As fintech continues to redefine how money moves, payabl. positions itself as the intuitive control layer for financial operations — empowering businesses to observe, follow, and direct every part of their financial ecosystem. 

Founded in 2011, the European fintech innovator payabl. began with a clear mission: to help merchants take control of their money flow. Today, that mission defines a new era of financial infrastructure — one built on expertise, transparency, reliability, and control.

With Ugnė Buracienė leading as the Group CEO, payabl. is seeking to reimagine how businesses manage, move, and master their money flow.

Prioritising long-term value over growth

In a world where many businesses prioritise growth at any cost, payabl. focuses on building robust systems that deliver stability, compliance, and long-term value. What sets payabl. apart is its commitment to clarity before speed. Its licensed infrastructure, combined with in-house product development, gives merchants the confidence that every transaction — whether in euros, dollars, or pounds — moves securely and efficiently.

This approach aligns closely with the perspective of Ugnė, who has publicly spoken about the importance of building operational efficiency and embedding finance infrastructure — not merely chasing the flashiest trends, but to make fintech sustainable and serviceable in the long term. Ugnė also uses public platforms to engage with industry challenges. In her recent interviews, she has emphasised the balance between regulatory, security, and ecosystem collaboration as one of the central tasks for payment providers. 

Payabl.one: A unified platform with global reach

From online payments and in-store transactions to multi-currency business accounts and card issuing, payabl. provides a unified ecosystem that supports businesses at every stage of growth. Through its flagship platform, payabl.one, companies can accept payments, manage funds, issue cards, and track settlements in real time — all within a single connected view.

In addition to the payabl.one platform, payabl. operates from several key cities including London, Amsterdam, Frankfurt, Limassol, and Vilnius, bridging the gap between local expertise and international reach. The company’s clients span sectors including retail, tech, travel, financial services and digital commerce — industries that demand precision, scalability, and resilience.

Under Ugnė’s leadership, payabl. has accelerated its growth trajectory, expanding its footprint across Europe, securing multiple EMI and regulatory licenses (including the UK), and investing heavily in technological and operational infrastructure. 

Leading with Clarity and Purpose

In everything she leads, Ugnė Buracienė brings the same conviction: that clarity, purpose, and perseverance are the real foundations of progress — in fintech, in leadership, and in life. Her leadership reflects a rare balance of discipline and empathy — qualities that also define her personal pursuits. Earlier this year, she and 15 colleagues at payabl. signed up for Ironman 70.3 Hawaii, a challenge that embodies her belief in endurance, resilience, and teamwork. 

Ugnė’s vision is rooted in consistency: to build fintech infrastructure that not only scales, but endures. She sees payabl. not just as a payments company, but as a technology control layer — one that simplifies complexity for businesses by unifying acquiring, accounts, and card issuing. Her guiding principle: technology must serve clarity, not obfuscation. She believes that a balance of innovation and integrity will define the next decade of fintech. And it’s a balance that continues to guide both her leadership and payabl.’s evolution — one deliberate, disciplined step at a time.

A Career Built on Depth and Discipline

Over nearly two decades, Ugnė has charted a career across banking, payments, and financial technology — from software and gateway platforms through to full-stack fintech. Her path illustrates not only technical mastery, but also the ability to navigate regulatory, operational, and cross-border complexity with subtlety.

Advancing Innovation and Inclusion

Ugnė plays an active role in advancing the fintech and technology sectors across Europe. She currently serves on the Board of Directors of the CYENS Centre of Excellence — Cyprus’ leading research and innovation hub for interactive media, smart systems, and emerging technologies — where she helps strengthen collaboration between research, industry, and society. She also sits on the Board of TechIsland, a non-profit organisation promoting Cyprus as a thriving technology and innovation hub.

A passionate advocate for diversity and inclusion, Ugnė is the Cyprus Country Ambassador for the European Women Payments Network (EWPN) and a Money20/20 Europe RiseUp mentor, supporting the next generation of female leaders in fintech. 

In short, Ugnė Buracienė is a leader who blends technical depth, strategic restraint, and mission-driven growth. Her journey speaks not of short-term flair, but of deliberate building — the kind that generates strength, stability, and sustained impact.

Women’s Tabloid had the opportunity to dive deeper into Ugnė’s professional journey, leadership, payabl.’s mission, and her insights about the fintech sector in the UK and beyond in an exclusive interview 

Women’s Tabloid: Technology is reshaping every industry, including payments. You have worked in this sector for more than 15 years, which technological shifts do you believe will define the next phase of growth in payments?

