Meet Greg Goldstein, Head of Strategy & Business Operations at BVNK

Tell us about your role.

I lead our strategic execution engine. My team sits at the intersection of every department – turning our high-level vision into measurable results. Basically, I take BVNK's messiest, most ambiguous challenges and boil them down to a clear direction. That clarity becomes leverage: it lets everyone else move faster because they actually know what we're optimizing for.

What's a typical day like?

Mornings are usually deep focus work, calibrating our OKRs or drilling into the unit economics of a new market entry. Afternoons are a lot of cross-functional sessions where I try to be the neutral voice, helping our exec team cut through the noise and make decisions on our biggest bets.

We're building a lot of our processes from scratch, and often there’s no playbook, which sounds chaotic, but it means you can test an idea and see its impact on the business in days, not months.

Why BVNK?

I've spent most of my career at execution-obsessed companies. BVNK is at that inflection point where the old way of doing things just doesn't work anymore. I'm a fintech nerd, and I wanted to build the strategic backbone that lets a high-growth fintech scale without becoming slow or bloated.

I’m naturally drawn to companies building roads and not cars (i.e., building the infrastructure underneath new products and features). And in the fintech space right now, there isn’t a more exciting company to be at than at BVNK.

What keeps you coming back?

We're tackling one of fintech's most interesting opportunities: building the digital (and AI-native) layer for payments. To do that, you need genuinely talented people, and we have them. Working alongside people who will push you to be better every single day is honestly rare.

It’s hard to find an environment where you are explicitly empowered to challenge assumptions at every level and then own the associated solutions. We have a license to push the organisation to be better every day.

How does "accelerate global money movement" show up in your work?

I turn that mission into a roadmap. I run the company-wide OKR process, so I'm defining how we measure progress against that mission.

Day-to-day, it means I'm that person pushing for clarity on our metrics. Every team is held accountable to goals that move the needle on global money movement. It's my job to make sure the vision isn't just something on a slide. It's a series of concrete targets we're hitting each quarter.

Your advice for aspiring BizOps leaders?

Focus on outcomes, not outputs. It's so easy to get sucked into managing projects and caring about raw activity. The real skill is being obsessed with impact: did this actually move revenue or efficiency? If you can't measure the value, you're just doing admin work (and AI will do that better than we ever will).

Where can we find you outside the office?

I’m sports obsessive – football, tennis, golf, padel. My wife and I love to travel; – we're trying to fit in as much as we can before our first kid arrives this summer. I've genuinely tried applying capacity planning frameworks to nursery prep, but I’m pretty sure that's not how parenting works..!

I also have an odd fascination with vertical farming. I’m obsessed with how we’re solving one of the greatest challenges facing humanity (the food-water-land nexus) through next level technology. It’s the ultimate efficiency play!

Join us in building the future of money movement

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