Navigating a company that’s as customer-focused as TransferWise is anything but routine — and that’s exactly what Josh Aziz, head of product in North America, loves most about it.
He compared his experience leading the product team to entering a walk-in closet and having to choose which hat to wear that day — a complicated analogy for those whose jobs don’t vary much each day, or for New Yorkers who are generally unfamiliar with walk-in closets.
What he really means is that the company’s focus on customers creates a fast-paced environment, where the only consistency is a solid team of innovative thinkers dedicated to improving the service — which, in TransferWise’s case is providing people with a transparent, reliable way of sending, spending and receiving money wherever they are.
Built In NYC learned more about the ever-changing challenges of his team, and how he supports them throughout.
What's your professional background, and what led you to TransferWise?
I studied engineering in Canada and found it wasn’t really my thing. Instead, I saw that there are lots of opportunities to help engineers and other people to do their jobs better, and ended up enjoying being on the product side of a company. I moved to NYC and joined teams that were fun, but not necessarily customer-centric.
That’s essentially what led me to TransferWise — I was looking for a company that has a strong vision and mission and empowers employees through autonomy. I instantly saw how the TransferWise values and mission weren’t something just written on paper, but put into practice.
Every day is different, but it normally starts out with answering the same question: ‘What’s the most impactful thing I can do for customers or my team today?’”
What was your first impression of the team, and how has it measured up since?
I immediately noticed that the team was fast-paced and quick to share knowledge. There were definitely some moments where I thought maybe I was in over my head, but after some time, I learned that many others who sounded like they had worked in finance for years had really only been at TransferWise for three to six months — and that made me feel much more comfortable.
It was also immediately clear that everyone at the company was very customer-centric. I was really surprised to hear engineers asking questions I had never heard engineers ask before — like, ‘what are our customers saying?’ and ‘we launched this; what was the result?’ I was, and still am, very impressed by this.
Can you walk us through a day in the life on the TransferWise product team?
It’s been said that product people have to wear different hats. Working at TransferWise is like walking into a huge walk-in closet with a ton of hats and your challenge of that day is to pick the best hat or outfit for the day. So, every day is different, but it normally starts out with answering the same question: ‘What’s the most impactful thing I can do for customers or my team today?’
I will say that one consistent part of the day is that mornings are typically more hectic due to time zone differences. I start my day earlier so I get more face-to-face time with other teams.
What are some of the team's biggest challenges, and how are they unique to the company or industry?
For one, it’s been a challenge educating U.S. customers on all of the ways they’re currently being ripped off when transferring money. From there, it’s a challenge to get them to trust us. People aren’t confident with some parts of their finances, so helping them make that leap can be tough. And finally, there are big cultural differences across markets — for example, people in the U.S. aren’t comfortable sharing their account numbers, while those in Europe and Australia are much more accustomed to doing so. Understanding these differences and helping the rest of TransferWise understand them helps us build better products.
How do you give feedback, and why do you approach it that way?
My leadership style is very much in line with the TransferWise values — I try to hire smart people and trust them. I prefer coaching people rather than telling them what to do and what not to do.
I try to hire smart people and trust them. I prefer coaching people rather than telling them what to do and what not to do.”
What's a project your team is currently working on, and how are you supporting them?
We’re working on launching a debit card product in the U.S., which is very exciting. I’m helping my team by ensuring that nothing is slipping through the cracks. As we’re getting closer to the launch and offering our product to more customers, I’m here to help the team understand what’s important and what’s not, based on early customer feedback and beta testing.
What do you look for in a manager, and how has that shaped the way you manage?
I look for someone who’s honest and direct, and that’s how I work with my team as well. I’m much more likely to give feedback, rather than just asking for status updates. I enjoy managers who make sure the focus is on learning and development and not just on hitting certain goals or ticking certain boxes.
What's one surprising fact about you?
Most people have a bucket list of things they want. I have a bucket list of what food I’d like to make during my lifetime. I have a list of all the different cuisines and dishes I’d like to make at some point.
