Career Growth at Paysafe: Internal Mobility as a way of growing
Hi, I’m Rahad Hassan. I’m the VP of Commercial Finance and the UK CFO at Paysafe. I actually started out in Operational Finance, then moved into Financial Planning & Analysis before finding my passion in Commercial Finance. Along the way, I’ve been lucky to take on roles that really shaped how I think about strategy, leadership, and driving transformation. Each step has built on the last, and it’s all led me to what I do today - working closely with teams across the business to drive performance and support Paysafe’s long term growth.
Rewind to day one at Paysafe - who were you professionally, and what were you hoping to grow into?
I joined Paysafe over a decade ago as a newly qualified accountant, having just completed a graduate scheme at a blue chip FMCG company. My first role here was as a Business Unit Controller - what we’d now call a Finance Business Partner. Early in my career, my main ambition was to keep learning and developing, and to do so in a fast paced, innovative tech environment. Paysafe absolutely provided that opportunity, and it was a huge part of what attracted me.
What was the first time you thought, “I might be capable of more than my current role”? What triggered that realization?
I’ve always been ambitious, so one of the first things I did after joining was study the org chart to understand potential career paths. Back then, the structure was much smaller, and the jump to the next level felt quite significant. I set clear development objectives and timelines for myself to stay accountable. As Paysafe grew, I had already built the skills and readiness needed to step into the new opportunities that emerged.
How did you make yourself “visible” for opportunities without feeling like you were self promoting? Any smart moves others can learn from?
Visibility is essential for building your personal brand and influencing decision makers. I made a conscious effort to communicate effectively - whether through email or in meetings. Being present and adding value by asking thoughtful questions and offering insight, helped establish my reputation. Every interaction is part of your personal brand, so use those moments to leave a positive, professional impression.
What mindset shift was required as you moved from specialist to leadership roles?
The biggest shift was resisting the instinct to do everything myself because I could do it quickly or because I had the expertise. Moving into leadership means trusting and empowering your team - delegating intentionally, so you can focus your time on higher impact, strategic priorities. It’s about shifting your energy from today’s tasks to shaping tomorrow’s direction.
Fast forward five years—what internal mobility culture do you hope people at Paysafe describe, and how can employees help shape it today?
I’d like to see a culture where moving across teams to broaden experience is common and celebrated. Employees can help shape this today by actively reviewing internal opportunities and having open, proactive career discussions with their managers. Ultimately, individuals need to take ownership of their career direction, and Paysafe can provide the environment for that growth to happen.