Valerie Wagoner

Teaching growth strategy, international expansion, product management, and monetization to experienced practitioners. Programs draw on my experience scaling products across 25 markets, leading international M&A, and transforming growth models from promo-led to product-led.

GM of Stripe's Asia Pacific region: led product strategy, roadmap execution, and full P&L — powering APAC-based and global customers selling in-region from startups to scaled platforms and marketplaces like Shopify, Xero, and Carousell. Directly drove execution with APAC Engineering across payments, onboarding, risk, growth, country expansion. Set APAC strategy and influenced execution across revenue automation and banking as a service products. Also served as CEO and Board Director of Stripe's regulated entities in Singapore and Malaysia. Scope expanded in 2023–2024 to lead product for all non-US markets globally (Canada, Europe, Middle East, Latin America, Asia), where I pioneered multiple from-APAC, for-global product and operational innovations before returning to a deep APAC focus. What I built and delivered: → Grew APAC into Stripe's fastest-growing revenue region at 30–35% YoY. Built a PM team from 2 to 9, delivering the regional strategy with ~350 across engineering, data science, design, regulatory, sales, and business functions. → Launched 4 new APAC markets (China cross-border, Indonesia, Thailand, South Korea) and acquired 4 regulatory licenses at a record rate for Stripe. → Pioneered a new market-entry model in Indonesia combining product, partnerships, and regulatory innovation — including a new platform primitive for configuring local payment methods by country. Became the template globally, expanding to South Korea, Nigeria, and beyond. → Led India's strategic pivot in 2024: a first-for-Stripe with CXO visibility, requiring deep product judgment, regulatory navigation, and brand management. → Created Stripe's first full P&L operating model at the region and country level — integrating personnel, variable marketing, and revenue data. This became the basis for CXO-level decisions on where to invest and was scaled to other global regions.

One of 5 CXO leaders. Owned top-line P&L for GoPay's consumer payments ecosystem — a two-sided network of merchants and consumers across Indonesia. I led GoPay through two simultaneous transformations: shifting from promotion-led to product-led growth (turning significant monthly $ burn into profitable growth), and pivoting from offline to online payments when COVID hit. We surpassed our pre-pandemic user base and accelerated the growth rate despite lockdowns. Led ~60 across PM, growth analytics, and marketing. Key outcomes: → Achieved a profitable growth model by fundamentally redesigning promotion mechanics and monetization levers — including launching GoPay Coins (virtual currency) — reducing promo spend as a % of GTV while growing faster with reduced headcount. → Deep hands-on collaboration with Data Science: co-created a 3-dimensional loyalty model (weekly GTV, share of wallet, organicness) that replaced simplistic user-state segmentation. Designed and tested targeted interventions, optimizing for consumer retention and cost-per-incremental-transaction. → Grew payments beyond the Gojek closed-loop ecosystem — winning strategic online merchants (especially high-margin Gaming) and launching social P2P experiences to drive network effects and consumer acquisition.

Created Credit Karma's International product and business from zero. Joined when the company was US-only, defined the global expansion strategy, then executed it. Full P&L and team ownership across PM, design, data science, research, partnerships, and sales — partnering with engineering. Canada was a build-from-zero strategy; the UK was an acquire-to-launch strategy. → Led a talent-dense team of 8 who punched well above their weight. Launched Credit Karma Canada from zero to #1 market position within one year, doubling revenue annually. → Led the acquisition of Noddle to enter the UK: evaluated multiple targets, ran corp dev negotiations to extract Noddle and its IP from TransUnion, and drove complex legal, compliance, and technical integration. Integrated ~45 employees into my International team. → Made critical post-acquisition architecture decisions: rebuilt on Credit Karma's platform rather than Noddle's legacy stack, and implemented a GDPR-compliant dual-version system balancing UK team autonomy, compliance risk, and long-term cost.

One of 14 members on the Global Agenda Council on the Future of Consumer Industries for the World Economic Forum.

Joined via Twitter's acquisition of ZipDial. Led four product/engineering teams and a global growth organization to reaccelerate consumer growth after 15 months of stagnation. Two teams built global core app features (Recommendations, Notifications); two I created for market-specific needs (Japan; Emerging Markets, staffed by my acquired ZipDial team in Bangalore). Also built the Country Growth team from scratch — Director+ leaders in Twitter's top 10 markets who bridged central product strategy with local execution across marketing, BD, media partnerships, and in-market product experimentation. Managed 16 PMs, 12 data professionals, $20M annual discretionary budget. What we delivered: → Restarted global MAU growth from ~288M to ~319M by killing ineffective investments, redirecting resources to high-causal-impact initiatives, and scaling winners from a portfolio of 20–25 experiments. → Partnered with Data Science to build a rigorous growth framework where none existed. Identified that Heavy User propensity was driven by following 3+ active niche accounts (10K–50K followers, near-daily tweeters). Established DAU as company-wide north star metric, replacing fragmented product-level KPIs. Secured CTO sponsorship and drove adoption — including influencing teams outside my org to overhaul new-user onboarding. → Built an international growth organization across 11 countries from scratch, driving impact directly from teams on the ground in Twitter's highest priority markets.

Founded, built, and led the successful exit of ZipDial (acquired by Twitter, 2015). Grew to 85 employees across India, Singapore, Bangladesh, Sri Lanka, and South Africa. ZipDial was a consumer engagement platform and SaaS analytics product that solved a problem no one else was building for: how do brands reach and understand consumers in emerging markets where 95%+ of advertising spend is offline and most people don't have data plans? We built a "missed call" platform that turned the simplest mobile interaction into a marketing channel — giving Fortune 500 clients (P&G, Unilever, Pepsi, Disney, Colgate) their first real behavioral data on mass-market consumers. Clients achieved 2–60x improvements over their historical campaign performance. What I'm proudest of: → Built a genuinely novel product category for markets others ignored, and proved there was a massive business in it. → Negotiated the acquisition by Twitter, transitioned the team, and moved to San Francisco to lead product and growth at the acquirer. → Monetized across multiple business models — SaaS subscriptions, campaign transactional pricing, and analytics products — expanding the revenue model along with the product breadth. Fast Company #8 Most Innovative Company in the World (2014). MIT Technology Review Top Innovator Under 35 (2013). Stanford GSB case study.

Advisory Board for the GSMA's Mobile for Development programme, focused on expanding mobile technology access in emerging markets.