Page 19 - Pay Magazine s2014

volume 7 • fall 2014
the payment experience for con- sumers, providing a richer, more integrated shopping experience. And, prepaid can capitalize on digital and mobile like almost no other industry, creating a seamless experience for consumers. Every- thing we’ve developed at Black- hawk to date puts us in a great position to leverage this omni- channel approach.
Paybefore: What’s one short- term goal you have for Blackhawk?
TR: Hiring world-class talent to support our growth. One of my key goals is to continue to attract the talent that can complement the great team we already have at Blackhawk and deepen our bench strength. And, as we enter new markets and enhance our tech- nology, we’re seeking new skills. It’s an exciting time of growth.
Paybefore: You’re an avid follower of the prepaid legislative and regulatory scene. What do you see ahead?
TR: We operate in a regulated industry, so legislation and regula- tion always will be a part of this business. Blackhawk has historically taken an active role in government affairs, and I don’t see that chang- ing. We, along with our payments and prepaid colleagues, are respon- sible for educating legislators and regulators about what we do, and why and how we do it. In my experience, open dialogue has yielded better understanding and better outcomes for everyone.
“You need
to accept mistakes and learn from them, but that never means you have to like losing.”
—Talbott Roche, Blackhawk Network
Paybefore: You’re clearly always on as an advocate for Blackhawk, but your advocacy role goes beyond Blackhawk. You frequently represent the industry in some pretty visible spots—such as in D.C. with regula- tors or speaking at important industry events, like the All Pay- ments Expo and Money20/20.
On TV, too.
TR: I enjoy speaking about the prepaid industry and payments innovation. It feels natural because I’m passionate about what this industry means to consumers and retailers. It’s rewarding to educate
all types of audiences to the power of prepaid products and how we can support consumers in their daily lives.
Paybefore: Are there special challenges to being a leader who is female in this very en- trepreneurial industry?
TR: While there continue to be advances, the number of women leading companies, particularly public companies, is still very small. I’d like to see more women assum- ing leadership roles. It sounds cliché, but I do believe women need to “lean in” and seek oppor- tunities for increased responsibility, advocate for themselves and be deliberate about their career choices to prepare themselves for leadership roles. Not every woman is seeking a leadership role, and you have to do what works for you, but a supportive work environment can nurture that instinct and create opportunities for advancement. Blackhawk certainly does, and
a high percentage of our senior team is female.
Paybefore: Do you have a final thought for us on the nature of leadership?
TR: Any successful leader must be able to take risks and try new things—not everything will work, and a successful leader must be willing to accept losing once in a while. Of course, you need to accept mistakes and learn from them, but that never means you have to like losing.
paybefore.com 17