost to serve, and sustainable growth.
While operating model design is often the entry point, my work frequently extends into broader questions around growth, go-to-market alignment, competitive positioning, business model choices, and cost-to-serve.
Foundational Essays
Some topics warrant a more considered treatment. Below are a small number of foundational essays that set out how I think about operating model design in practice.
Services
I provide neutral, advisory input ahead of large programmes, helping organisations make clearer structural decisions before transformation and execution machinery ramps up.
I provide neutral, advisory input ahead of large programmes, helping organisations make clearer structural decisions before transformation and execution machinery ramps up.
Operating Model Diagnostic & Readiness
Focused assessments of how the organisation actually operates today, and whether the operating model is fit for the current or intended business model, scale, and regulatory context. Typically used as a starting point to surface structural constraints and execution risk early.
Operating Model Diagnostic & Readiness
Focused assessments of how the organisation actually operates today, and whether the operating model is fit for the current or intended business model, scale, and regulatory context. Typically used as a starting point to surface structural constraints and execution risk early.
Operating Model Diagnostic & Readiness
Focused assessments of how the organisation actually operates today, and whether the operating model is fit for the current or intended business model, scale, and regulatory context. Typically used as a starting point to surface structural constraints and execution risk early.
Regulated Business Model Enablement
Designing operating models that allow regulated business models to work in practice, including how onboarding, risk, settlement, compliance, go-to-market, and customer operations function together at scale. Commonly applied to PayFac, embedded finance, and similar models.
Regulated Business Model Enablement
Designing operating models that allow regulated business models to work in practice, including how onboarding, risk, settlement, compliance, go-to-market, and customer operations function together at scale. Commonly applied to PayFac, embedded finance, and similar models.
Regulated Business Model Enablement
Designing operating models that allow regulated business models to work in practice, including how onboarding, risk, settlement, compliance, go-to-market, and customer operations function together at scale. Commonly applied to PayFac, embedded finance, and similar models.
Operating Model Integration & Absorption
Designing how operating models absorb change when organisations integrate new entities, platforms, or teams. This includes simplifying operating models that have become fragmented through growth, acquisition, or regulatory change.
Operating Model Integration & Absorption
Designing how operating models absorb change when organisations integrate new entities, platforms, or teams. This includes simplifying operating models that have become fragmented through growth, acquisition, or regulatory change.
Operating Model Integration & Absorption
Designing how operating models absorb change when organisations integrate new entities, platforms, or teams. This includes simplifying operating models that have become fragmented through growth, acquisition, or regulatory change.
Operating Model Evolution for Scale & AI
Evolving operating models as scale, complexity, and AI change the assumptions they were built on, including assessing readiness for AI-driven or agentic execution where decision-making and control must operate at speed.
Operating Model Evolution for Scale & AI
Evolving operating models as scale, complexity, and AI change the assumptions they were built on, including assessing readiness for AI-driven or agentic execution where decision-making and control must operate at speed.
Operating Model Evolution for Scale & AI
Evolving operating models as scale, complexity, and AI change the assumptions they were built on, including assessing readiness for AI-driven or agentic execution where decision-making and control must operate at speed.
Clients
I partner with organisations where complexity, regulation, and scale converge. In each case, the questions are similar: Is the operating model fit for purpose, and what structural changes unlock consistent execution?
I partner with organisations where complexity, regulation, and scale converge. In each case, the questions are similar: Is the operating model fit for purpose, and what structural changes unlock consistent execution?
Payments Platforms & Fintechs: Growth-stage and scaling businesses where operating models often lag behind product and customer ambition
Regulated Digital Businesses & License Holders: Entities where risk, compliance, and supervisory oversight shape day-to-day execution
Private Equity Firms & Portfolio Companies: Pre-deal and post-deal integration, operating model diagnostics, and value creation strategy
Enterprise and Traditional Incumbents: Simplification and model evolution where legacy structures create execution drag
Typical Engagement
Most engagements start with a short diagnostic to understand how the organisation actually operates today. From there, I identify where the operating model supports the strategy, where it constrains it, and what needs to change structurally.
This may involve assessing whether a payments or fintech business can operate a new regulated model, such as becoming a PayFac, or integrating a newly formed or acquired operations team into an existing platform. The work focuses on how value flows across go-to-market, operations, technology, and risk, and on clarifying decision rights and accountability.
Engagements typically conclude with a concise operating model assessment and design pack, giving leadership teams clear structural design decisions, integration choices, and sequencing priorities to reduce execution risk, strengthen control, lower cost to serve, and scale with greater confidence.
Most engagements start with a short diagnostic to understand how the organisation actually operates today. From there, I identify where the operating model supports the strategy, where it constrains it, and what needs to change structurally.
This may involve assessing whether a payments or fintech business can operate a new regulated model, such as becoming a PayFac, or integrating a newly formed or acquired operations team into an existing platform. The work focuses on how value flows across go-to-market, operations, technology, and risk, and on clarifying decision rights and accountability.
