Team Lead - Business Enablement AI Finance Innovation

This is Adyen

Adyen provides payments, data, and financial products in a single solution for customers like Meta, Uber, H&M, and Microsoft - making us the financial technology platform of choice. At Adyen, everything we do is engineered for ambition.

For our teams, we create an environment with opportunities for our people to succeed, backed by the culture and support to ensure they are enabled to truly own their careers. We are motivated individuals who tackle unique technical challenges at scale and solve them as a team. Together, we deliver innovative and ethical solutions that help businesses achieve their ambitions faster.

Merchant Finance and Treasury

The role

As the Team Lead of Business Enablement , you will be the "connective tissue" of our department. Your mission is to ensure we work smarter, stay aligned with our financial goals, and execute our most critical projects with speed and rigor.

You will lead a multidisciplinary team consisting of Program/Project Managers and Financial Data Analysts . Reporting to the Head of Merchant Finance and Treasury you will be responsible for translating departmental strategy into a clear, data-backed execution roadmap.

What you will do

Set the AI and innovation direction for Merchant Finance and Treasury, with a clear view of what will create the most meaningful step change in customer experience, productivity, quality, and scalability.

Work with the domains to identify and prioritize the use cases that matter most, based on business value, feasibility, and readiness.

Lead the central Ops innovation model, including the structure, ways of working, and foundations needed for domain-led re-engineering to succeed.

Lead a small team of AI specialists to turn ideas into real, scalable solutions.

Build credibility for AI across Ops through clear thinking, practical examples, and a strong view of where the real value is and where the risks are.

Stay current on the AI landscape, emerging patterns, and market developments, and translate that into practical implications for how Ops should evolve.

Work with central business enablement and capability teams so that new capabilities landing across the company are connected to Ops needs, and the right upskilling happens as use cases scale.

Represent Operations in central engineering, making sure that Ops priorities are well understood, well framed, and well supported.

Track progress and value delivered, and keep the focus on outcomes rather than activity.

What good looks like

Ops has a clear and credible point of view on where AI should and should not be applied.

The domains have better clarity on where to focus and what will drive the biggest outcomes.

High-value use cases move fast from idea to implementation.

The relationship between Ops and central engineering is stronger, with clear