Ugnė Buraciene: Technology has always been at the heart of transformation in payments, but what’s changing now is the pace and depth of that evolution. Over the next phase, I believe growth will be defined by three interconnected shifts: embedded finance, data intelligence, and infrastructure resilience.

We’re seeing financial services move closer to where value is created — embedded directly into digital ecosystems, from e-commerce platforms to logistics networks. This is blurring the boundaries between payments, banking, and software, and driving demand for unified platforms like payabl.one, where everything connects seamlessly.

At the same time, data is becoming a true strategic asset. The ability to interpret payment flows in real time — to detect risks, optimise conversion, or automate reconciliation — will separate leaders from laggards.

Finally, as volumes and regulation increase, infrastructure resilience will matter more than speed. Fintechs that can deliver stability and compliance without sacrificing agility will lead the next chapter.

In short, the future of payments isn’t about replacing banks or card networks. It’s about creating intelligent, reliable systems that let businesses move money with clarity, control, and confidence — anywhere in the world.

WT: As a recognised leader in the payments industry, advising and championing new ideas, what is one fundamental insight about achieving success in fintech that you believe is often overlooked?

UB: One thing I’ve learned over the years — and it’s something many people in fintech overlook — is that success isn’t just about innovation or speed; it’s about endurance. Building a sustainable company is not a sprint. It’s a long, demanding race that requires discipline, focus, and the ability to stay composed under pressure.

At payabl., this mindset has become part of our culture. Earlier this year, 15 of us — myself included — committed to competing in Ironman 70.3 Hawaii. It’s more than a sporting challenge; it’s a reflection of how we lead, grow, and persevere as a company. The Ironman teaches you that success comes from thousands of small, deliberate steps — not quick wins. You train consistently, push through fatigue, and trust the process. That same mindset applies to building a business.

Fintech is one of the most complex and highly regulated industries in the world. The companies that thrive are not the ones chasing every new trend, but those that combine ambition with structure, innovation with accountability, and vision with resilience.

That’s how we operate at payabl.: with focus, patience, and shared purpose. Because, in both Ironman and business, lasting success is built on endurance — not speed.

“Technology should make life easier, not more complicated. Our role at payabl. is to simplify the complex — to give businesses the tools and visibility they need to move confidently through a fast-changing financial world.”

WT: In today’s financial sector, market dynamics and technology are evolving at remarkable speed. How do you ensure payabl.’s vision remains clear and focused amid such shifts?

UB: In a fast-moving industry like ours, clarity of vision is everything. Over the past year, we’ve gone through a complete brand and strategic revamp — not as a cosmetic exercise, but as a way to sharpen who we are, what we stand for, and where we’re going. Our purpose is simple yet powerful: to help businesses take control of their money flow. That’s the anchor we return to, no matter how much the market changes.

We operate in an environment where technology, regulation, and customer expectations evolve daily. The only way to stay focused is to build from first principles — expertise, transparency, reliability, and control. These are not just words on a wall; they guide every product we design and every decision we make.

Our new unified platform, payabl.one, embodies that vision. It brings together acquiring, business accounts, and card issuing into one connected view — giving businesses real-time visibility and control over their operations.

So even as we evolve, the direction remains constant: we don’t chase complexity; we simplify it. We don’t react to noise; we focus on what creates lasting value. That’s how we ensure payabl.’s vision remains both steady and relevant in a changing world.

“Ugne is a powerhouse. A brilliant executive with a no non-sense, down to earth approach that always gets results.

– Martynas Bieliauskas, Founder and CEO of Bivial AG

WT: Your leadership team reflects gender balance. From your experience, what is one strategic action business leaders can take to cultivate inclusive teams that deliver stronger outcomes?

UB: For me, inclusion starts with intentionality — it doesn’t happen by chance. Building gender-balanced teams requires leaders to make diversity a strategic priority, not a side initiative. It’s about designing systems that enable equal opportunity at every level, from hiring to leadership development.

At payabl., we’ve been very deliberate about this. Today, women make up half of our leadership team, and that balance didn’t happen overnight. It came from actively challenging biases in recruitment, ensuring fair evaluation processes, and creating an environment where different voices are not only heard but influential.

But inclusion goes beyond numbers. It’s also about culture — how you lead, communicate, and make decisions. Diverse teams perform better not because they look different, but because they think differently. They question assumptions, a

pproach problems from multiple perspectives, and build more resilient solutions.