Engagements typically conclude with a concise operating model assessment and design pack, giving leadership teams clear structural design decisions, integration choices, and sequencing priorities to reduce execution risk, strengthen control, lower cost to serve, and scale with greater confidence.
— Martin Koderisch
Founder & Principal
Scalepoint is led by Martin Koderisch, an operating model and integration specialist with over 20 years’ experience across payments, fintech, and financial services.
His work sits at the intersection of strategy and execution, helping organisations address the structural issues that prevent strategy from translating into reliable day-to-day performance. This includes clarifying priorities, strengthening operating models, and supporting leadership teams through moments of scale, integration, and regulatory change.
Martin has worked across the payments and fintech ecosystem, including banks, fintechs, global payment networks, SaaS platforms, and regulatory environments. This experience provides practical insight into the customer, digital, and risk operations that underpin growth, particularly in areas such as product and go-to-market models, partnerships, post-merger integration, KYC and AML, fraud and financial crime workflows, cost-to-serve dynamics, and the operating model implications of AI.
Find Martin on LinkedIn
Banks
Card Issuers
Payment Networks
Acquirers & PSPs
FinTechs
SaaS Platforms
API Platforms
Data Aggregators
Lenders
Infrastructure Providers
Open Banking
Embedded Payments
FX & Cross Border Payments
Stablecoins & Tokenised Money
Digital Identity
Payment Orchestration
PayFac Models
API Commercialisation
Treasury & Liquidity
Regulatory
— Martin Koderisch
Founder & Principal
Scalepoint is led by Martin Koderisch, an operating model and integration specialist with over 20 years’ experience across payments, fintech, and financial services.
His work sits at the intersection of strategy and execution, helping organisations address the structural issues that prevent strategy from translating into reliable day-to-day performance. This includes clarifying priorities, strengthening operating models, and supporting leadership teams through moments of scale, integration, and regulatory change.
Martin has worked across the payments and fintech ecosystem, including banks, fintechs, global payment networks, SaaS platforms, and regulatory environments. This experience provides practical insight into the customer, digital, and risk operations that underpin growth, particularly in areas such as product and go-to-market models, partnerships, post-merger integration, KYC and AML, fraud and financial crime workflows, cost-to-serve dynamics, and the operating model implications of AI.
Find Martin on LinkedIn
Banks
Card Issuers
Payment Networks
Acquirers & PSPs
FinTechs
SaaS Platforms
API Platforms
Data Aggregators
Lenders
Infrastructure Providers
Open Banking
Embedded Payments
FX & Cross Border Payments
Stablecoins & Tokenised Money
Digital Identity
Payment Orchestration
PayFac Models
API Commercialisation
Treasury & Liquidity
Regulatory
— Martin Koderisch
Founder & Principal
Scalepoint is led by Martin Koderisch, an operating model and integration specialist with over 20 years’ experience across payments, fintech, and financial services.
His work sits at the intersection of strategy and execution, helping organisations address the structural issues that prevent strategy from translating into reliable day-to-day performance. This includes clarifying priorities, strengthening operating models, and supporting leadership teams through moments of scale, integration, and regulatory change.
Martin has worked across the payments and fintech ecosystem, including banks, fintechs, global payment networks, SaaS platforms, and regulatory environments. This experience provides practical insight into the customer, digital, and risk operations that underpin growth, particularly in areas such as product and go-to-market models, partnerships, post-merger integration, KYC and AML, fraud and financial crime workflows, cost-to-serve dynamics, and the operating model implications of AI.
Find Martin on LinkedIn
Banks
Card Issuers
Payment Networks
Acquirers & PSPs
FinTechs
SaaS Platforms
API Platforms
Data Aggregators
Lenders
Infrastructure Providers
Open Banking
Embedded Payments
FX & Cross Border Payments
Stablecoins & Tokenised Money
Digital Identity
Payment Orchestration
PayFac Models
API Commercialisation
Treasury & Liquidity
Regulatory
Over 75 strategy-to-execution projects delivered across Europe, North America, MENA and Asia-Pacific — supporting payment networks, acquirers and platforms in turning ambition into real execution
> 75
> 75
Project Completed
Project Completed
> $100m
> $100m
In Value Delivered
In Value Delivered
> 4
> 4
Global Regions Covered
Global Regions Covered
< 6 Weeks
< 6 Weeks
Average Time To Value
Average Time To Value
Recent Essays and Notes
Practical insights into how operating models shape execution across payments, fintech, and regulated financial services
Practical insights into how operating models shape execution, drawing on work across payments, fintech, and regulated financial services.
Begin with clarity. Contact Scalepoint today.
If you’re scaling, integrating, operating under regulatory pressure, or embedding AI into core operations — and want to understand whether your operating model is fit for purpose — let’s start with a short conversation.
Copyright © 2025 Scalepoint Partners Ltd.
Company number 15622199
Copyright © 2025 Scalepoint Partners Ltd.
Company number 15622199
Copyright © 2025 Scalepoint Partners Ltd.
Company number 15622199