Launching Complex B2B Product for 36% of Company Volume

I was the Senior Director of Global Product Marketing at a roughly $1B global payments company when I led the 0→1 launch and expansion of Virtual Accounts. The product enabled B2B and enterprise customers to collect payments in local currencies across 40+ countries and 25+ currencies, without opening a local bank account in every market.

The work served companies expanding internationally, especially finance and treasury leaders responsible for liquidity, reconciliation, working capital, and operational efficiency. Developers, Sales, Product, and regional teams were also important stakeholders because adoption depended on both technical implementation and commercial understanding.

The trigger was a company growth priority combined with clear customer demand. Virtual Accounts became the company’s first product launch in three years, while customer requests and recurring insights from Sales conversations pointed to a need for simpler cross-border collection and liquidity management. The opportunity was to turn a complex payments capability into a product customers could understand, adopt, and grow their volumes through.

The company needed to bring a new product category to market quickly: a product Sales could use to win new business, a new opportunity to capture customer share of processing volume, and a fresh proof point for investors and stakeholders that the roadmap was evolving. The broader market opportunity was significant—the cross-border payments market was valued at $156 trillion in 2022.

I owned the full go-to-market system, from product capability to commercial adoption: positioning, audience definition, Sales and developer readiness, launch channels, proof points, and post-launch feedback and expansion. I was also helping establish product marketing as a function and build the cross-functional cadence behind it. The constraints were urgency, a three-year gap since the previous launch, no established process, and global regional alignment. I was building the launch system while preparing for takeoff.

Because I was building from scratch, there was no historical baseline. I used capturing roughly 10% of the company's TPV as a proxy: could the product improve Sales’ ability to land business, create a credible competitive moat, and earn a meaningful share of customers’ processing volume?