The Executive Interview Series provides readers with exclusive insights from movers and shakers in the payments industry. The payments industry is under continuous transformation. This series offers diverse perspectives on everything from strategy to payments technology and the industry’s future.
In this edition of our Executive Interview Series, we sit down with Shelley Joyce, Chief Technology Officer at TSG, to discuss her remarkable journey in the payments industry and the evolving role of technology in payments. In this conversation, Shelley offers a unique perspective on where the industry is headed including bringing technology in-house, the power of data, and AI’s role in transaction optimization.
Bio: As CTO, Shelley sets and executes the vision that accelerates the growth of TSG’s technology stack and supports its clients’ technological needs, overseeing and delivering customized software products and solutions, payment technology design and builds, platform modernizations, stabilization initiatives, and point-of-sale (POS) development and consulting. She brings a wealth of industry expertise, having most recently served as CTO of Merchant Acquiring Technologies at Global Payments (NYSE: GPN), where she defined the vision, strategy, and execution for all merchant acquiring platforms, developing and operating worldwide processing systems, including boarding and servicing, POS and terminal applications, gateways, gaming solutions, frontend authorization platforms, backend settlement systems, financial applications, and money transfers. Before Global Payments, Shelley held influential roles in the payment technology sector, serving as CEO of Monetary, where she led the development of a pioneering omnichannel commerce platform.
Q. Morgan M.
Can you start by sharing how you got into the payments space?
A. Shelley J.
I was incredibly fortunate to start my career right out of college as a computer programmer, landing a role at Mercury—a small but rapidly growing payments company in Durango, Colorado. Founded by two brothers—one with a payments background and the other a technologist—Mercury was a true startup environment, where with just six of us, everyone took on multiple roles, from customer service to underwriting and risk management. That hands-on, all-in experience was invaluable, and it was exhilarating to be part of one of the fastest-growing ISOs at the time.
Q. Morgan M.
Your career has been marked by leadership—from co-founding a company to overseeing technology, products, and teams of all sizes. What core experiences have helped you succeed?
A. Shelley J.
A few pivotal experiences have shaped my leadership journey. One of the most transformative was during my time at Mercury, where leadership development was a priority. The company was growing at an incredible pace, and the owners recognized that to scale effectively, we needed strong, adaptable leaders. They invested in professional development, leadership coaching, and change management training—skills that I’ve carried with me throughout my career.
Navigating fast growth, investors, acquisitions, and consolidation taught me how to lead through change. Mergers and transformations are inevitable in this space, and I learned that success hinges on being nimble. That adaptability became even more apparent when I transitioned from working with small to mid-sized ISOs to leading within one of the world’s largest processors. I initially joked that moving to Global Payments would feel like steering the Titanic, but a mentor and leader at Global reassured me: “You’ll feel like you’re driving a Ferrari.” she was right. No matter the size of an organization, there’s always room for innovation and speed—if you know how to leverage it.
At TSG, I’ve found a perfect balance. I get to apply my creativity to help startups monetize payments, guide large enterprises through mass adoption, and continue to build technology that moves the industry forward.
Q. Morgan M.
During your role as Chief of Merchant Acquiring Technologies at Global Payments, what were some of your favorite moments or achievements?
A. Shelley J.
Global was one of the fastest-paced organizations I’ve ever been a part of, and I thrived in that environment. It reinforced my belief that no matter how large a company is, if you’re committed to transformation, you can drive real change.
As a data geek at heart, having access to worldwide transaction data was a dream. It gave me a deep appreciation for how data fuels smarter business decisions—particularly for small and medium-sized businesses (SMBs). Many SMBs don’t have the same level of tools or insights as larger enterprises, and my passion has always been on leveraging data to drive new revenue for them. At Global, I developed an even greater appreciation for the scale and complexity of data required to power these systems, but also how—when used effectively—this data can be made accessible and actionable for SMBs, helping them compete at a higher level.
Beyond data and product innovation, I also learned the art of resilience. If you add up all the time I’ve spent throughout my career on overnight production support calls and high-pressure system fixes, it would probably amount to years of my life! But reliability is non-negotiable in payments. Leading through these moments—where the stakes are high and pressure reveals people’s true colors—has been one of the most challenging yet rewarding aspects of my career. It’s in those critical moments that you see who steps up, who stays composed, and who truly owns the mission. And for me, that’s where leadership matters most. The most fulfilling part of my career has always been building strong teams, and the people at Global made the experience truly special. The bond we built—navigating mergers, tackling COVID-19 challenges, and leading large-scale modernization efforts—was unlike anything I’ve ever experienced. There’s something uniquely powerful about watching a team come together under pressure, rising to meet challenges not because they have to, but because they care. The collaboration across teams, the relentless drive to improve systems, and the shared passion for delivering results made my time at Global an unforgettable chapter—both professionally and personally.
