Head of Payments

Solance is building a tech-enabled payments company. We are here for businesses that operate across multiple entities, jurisdictions and currencies, and for sectors that traditional banks generally overlook. Think family offices, internationally operating companies, corporate service providers and the clients they serve. We are going through the final steps of the authorisation process with the Central Bank of Ireland, one of the most respected financial jurisdictions in Europe, and we are only getting started. 

Payments and cards are not a feature of Solance. They are the foundation everything else stands on. Every client relationship, every product we layer on top, every promise we make to a family office or an entrepreneur, all of it runs on the rails, the ledger and the partnerships underneath. Today that foundation is assembled from a set of strong external providers, and it works. What we do not yet have is one person who owns the whole picture, independently, and who sets its direction from Solance's own logic rather than inheriting it from someone else's roadmap. That is the seat we are opening. 

The role, in plain terms 

You own Solance's payment rails and core platform strategy. Which rails we run on, which access model we use, which partners we build with, over what horizon and at what cost. You are the person who can sit in a vendor meeting and tell the difference between something that is genuinely hard and something that is merely inconvenient, and change the outcome because of it. You will not be building or operating the infrastructure with your own hands. You will be the one who understands it well enough to challenge everyone who does, and to make sure Solance is never quietly locked in. 

Who we are looking for 

You have ten years or more in payments, and most of that time has been on the banking and rails side, not in acquiring or merchant services. You have been accountable for real payment infrastructure in production, not just advised on it from the outside. You understand how the pieces actually fit together: ledger and account structures, settlement and reconciliation, scheme access and sponsorship, pre-funding and liquidity, ISO 20022, the real differences between core banking platforms. You do not need to configure any of it. You need to follow the design conversation and ask the one question that exposes a weak answer. 

You have managed serious infrastructure suppliers, and you can point to a moment where you challenged a roadmap, a scope or a price and actually moved it. You build knowledge that outlasts you, the maps, the dependency registers, the vendor scorecards, rather than keeping it all in your own head. You have current, real relationships across sponsor banks, scheme operators and infrastructure providers, not a list of names you knew five years ago. You have worked inside a regulated institution, a bank, an EMI or a payment institution, and a supervisory relationship does not faze you. And you are equally credible in front of a board and in front of an engineering team. This role fails if you can only do one. 

Above all, you are genuinely into payments. You know how money moves today, and you are honestly curious and hungry about where it goes next: direct participation, stablecoins, tokenisation, whatever is coming down the line. If payments are just a job to you rather than something you find genuinely interesting, this is not your seat. 

Why this role exists 

 First, independence. Our payment capabilities today are built on a handful of excellent partners, each carefully chosen because of their own qualities. This means the deepest understanding of how our own product actually works sits with our suppliers rather than with us, and no one inside Solance owns the full picture. We want to change that, and we want you to be the reason it changes. When a partner declines, defers or prices high, Solance should be able to argue back on merit, and that starts with you. 

Second, timing. A regulatory window is opening across Europe that, for the first time, makes direct participation in payment systems a real alternative to permanent indirect access through a sponsor bank. Whether Solance goes after that, on what timeline and at what cost, is one of the most important decisions we will take in the coming years, and it needs an owner who can frame it properly. That could be you.