Paulette Rowe, Paysafe
There’s much more to someone's contribution than just performance. There’s also “PIE.”
Rowe recently started her job at Paysafe following a stint at Facebook as Head of Payments and Financial Services Partnerships. Her two decades of experience also includes a stint working for a French piston manufacturer and a stop at GE Capital, where she was introduced to the concept of PIE, which means Performance, Image/influence and Exposure.
“You need to let people know who you are and what you’re contributing,” said Paulette Rowe, Group President of Integrated Solutions at PaysafeGroup, and one of PaymentsSource’s Most Influential Women in Payments for 2020.
Read more: The Most Influential Women in Payments, 2020
“Like so many other women, I thought if I focused on being a great performer, recognition and career growth would automatically come my way,” Rowe said, adding performance is only about 10% of what people consider when thinking about your role and next promotion. A person’s narrative, personal brand and influence is around 30% — with exposure being the remaining 60%. “PIE taught me that thinking solely about your performance doesn’t work.”
Rowe is putting her experience to work at Paysafe, which enables international money transfers, and the company has added features to upload cash to digital wallets and offer installment loans.
While at Facebook, Rowe’s team enabled the social network to accept payments in about 200 markets, while building new commerce and payment products for WhatsApp, Instagram and other Facebook apps. WhatsApp has driven Facebook’s payments expansion in the U.K., India and other markets. Instagram has become another important payments rail for Facebook, supporting in-app payments and donations.
The concept of PIE has helped Rowe progress her career from functional leadership into general management, jumping from leading a product team of 300 to overseeing a sales organization of 3,000.
“I knew I needed to gain experience running sales, so I proactively engaged with senior leaders to ensure they were aware of not only my contributions in my existing role but also my ambition to become a GM,” she said.
While it didn’t come naturally at first, Rowe says she learned to bring her “full self” to work and be more of an open book. She likes to share what’s happening in her work and personal life, and is much more herself.
“I have developed much better working relationships as a result and have become a better leader, as by opening up about myself my teams feel more able to do the same,” Rowe said. “I have also found out how much colleagues are willing to support each other when we are able to make authentic connections. It’s been a hugely rewarding journey.”
There are challenges for women in fintech and payments, as unconscious bias remains a problem, Rowe says, adding support and networking can help.
“I am a big believer in women supporting each other. If you have ever worried about joining a women’s network, don’t. I owe so much to the many women who have supported me and my career,” she said.
There must also be a focus on managers and ensuring they attend appropriate training and receive feedback, Rowe said.
“Most companies have implemented robust systems for providing employees with downward reviews,” she said. "However, not enough ensure that teams can provide anonymous feedback about their line managers who may not realize how their behavior is impacting individuals. In addition to the normal performance KPIs, leaders should also be assessed on their ability to build and manage diverse teams.”