Programme Director. I help CEOs of UK-based Fintech businesses, deliver annual revenue growth of £15m+, by leading the change and client delivery performance effectively.

Are you a CEO in FinTech or financial services and want to accelerate your revenue growth?

Do you fear the next meeting with investors and shareholders?

Are you frustrated about not being able to get the revenue performance from the assets you have?

Are you worried for your position as CEO even?

Wouldn’t it be better if your revenue growth gained the spring in its step that you keep promising?

If your meetings with investors were handshakes and not ass-kickings?

And if it came without having to throw a whole ton of budget at delivery and sales functions?

It’s because your delivery capability is not optimised, and revenues are slow to be captured. The SDLC and governance are lacking, and sub-optimal delivery decisions are made against this context.

This is good news, because it’s not expensive or radical to fix. It just needs diligent and experienced delivery leadership. Then your revenues will grow faster – happy days.

In my 15+ years’ experience I have led the delivery contribution to revenue growth of c. £15m pa, including my last two roles. That’s why a fintech former colleague said of me:

"…Strategic/critical thinking, excellent communication/articulation and strong analytical ability. He has an ability to focus on business outcomes as well as stated objectives and operates confidently at the Board level."

The same types of issues arise repeatedly – I expect them, am adept at negotiating them and have done so many times.

If you would like me to help you increase revenues by leading and optimising your Change or Delivery function, then direct message me on LinkedIn now.

Paul Meredith

Fintech and AI are converging faster than most organisations can adapt. New products emerge, data volumes grow, and automation scales — yet one obstacle remains stubbornly familiar: silos.

💡 Product teams push AI innovation.
💡 Compliance guards risk.
💡 Marketing personalises.
💡 Operations deliver.

Each creates genuine value — but rarely in concert. The result is fragmented insight and strategic drift.

Siloed execution doesn’t just slow delivery; it erodes intelligence. Data models are only as effective as the human collaboration behind them. When knowledge stays locked in functions, even the smartest systems make narrow decisions.

The solution isn’t another platform. It’s integration through governance, culture, and intent:

✅ Embed multi-disciplinary squads around customer outcomes, not departments.
✅ Align data standards and governance so AI speaks a common business language.
✅ Reward transparency and cross-team insight, not just functional delivery.

Fintech’s future doesn't depend upon technology alone.

It will be shaped by how we connect our people, data, and purpose.

Because transformation isn’t about more intelligence.

It’s about shared intelligence.

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Building a startup fintech. I help fintech CEOs deliver annual revenue growth of £15m+, by leading the change and client delivery function effectively

C-Suites in fintech and financial services — does this sound familiar when it comes to Change & Transformation?

For many fintechs and established FIs, this is the soundtrack to every major transformation, whether it is a core platform migration, AI-driven risk engine rollout, new payments stack, or a regulatory remediation programme.

C-Suites in fintech and financial services — does this sound familiar when it comes to Change & Transformation? For many fintechs and established FIs,

Open article: “It’s too slow.” “It’s costing too much.” “There’s internal tension.” “We aren’t seeing the benefits we expected. by Paul Meredith • 3 min read

“It’s too slow.” “It’s costing too much.” “There’s internal tension.” “We aren’t seeing the benefits we expected.

Too often, transformation programmes focus on the technology rollout — new systems, automation, AI integration — yet miss the real enabler of success: your people.

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Too often, transformation programmes focus on the technology rollout — new systems, automation, AI integration — yet miss the real enabler of success:

Open article: FinTech leaders — it’s not just about your Tech stack. It’s about your People stack. by Paul Meredith • 1 min read

FinTech leaders — it’s not just about your Tech stack. It’s about your People stack.

Digital transformation in fintech isn’t just about going digital; it’s about how AI‑enabled technology shapes the entire business model, culture, and customer experience from day one.

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Digital transformation in fintech isn’t just about going digital; it’s about how AI‑enabled technology shapes the entire business model, culture, and 

Open article: Transformation in fintech by Paul Meredith • 3 min read

Finance shouldn’t document history.
It should expose truth — before growth turns into fiction.

I’m a Strategic & Commercial CFO who builds finance into a value-creation engine for ambitious, technology-led businesses where growth is real, complexity is rising, and leadership teams need clarity they can actually run a company on.

Most CEOs and investors can feel when their business should be further ahead — but progress stalls when finance lacks coherence, data is fragmented, and no one can clearly see the true economics of growth.

Targets slip.
Confidence wobbles.
Decisions slow down.

My work starts here: creating the financial clarity, systems, and operating rhythm that allow CEOs to act decisively, boards to align around value creation, and investors to trust what they’re backing.

I’ve operated as CFO across startup, scale-up, PE-backed, VC-backed and AIM-listed businesses in Tech, SaaS, AI, BuildTech, RegTech and international services, working across the US, Europe, Asia and the Middle East, and building offshore finance functions in India.

Commercially, I focus on what truly creates enterprise value: understanding outliers, shaping recurring and repeatable revenue, embedding unit-economic clarity, and ensuring margin, CAC, contribution and pricing decisions support durable growth. This includes leading a successful perpetual-to-SaaS transition within an AIM-listed company.

From a transformation perspective, I’ve led NetSuite implementations, built investor-grade planning and reporting environments, strengthened cash and working-capital discipline, and designed finance functions that stand up to PE and VC scrutiny.

What good looks like: a CEO with real strategic visibility, a board aligned around value creation, and a business where cash, margin and growth move in the same direction.

If you’re scaling a technology-led business and want a CFO who brings clarity in complexity — and builds finance into a genuine value-creation engine — let’s connect.

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