Ventura Capital leads growth round in Payall Payment Systems
Payall Payment Systems, the world's first provider of end-to-end infrastructure that enables financial institutions to offer institutional-grade, safe, fast, low-cost, transparent and inclusive cross-border payments for B2X, P2X and G2X use-cases, has selected Ventura Capital to lead their Growth Round raise.
0
With this new capital, Payall will accelerate its global payout partner connections and sales to originating institutions, correspondent banks and regulators as well as further distinguish its breakthrough counterparty risk management, multi-jurisdictional compliance automation and AI deployment.
Gary Palmer, founder and CEO of Payall noted, 'As a repeat founder of successful banktech companies, having financial sponsors who understand the challenges and rewards of building software used by banks and other regulated entities is critical. Mo not only gets the big idea we're powering, but his trusted financial institution network is extraordinarily valuable to me and Payall.'
As noted, part of the investment is earmarked to expand the sales team in order to respond to growing awareness at originating institutions that they can compete and win in crossborder payments with Payall. With regard to correspondent banks, Gary noted, 'our tech enhances their capabilities that work, but uniquely addresses serious problems that drive fear and friction - we're a correspondent bank and their regulator's best friend'.
Mo El Husseiny, managing partner of Ventura Capital noted, 'Ventura Capital is thrilled to lead this investment and contribute more than capital to Payall's differentiated technology that every financial institution needs to safely and efficiently address the complex and growing cross-border payments market - either as originator, correspondent bank or intermediary bank. We are particularly excited by the recognition among central banks - including being featured on the United States Federal Reserve's FedNow Marketplace - and global regulators that Payall's software is a breakthrough in managing counterparty risk and compliance obligations.'
This funding adds to the previous funding from a16z, Motivate Venture Capital, Thomson Reuters, Presidio Ventures / Sumitomo Corporation, RRE and PS27 and high net worth banking and fintech industry leaders.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Finextra
5 days ago
- Finextra
Ventura Capital leads growth round in Payall Payment Systems
Payall Payment Systems, the world's first provider of end-to-end infrastructure that enables financial institutions to offer institutional-grade, safe, fast, low-cost, transparent and inclusive cross-border payments for B2X, P2X and G2X use-cases, has selected Ventura Capital to lead their Growth Round raise. 0 With this new capital, Payall will accelerate its global payout partner connections and sales to originating institutions, correspondent banks and regulators as well as further distinguish its breakthrough counterparty risk management, multi-jurisdictional compliance automation and AI deployment. Gary Palmer, founder and CEO of Payall noted, 'As a repeat founder of successful banktech companies, having financial sponsors who understand the challenges and rewards of building software used by banks and other regulated entities is critical. Mo not only gets the big idea we're powering, but his trusted financial institution network is extraordinarily valuable to me and Payall.' As noted, part of the investment is earmarked to expand the sales team in order to respond to growing awareness at originating institutions that they can compete and win in crossborder payments with Payall. With regard to correspondent banks, Gary noted, 'our tech enhances their capabilities that work, but uniquely addresses serious problems that drive fear and friction - we're a correspondent bank and their regulator's best friend'. Mo El Husseiny, managing partner of Ventura Capital noted, 'Ventura Capital is thrilled to lead this investment and contribute more than capital to Payall's differentiated technology that every financial institution needs to safely and efficiently address the complex and growing cross-border payments market - either as originator, correspondent bank or intermediary bank. We are particularly excited by the recognition among central banks - including being featured on the United States Federal Reserve's FedNow Marketplace - and global regulators that Payall's software is a breakthrough in managing counterparty risk and compliance obligations.' This funding adds to the previous funding from a16z, Motivate Venture Capital, Thomson Reuters, Presidio Ventures / Sumitomo Corporation, RRE and PS27 and high net worth banking and fintech industry leaders.