As leaders, we must set that tone. Inclusion starts at the top, with how we show up, who we empower, and how we measure success. When you build a culture that values diversity of thought, you unlock creativity, accountability, and stronger outcomes. That’s what drives both performance and progress — in business and beyond.

WT: Scaling the payabl. team from 30 to over 300, what approaches did you take to maintain a high-performing and motivated workforce?

UB: Scaling from 30 to over 300 people in just a few years is one of the most rewarding and challenging parts of leadership. For me, the key has been to grow with purpose — ensuring that every stage of expansion strengthens, rather than dilutes, our culture and performance.

At payabl., we focused first on clarity. Everyone, no matter their role or location, needs to understand why we exist and what we’re building. Our vision — helping businesses take control of their money flow — anchors everything we do. That shared sense of purpose unites teams across borders and functions.

The second priority was empowerment. I believe high performance comes from trust and accountability. We hire exceptional people, set clear goals, and give them ownership to deliver. Micromanagement has no place in a scaling company.

Finally, culture cannot be left to chance. We’ve invested heavily in communication, leadership training, and recognition. We celebrate wins, learn from challenges, and make sure people see their impact on our collective success.

When you grow fast, structure and spirit must evolve together. Our progress so far proves that with the right values, communication, and trust, scale doesn’t weaken culture — it amplifies it.

WT: In a fast-growing fintech like payabl., how do you ensure that growth is both sustainable and aligned with your strategic vision?

UB: Sustainable growth doesn’t happen by accident — it’s the result of discipline, clear priorities, and a strong sense of purpose. At payabl., we’ve always believed that growth should strengthen the organisation, not stretch it. That means expanding in a way that’s controlled, compliant, and aligned with our long-term strategy.

From the start, we built our foundation on three pillars: robust governance, scalable infrastructure, and a culture of accountability. Every new product, market, or partnership must reinforce these pillars. We don’t grow for the sake of size — we grow to create value for our merchants, employees, and partners.

Our strategy is guided by a simple principle: clarity before speed. We take the time to understand market dynamics, anticipate regulatory shifts, and ensure that our systems, people, and processes are ready to support the next level of scale.

At the same time, we stay adaptable. The payments landscape evolves rapidly, and agility is essential. The goal is to move fast — but always on solid ground.

In short, sustainable growth means expanding with intention, not impulse. It’s about building an organisation that can endure and perform — not just this quarter, but for decades to come.

WT: In a fast-changing payments industry, how do you ensure that the updates to payabl.one keep the platform and its merchants ahead of the curve?

UB: Keeping payabl.one ahead of the curve requires a balance between innovation and reliability — two principles that define how we build. In payments, merchants can’t afford disruption. So, while we move fast, we do so with purpose, guided by real merchant needs and our long-term vision.

Our approach is simple: we listen, we learn, and we iterate. Many of our product updates come directly from merchant feedback — the challenges they face in managing money flow, compliance, or reconciliation. That feedback loop ensures we’re not just adding features, but solving problems that matter.

We also invest heavily in in-house development. Having full control over our technology allows us to innovate faster while maintaining stability and compliance. Whether it’s integrating new payment methods, enhancing data visibility, or refining fraud controls, every update to payabl.one is built to give businesses more clarity, control, and confidence.

Finally, innovation at payabl. isn’t about chasing trends — it’s about anticipating what’s next. We stay close to regulators, networks, and industry partners to ensure our merchants are always prepared for what’s coming, not just what’s current.

That’s how we keep payabl.one evolving — not through noise, but through meaningful, lasting progress.

WT: What guidance would you share with aspiring CEOs on navigating challenges and building a successful career in business?

UB: The best advice I can offer is to embrace challenges as part of growth. Leadership is not about avoiding difficulty — it’s about learning to stay composed, make decisions with clarity, and keep moving forward even when the path isn’t easy.

Every stage of my career has taught me something about balance: between confidence and humility, ambition and patience, structure and flexibility. You can’t control every circumstance, but you can control your response — and that’s where real leadership begins.

For aspiring CEOs, I’d also say: build your foundation early. Understand your business deeply — not just the vision, but the numbers, the people, and the operations. Success in leadership is 90% preparation and 10% reaction.

And finally, take care of your energy. I’ve learned through my own experiences — including training for Ironman 70.3 — that endurance, discipline, and mental strength are essential both in sport and in leadership. It’s not about being the fastest; it’s about staying focused and resilient for the long run.

A great leader doesn’t just deliver results — they build something that lasts. That’s the mindset that turns challenges into opportunities, and ambition into lasting impact.