About Pam

I started scrappy—and, thankfully, success never cured me of it.  At 18, I joined a small software company long before it became one of the largest in the world. I did not know enough to be intimidated by rejection—or by how much I still had to learn. I listened, asked questions, opened doors, and found a way forward. That first experience became a pattern. I had an early seat inside several companies that would grow into global industry leaders. I was part of major transformations that helped shape today’s financial technology industry, learning firsthand what it takes to bring an emerging idea into the enterprise market. What I did not understand at the time was why I kept finding my way back to the beginning. As the companies grew larger, I became less interested in maintaining what had already been built and more energized by creating what came next—the uncertainty, the early customers, and the challenge of building a market before the opportunity was obvious.That instinct eventually took me from helping build other people’s companies to building my own. Somewhere along the way, I earned the nickname “Pam for Payroll”—as in, “Go sell something, Pam. We have to make payroll.” It still makes me laugh, but it captures how I learned entrepreneurship. Revenue was never an abstract target. It meant responsibility, survival, and ensuring the company could keep moving forward. Although my career was forged on Wall Street, I have always operated with the instincts of a founder. I understand both sides of the bridge: the entrepreneur beginning on Main Street with the courage to build something that does not yet exist, and the customers, institutions, relationships, and capital required to scale it. Great technology is never enough. Growth requires commercial discipline, trusted relationships, and proof that the business can deliver.My superpower is commercialization. I see how people, capital, technology, and markets fit together—and how to turn those connections into customers, revenue, and measurable outcomes. I have carried that instinct through six major cycles of transformation, each changing how we build, sell, and earn trust. I believe we are now at the beginning of the seventh transformation I have lived through—and it is unlike anything that came before it. Technology is moving faster than ever, traditional operating models are breaking, and there is more noise than signal. True differentiation is increasingly difficult to recognize—and even harder to translate into commercial adoption. Yet the fundamentals remain: trust must be earned, value must be proven, and someone must be willing to say yes. I closed my first $1 million deal at the ripe age of 24, and I still speak with the person who trusted me with that decision. That connection has outlasted every sales cycle and technology platform since. It is proof of what I have always believed: businesses may be built through innovation, but they endure through trust.