Thunes names Chloé Mayenobe deputy CEO to steer the company’s next growth push

A seasoned operator steps up as Thunes aims to scale faster

Thunes has promoted Chloé Mayenobe to deputy CEO, handing her responsibility for the company’s strategic growth and global scaling efforts. The move signals that the payments company is shifting from a pure product-build phase into a more growth-focused stage where operations, partners and new markets must all be stitched together quickly and cleanly.

For regular users of cross-border payment services, this matters because scaling well — or failing to do so — changes how fast new corridors and features arrive, how reliably money moves, and how smooth the experience is for businesses that send or receive payments across borders.

From product and partnerships to a wider brief: Mayenobe’s rapid rise

Mayenobe joins the top team at a time when execution counts more than ever. She is known inside the company for running product and partnership efforts that connected Thunes’ technology to banks, mobile wallets and local pay-out systems. Those are the plumbing that lets money move from one country to another.

Her background blends product work with commercial strategy. That mix is exactly what a payments business needs when it wants to move beyond a handful of successful routes and build a large, global network. She has overseen teams that negotiate with local partners, design integration flows, and simplify how money moves for clients who may not be banks or big tech firms.

Promoting someone with this profile suggests Thunes wants fewer silos between engineering, partner deals and market expansion. The job will demand juggling operations, compliance and growth plans at the same time.

What Thunes does, where it plays, and why scaling is tricky

Thunes is a fintech company that focuses on cross-border payments. In plain terms, it builds the software and partnerships that let businesses and platforms send money around the world — to bank accounts, mobile wallets or cash-out points in many countries.

Its value proposition is that it plugs into local payment systems and partners so global customers don’t have to build dozens of separate integrations. For smaller businesses and certain platforms, that can save time and money compared with dealing with each country’s banks separately.

That model depends on two things: strong local relationships and smooth technical integration. Both are time-consuming, and both require local know-how. That’s why the company is now emphasizing operations and partnership management — the everyday work that turns a demo into a service customers can rely on 24/7.

Why this promotion matters: strategic focus and the hard work of scaling

Putting Mayenobe in the deputy CEO role signals three practical priorities. First, Thunes wants to speed up adding new markets and payment types without sacrificing reliability. Second, the company plans to tighten how teams work together so deals and product changes move faster from idea to live service. Third, it means leadership wants commercial teams and engineers to share accountability for results, not just handoffs.

Those aims sound sensible, but they are hard to pull off. Growing across many countries exposes a company to varied rules, local players with entrenched market positions, and the constant need to keep money flowing without interruption. Mistakes can hurt a customer’s business and damage trust quickly.

For customers and partners, this is cautiously positive: a leader who knows both product and partnerships reduces the risk that growth will outpace the company’s ability to run services well. For Thunes itself, success depends on execution — hiring, process discipline, and keeping the technical platform robust as volume rises.

Where this fits in the competitive payments map

The cross-border payments market is crowded and fragmented. Big incumbents, specialist fintechs and regional players all compete to be the easiest route for moving money into different countries. Thunes’ path is to be the connective tissue — the company that lets many different payers and receivers talk to local systems without friction.

That strategy leans heavily on partnerships with banks, e-money providers and local payout networks. It also requires staying aligned with regulators in each market, as rules on cross-border flows, customer checks and reporting differ widely and change often.

Company response, outside reaction and what to watch next

Thunes framed the promotion as a move to sharpen its go-to-market muscle and accelerate global expansion. Internally, the appointment should give more weight to commercial and operational priorities at the executive level.

Outside the company, observers will be watching a few clear signs of progress: how quickly Thunes announces new market connections, whether uptime and settlement times stay strong as volumes rise, and how it handles regulatory or partner challenges in new countries.

In short, the promotion is a logical next step for a payments firm ready to scale. The biggest question is whether the company can turn stronger leadership alignment into smoother global operations — a task that will define its success over the coming year.

Sources

• prnewswire.com