Nitin Kashid

Where did you start your career, and how did you get into payments?

I’ve always been in financial services, beginning my career as a software developer. Throughout my journey, I’ve held various technology-related roles in India, Singapore, and Australia.

My path shifted slightly when I joined Citi, where I launched a commercial card program for the Australian government. This transition led me to product management and a move to New York, where I oversaw global credit products and managed payment partnerships—marking my entry into the payments industry.

I’m glad I made the career switch and built solid payment experience with Citi and Mastercard. Today, as the Head of Payments & Partnerships at Zip, I’m consolidating that experience in a senior leadership role.

What have you learned about payments?

I’ve been fortunate with some of my project roles. While managing partnerships at Citi, I was exposed to innovative payment solutions and various forward-thinking initiatives. At Mastercard, I consulted with the major banks and merchants, analyzing their strategies, assessing performance, suggesting improvements, and exploring the future of payments.

Working in such environments with big names requires a deep level of expertise, so I dedicated a significant amount of time to research. Even now, given our rapid pace and continuous innovation at Zip, I am always learning about optimizing payments.

Besides the fast-paced nature of the industry, I am constantly aware of the transparency and openness in the payments world. I recall a discussion with a major bank seeking advice on a go-to-market strategy. We ended up shifting focus entirely, and the bank appreciated the new perspective. That’s the beauty of the payment industry: there are hardly any secrets, and we all work towards the same goal—making payments better for everyone involved in the value chain.

What skill sets do payment leaders need?

When hiring for a leadership role, finding someone with broad experience who can add value across various internal functions is crucial. They need to create and execute payment strategies effectively, which is impossible if they’re working in silos.

Based on my experience, changing roles, whether small or significant, is incredibly beneficial. Diversity in roles expands your knowledge and enhances your perspective on payments. Throughout my career, I’ve held technology roles, built software, managed marketing and sales teams, and led partnership teams. This diverse experience allows me to understand and empathize with most stakeholders and a wide range of customers.

You report directly to Zip's US CEO. Does this indicate the importance of payments within the business?

Reporting lines reflect business priorities and the support required by executive stakeholders. When I started at Zip, I reported to the finance function, primarily focusing on optimizing costs across payment systems and partners. Now, reporting to the US CEO, my role still involves financial focus within the US, but it also includes driving growth through our US payment partners.

Regardless of reporting lines, the leadership team at Zip always prioritizes our most important objective—keeping the bottom line healthy. Optimizing payments is crucial to our efficiency and success, necessitating the right setup and resources. Given the significance of payment strategy and partnerships and the need to interact with various stakeholders and maintain flexibility, my reporting lines could change again in the future.

How big is the payments team at Zip?

The payment partnership team is small—just four people. However, we collaborate closely with larger teams, including payment product, engineering, and risk and fraud teams operating in the United Kingdom, Australia, and New Zealand. Collectively, we form a substantial group.

Despite the size of my immediate team, we don’t create strategy in silos. Strategy planning and budgeting are collaborative efforts requiring input from all stakeholders. As long as we stay aligned and share common goals, we avoid conflicts.

Payment is a unique function involving more internal stakeholders than any other area. We have daily conversations with finance, sales, operations, marketing, product, and engineering teams, ensuring seamless coordination and alignment.

Do conversations about payments vary according to different stakeholders?

Absolutely, and this characteristic is changing the view of payments. Most people used to think of payments as an operational function, a cost center. Now, my team supports sales with merchant acquisitions, and we help marketing boost customer spending and acquisition.

Finance remains fundamental for cost and revenue optimization. We work with our Chief Risk Officer to tackle risks, disputes, chargebacks, and fraud and improve these metrics. Additionally, we address uptime, reliability, and other challenges, exploring how our payment partnerships can assist. These diverse conversations highlight the wide-ranging business impact of payments.

How do you stay up to date with payments?

Newsletters and LinkedIn feeds are invaluable resources. I spend a few hours weekly on LinkedIn to stay updated on industry trends and insights from payment experts. Additionally, I meet with various partners and attend industry events, ensuring a constant flow of information.

Given the field's complexity and ever-evolving nature, the learning curve in payments is continual. While learning everything is impossible, staying informed enough to excel in your day-to-day role is crucial.

What advice would you give to anyone starting in payments?

Engage with various people with varied payment experiences and absorb their knowledge. Payments aren’t just about desk research; it’s about connecting with others, attending industry events, and learning from different parts of the business. Above all, observe how your payment activities impact various stakeholders across the organization. These insights and a broad perspective are essential for effective payment strategies.

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