Q. Morgan M.
As Chief Technology Officer, what are the philosophies you maintain to help shape the future of payments?
A. Shelley J.
First and foremost, I love payments. I’m a total geek about it. Every transaction I make, every payment interaction I see—I analyze it. I constantly ask myself: How can we make this easier? How can we remove friction? How do we incentivize behavior?
One thing I’ve learned after 22 years in this space is that change is the only constant. Some areas evolve rapidly, while others take decades. But the companies that succeed—whether startups or global enterprises—are the ones that embrace continuous innovation.
This innovation extends beyond technology. It’s about rethinking sales, marketing, and business models. I recently reconnected with a former colleague from Mercury, and we reminisced about what made Mercury so successful. Yes, the timing and business model were ideal, but our ability to adapt and reinvest in innovation was what truly set us apart. That’s the mindset I bring to every role—ensuring organizations stay ahead by constantly evolving.
Q. Morgan M.
Where do you think payment processing technology is headed?
A. Shelley J.
If I had to sum it up in one word: ubiquity.
Payments are no longer standalone actions—they’ve become seamlessly woven into the fabric of our daily lives. Consumers today don’t want to think about making payments; they simply expect the experience to be effortless. Companies like Uber and PayPal have set the standard, conditioning us to expect smooth, frictionless transactions, and this expectation continues to grow.
The future of payments revolves around invisible, embedded transactions, where identity and payment credentials merge seamlessly. Imagine walking into a store and effortlessly walking out again—no checkout, no wallet needed. That’s where we’re headed, and it’s closer than we think.
Q. Morgan M.
More payments companies are bringing technology in-house through proprietary gateways and settlement systems. Why do you think this is happening?
A. Shelley J.
It comes down to control and enterprise value.
I first encountered this shift about 15 years ago at Mercury when we eliminated our third-party processor and brought everything in-house. It allowed us to control our technology roadmap, improve margins, and increase enterprise value.
Today, companies of all sizes—from ISVs to mid-sized ISOs to major players—are realizing the same thing. Owning the tech stack isn’t just about reducing reliance on third parties; it’s about unlocking strategic advantages and enterprise value.
Q. Morgan M.
You’re passionate about the SaaS platform community and its growing role in payments. What does the market need to thrive?
A. Shelley J.
SaaS and payments are inseparable in my mind—it’s the only lens through which I view payments and technology. At Mercury, we were at the crux of two massive transformations: the shift from dial-up to IP connectivity and the move from stand-alone hardware to fully integrated, cloud-based platforms. That experience shaped my entire perspective. From that moment on, payments were never just a transaction—they were embedded, connected, and a fundamental part of how businesses operate. I don’t know any other way of life.
Because we have deep industry knowledge, we can focus solely on solving these challenges—allowing companies to evolve faster, smarter, and more profitably in a rapidly changing landscape..
Q. Morgan M.
How do you see AI and machine learning reshaping payments, especially in fraud detection, risk management, and transaction optimization?
A. Shelley J.
AI is revolutionizing payments—not by reinventing the fundamentals, but by making the processes we already rely on smarter, faster, and more precise. This isn’t about replacing existing systems; it’s about accelerating what’s already working and eliminating inefficiencies.
From fraud detection to risk underwriting to transaction optimization, AI is unlocking real-time, data-driven insights that improve security, increase approval rates, and personalize customer engagement.
The bottom line? AI isn’t about disruption—it’s about acceleration. It’s taking the same data we’ve always had and making it more actionable, allowing payments businesses to reduce risk, increase efficiency, and drive revenue in ways that weren’t possible before.
Q. Morgan M.
What emerging technologies in payments and data analytics will have the biggest impact over the next five years?
A. Shelley J.
Payments are becoming ubiquitous, seamlessly blending into everyday experiences. The shift toward frictionless payments is accelerating, driven by biometrics, AI, and embedded finance. Consumers no longer want to think about payments—they expect transactions to happen instantly and invisibly, whether they’re walking out of a store, ordering a ride, or making an online purchase. The goal is to remove friction at every touchpoint, making payments an effortless, embedded part of commerce rather than a separate step in the process.
A major driver of this transformation is AI-driven analytics. Payments generate massive amounts of data, yet much of it remains underutilized. AI is changing that—turning raw data into real-time, actionable insights that enhance fraud prevention, transaction optimization, and personalized consumer experiences. The real value of AI isn’t in replacing existing infrastructure—it’s in enhancing what already works. AI can refine risk models, reduce false declines, improve authorization rates dynamically, and help businesses better engage with customers—all by leveraging data they already have.
The future of payments isn’t just about moving money from point A to point B—it’s about making those transactions intelligent, seamless, and value-generating. Companies that embrace AI and frictionless payment experiences will lead the next wave of innovation, turning payments from a backend function into a strategic advantage.
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