BBC News
03-04-2025
- BBC News
When Liverpool nearly missed out on Salah
A meeting is about to take place at Liverpool and the subject will be Mohamed one side you have those providing data and video evidence that Salah is the right signing. On the other side is former Liverpool manager Jurgen Klopp."Jurgen's preferred option for that summer was Julian Brandt, who was a great player," said former Liverpool director of research Ian Graham, who spoke to BBC Sport as part of a documentary released on BBC iPlayer on Friday, 4 April about Liverpool's journey to winning the 2018-19 Champions League."Jurgen had obviously known him very well, coming from the Bundesliga, and knew the German market very well."We agreed that Brandt was a very good young player but not a standout in the same way that Mo was. From our data analysis point of view Mo was the best young wide forward in Europe, full stop."Roma were under pressure to sell because their finances were not in a good place, so we knew he was available for a good price."He played a forward and wide role that we needed to fill at the time, whereas Brandt was more of an attacking midfielder."Graham added: "It's to Jurgen's credit that he engaged in that debate in an honest way with his eyes open to say, 'OK, I'm open to be convinced, show me that Mo is better'."Klopp didn't need much convincing and Liverpool signed Salah from Roma in June 2017 for £ Reds believed the Egypt international would be a "future superstar" and so it has who is yet to agree a new contract with Liverpool beyond this summer, has gone on to become a Liverpool legend. He has scored 243 goals and registered 109 assists for the club in 393 appearances and, under Klopp, helped the Reds win the Champions League, Premier League, FA Cup, League Cup and Fifa Club World Cup. 'Robust debates' and 'big arguments' Graham was a consultant at Tottenham from 2007-2012 but "they never really had the ambition to make more" of data whereas he said "Liverpool were the first team to have an in-house analytics department".He was at Liverpool from 2012 to 2023 and was a key part of the 'Moneyball' strategy - the statistical method Major League Baseball side Oakland Athletics used in the 1990s to recruit players - that Liverpool owners Fenway Sports Group (FSG) adopted at the club."Moneyball is really the concept of, 'can we get more value for money out of our squad? Can we get more performance per pound spent? Because, if we can, that means we can compete with clubs with a higher budget than us'," said Graham."We started off with about seven or eight different leagues, by the time I left we were probably taking data from about 60 different leagues so that we really understood what players could do on the pitch."Graham worked under former Liverpool sporting director Michael Edwards, who left the club in 2022 before returning as FSG's chief executive of football in pair were part of a transfer committee who, along with Liverpool's manager, would "come to a consensus decision on the best players to sign".Liverpool had appointed Klopp as manager in October 2015 and his willingness to engage in the use of data in recruitment was in contrast to his predecessor Brendan Rodgers."Previously, we had robust debates with Brendan about which players to sign and the two differences were our ideas about which players would improve Liverpool were very different to Brendan's ideas," said Graham."Brendan, understandably, put a big premium on Premier League experience whereas we felt those players were quite often overvalued by the market and players from other markets, like Mo Salah and Roberto Firmino, were undervalued."Graham explained that Rodgers "came in with a preconception that the player he wanted to sign was the only solution for that position" and that "it was very difficult to persuade him otherwise".In Klopp, Graham said they had found the "missing piece" and, in some cases, "a manager who seemed to see what the data saw".He added: "He [Jurgen] is very happy to thank us for our suggestions to have stopped some of the less sensible signings, which at the time caused big arguments but, in retrospect, he could see this was a good process for signing players." 'The club and data approach needed trophy' Klopp had managed at Mainz and Borussia Dortmund in Germany, winning the Bundesliga in 2011 and 2012 with the first trophy at Liverpool was the 2019 Champions League, with data playing "a big part in signing" nine of the 11 Liverpool players who started the final against Tottenham - in a game the Reds won 2-0."The club needed it and, from our point of view, the data approach needed it as well," said Graham on that piece of silverware."Looking back, it is a source of pride and is some validation that data can be of help. It adds to recruitment."Our data analysis means nothing without the scouts to understand the traditional way of viewing a player, without Jurgen to get the best out of the players, without the ownership to trust in the process and without the sporting director to make decisions based on what the data is telling him."Jurgen's impact on the Champions League win, it can't really be overstated. His presence at the club attracted some really great players, he got the best out of those players and - by the time of that final - we had a world-class first XI that was quite different to the team that he inherited."Klopp went on to end the club's 30-year wait for a top-flight title by guiding them to the 2019-20 Premier League said: "Jurgen, coming from the German system, was much more happy to take that compromised approach and it worked out really well for Liverpool."


