Going global isn’t a goal – it’s a strategy

‘Going global’ is a phrase that’s bandied about a lot. But what does it mean?

It involves rewiring an entire strategy around how money, people and products move around the world. And there’s a fintech company that’s responsible for not only making international payments faster and cheaper, but also for revolutionising the entire system.

Enter Wise (formerly known as TransferWise). What started as two frustrated founders in Estonia trying to dodge extortionate transfer fees has now evolved into a 6,000-strong company moving billions every day… proving that global scale does not have to mean global chaos. 

Jacintha Love, Product Director at Wise, joins SeedLegals CEO Anthony Rose for the breakdown of a borderless business build. Watch the full conversation below to learn how she managed money across 40 currencies and scaled teams and products across continents.

Key takeaways

Rethinking global payments: the Wise way

• Wise’s founders set out to fix the pain of cross-border payments – cutting out the traditional banking middlemen that slow transfers and drive up costs.
• Instead of money physically moving between countries, Wise built a global network of 800+ local accounts, enabling instant transfers and radically lower fees.
• Transparency and fairness are central to Wise’s pricing. Customers see exactly what they’re charged, and rates get cheaper over time thanks to treasury optimisation.
• As Jacintha Love explains, founders can learn from Wise’s mindset: think differently about entrenched systems and simplify wherever complexity creates friction.

Founders as accidental treasurers

• Managing cash isn’t just for finance teams. Every founder needs to understand how and when their business uses and supplies cash.
• Jacintha breaks this down into three timeframes: near-term (daily liquidity), medium-term (monthly cash flow and burn), and long-term (strategic planning for growth or financing).
• Currency management is another overlooked skill. Knowing your FX exposure and understanding how small fluctuations can impact revenue and margins.
• Founders should measure cash visibility, typical burn, and exposure to FX risks – ‘you’re probably already a treasurer, you just don’t know it’.

Mastering cash flow before scaling 

• Cash is king. Even profitable businesses can collapse if cash runs out before the next payment cycle.
• Map your inflows and outflows: payroll, rent, and vendor costs should align as closely as possible to when revenue arrives.
• Design your model to collect payment upfront (eg. one-click web purchases) and explore subscriptions for predictable recurring revenue.
• Understand how investors view cash flow and ARR. Accurate reporting and transparency inspire confidence when fundraising. 

Expanding globally: people, pace and product

• Don’t chase new markets too early – nail product-market fit locally before expanding abroad.
• Global growth is less about geography and more about strategy: hire small, senior local teams and invest time onboarding them into your company’s mission and culture.
• Founders should personally visit new markets. Nothing replaces face-to-face time for building trust and spotting cultural nuances.
• Move fast, launch small, learn from local feedback, and iterate – ‘don’t aim for perfection; aim for useful.’

Go-to-market strategy and fundraising across borders 

• Tailor your GTM approach to your audience: product-led and community-led growth work differently across regions and industries.
• Wise built its flywheel on customer recommendations – ‘people share what they love’, which keeps growth efficient and authentic.
• When targeting US investors, remember: traction speaks louder than potential. Many prefer investing in Delaware C corps for tax benefits (QSBS).
• Consider a Delaware flip if raising from US investors, but make sure your business fundamentals – local traction, cash flow, clarity of mission – come first.