Alexander Hyland

I build financial infrastructure: payments, FX, wallets and regulated lending.

Based in Toronto.

Get in touchLinkedIn

Experience

EasyMoney

2024 to 2026

Product Lead, promoted to Head of Product (Lead IC)

UK private credit platform (~£300m AUM, ~13 FTE)

Regulated B2C property backed lending platform managing ~£300m AUM with a lean team. Joined to introduce product discipline into an engineering led organisation lacking roadmap structure and delivery governance. Promoted to Head of Product after establishing execution discipline and strategic prioritisation.

  • Replaced reactive engineering flow with a structured sprint cadence and business impact prioritisation, giving the board visibility into sequencing and risk.with Engineering and Board
  • Delivered the 2026 regulatory readiness roadmap (ISA reform, AML, KYC, tax residency), protecting platform continuity and investor trust.with Compliance and Legal
  • Reduced a 250+ ticket backlog and embedded economic and regulatory risk into roadmap decisions.with Engineering and Operations
  • Implemented incident management and internal request tracking, materially improving platform stability.with Engineering and Customer Support
  • Led cloud cost optimisation reducing monthly database costs ~58%, strengthening margin resilience.with Engineering and Finance

MangoPay

2024

Senior Product Manager, Wallets (IC)

Leading European marketplace wallet provider (top 3 to 5)

Regulated electronic money infrastructure provider supporting high volume European marketplaces. Joined during a transition in wallet ownership and increasing PSD3 regulatory complexity.

  • Produced a forward roadmap clarifying wallet ownership, SCA implications, and electronic money classification under PSD3.with Compliance, Legal and Engineering
  • Reduced wallet transfer latency by ~200ms, improving transaction reliability for enterprise platforms.with Engineering
  • Implemented bulk and asynchronous transfers to improve scalability for high volume clients.with Operations and Engineering

Role concluded following company wide restructuring.

Snowfall

2022 to 2024

Product Manager, promoted to Senior PM, then Payments Lead (Lead IC)

Global B2B travel aggregator (~100 employees, ~$15m raised)

Joined to build an in house payments capability replacing reliance on a single third party provider. Scope expanded from product ownership to company wide payments strategy across multiple product lines.

  • Designed and launched a global payments platform (billing, FX, local rails, acquiring, treasury), enabling multi currency operations and margin control.with Engineering and Finance
  • Embedded payments infrastructure across the core travel product and an acquired subsidiary.with Executive and Commercial
  • Built AR and AP systems supporting international expansion.with Finance and Engineering

TransferMate

2021 to 2022

Product Associate, promoted to Product Manager (IC)

Global B2B cross border payments unicorn

International B2B payments infrastructure generating revenue through FX spreads. Initially joined a treasury transformation initiative. Promoted to Product Manager supporting global expansion.

  • Mapped the full treasury lifecycle (FX pricing, settlement, payment operations), supporting vendor evaluation and system integration decisions.with Treasury and Engineering
  • Advanced the rollout of global accounts (JP Morgan VAM) into New Zealand, Canada and US markets.with Engineering and Commercial
  • Conducted a global payment rail pricing analysis identifying revenue leakage across rail cost structures.with Finance and Commercial
  • Partnered with the CCO to design a differentiated rail based pricing model, introducing a new revenue stream across global operations.with Executive and Commercial

NTT Data Services

2020 to 2021

Business Systems Analyst, then Software Engineer

Embedded in Ireland's largest retail bank

  • Evaluated core banking vendors and contributed to the executive selection process during a transformation programme.with Executive and IT Strategy
  • Led a proof of concept assessing technical gaps and integration constraints.with Engineering and Business
  • Built microservices integrating new accounting systems into a legacy banking ecosystem within an agile environment.with Engineering

Education

  • Postgraduate Diploma, Product ManagementTechnological University Dublin
  • MSc, Financial TechnologyNational College of Ireland
  • BA (Hons), Business Information SystemsDublin Business School

How I operate

I operate with an owner's mindset, even when I am not the owner.

  1. Business reality over product theatre

    Product exists to serve a business model. Growth that weakens the business is not success.

  2. Owner's mindset

    I evaluate decisions as if capital and consequences were my own. This keeps priorities aligned with long term value, not internal noise.

  3. Long term enterprise value over short term profit

    I do not optimise for quick wins that damage durability. Profit is a tool for resilience and reinvestment, not an exit signal.

  4. Direction over false precision

    Perfect plans are often precisely wrong. Execution and learning beat rigid planning.

  5. Second order thinking

    Every decision has downstream consequences. Many product failures come from ignoring second order effects.

  6. Focus before expansion

    Depth creates advantage. Premature expansion dilutes teams and weakens execution.

  7. Doubling down on what works

    Not all customers or features are equal. I look for repeatable value and lean into it.

  8. Healthy scepticism of narratives

    I trust behavioural signals: retention, willingness to pay, cash flow and real usage. Reality beats storytelling.

  9. Scaling as compounding

    Credibility, capability, and systems build in layers. Once decisions are made and the building blocks to scale are understood, I move aggressively to implement them.

I build for longevity. If I commit to a business, I am thinking in decades, not quarters.

Contact

LinkedIn