The Independent
02-04-2025
- The Independent
The boss behind billion-pound car scheme Motability caught in Britain's benefits row
It was meant to be one of Britain's quieter welfare programmes – a behind-the-scenes scheme to help people with serious disabilities lease a car, using their benefits. But Motability has become a lightning rod in 2025, with questions over billion-pound profits, social media outrage over perceived abuse and a leadership team still battling an old reputation for high pay and poor PR. The company's latest filings show a total salary bill of £100.8m in 2024. The highest-paid director – understood to be CEO Andrew Miller – received a salary of £460,000 and a total package worth £747,000, down slightly from £765,000 the previous year. Collectively, directors earned a £1.2m in salary rising to £3.4m overall, including pensions and benefits. Meanwhile the controversial motor scheme, which allows people claiming a qualifying mobility allowance such as Personal Independence Payment (PIP) to lease a car, has swelled to include more than 815,000 users – up by 200,000 in just two years. Amid £5bn in government welfare cuts and viral social media commentary, some critics have questioned whether the scheme is still fit for purpose. But according to Motability itself, 96 per cent of its fleet is made up of economy vehicles, not luxury cars, and the vast majority of customers are fully entitled to what they receive. At the helm of the operation is Miller, the low-key yet media-savvy CEO of Motability Operations (MO), the commercial arm that runs the scheme. He took over in 2020 from Mike Betts, whose extravagant pay package drew fury from MPs and disability rights campaigners alike. Betts was once paid £1.7m in salary plus a £2.2m bonus – a sum the then-chair of the Work and Pensions Committee called "obscene". While Betts came under fire in some quarters for his luxury lifestyle, Miller has been keen to reset the public image of Motability. That is perhaps highlighted by recent job offerings for a new public affairs manager, senior strategic communications manager and director of public policy, the latter of which the Telegraph reported as being advertised on a six-figure salary. Both the other positions were above £50,000 salaries, while a lower-salaried job of stakeholder engagement manager is now posted with a remit of 'development of relationships with industry and disability groups'. As for Miller, his background, unusually for a car boss, is in media and consumer brands. He previously served as CEO and CFO of Guardian Media Group, CEO of McDonalds Nordics and held senior finance roles at Auto Trader, Procter & Gamble and PepsiCo. He has also served as a non-executive director at Channel 4 and the AA – experience that has given him a feel for both the political and reputational pressure that can weigh on a publicly accountable organisation. At his previous roles, Miller has gained a reputation as an expert in managing significant business transition: The Guardian into the digital age, McDonalds through the rise of fast-food delivery, now Motability and its attempts to electrify the best part of a million vehicles in under a decade. Under Miller's stewardship, Motability is trying to stay ahead of scrutiny and technology alike. In 2024, the company made a £565m loss – a dramatic fall from its £748m pre-tax profit the year before. Revenue, however, grew nearly 25 per cent to £6.9bn, offset in part due to major investments into the transition to electric vehicles and customer support amid a punishing inflationary climate. The shift includes the installation of 66,000 free home chargers for customers – part of a £300m push to electrify the fleet. Still, Miller's primary challenge is not just modernising the business but defending its very legitimacy. Owned by four banks – HSBC, Lloyds, NatWest and Barclays – Motability Operations does not pay dividends. Its profits are either reinvested or donated to the overseeing charity Motability, which then distributes grants to customers most in need. But in a cost-of-living crisis, that arrangement is under increasing scrutiny, given the banks still profit from loans interest, management fees and bond issuance. In part that is down to Motability's success, or at least growth: the more cars they need to buy and the more customers there are to service, the more their borrowing needs can increase. Still, that has led to further critique of the entire arrangement. In a rare media intervention, Miller recently wrote in The Times that the company removes thousands of ineligible users each year, and that for every £1 spent via disability allowances, £1.50 is returned to the UK economy. He also warned of 'sickfluencers' abusing the system – a nod to the TikTok-fuelled backlash that has sometimes muddied public perception of the scheme. Miller's defence of the company is also data-driven. The organisation now provides a quarter of a million used cars into the second-hand market each year, making it the largest single-source vehicle supplier in the UK. And while it no longer makes the blockbuster profits seen under Betts, Motability's economic footprint – it claims £4.3bn in annual UK contribution – suggests it's a far cry from the gravy train some accuse it of being. Still, the storm hasn't fully cleared. Motability has become emblematic of a larger political debate about who is deserving of state support. That argument has only intensified in light of recent welfare reforms – and for Miller, the pressure is unlikely to lift any time soon. In short, Motability remains one of Britain's most important but misunderstood welfare institutions. And for Andrew Miller – who has swapped the newspaper boardroom for one of the most scrutinised jobs in the third sector – keeping the wheels turning smoothly is proving to be anything but straightforward.