Payhawk Pitch Deck: 21-Slide Series A Deck

Payhawk positions itself not just as a card issuer, but as a next-generation financial system that bridges the gap between bank accounts and ERPs. The deck is notable for its transparency regarding unit economics and cohort performance, showing a 2020 Q1 cohort reaching 707% retention by Q6. The strategy is clear: use company cards as a 'spearhead' to enter an organization, then expand into bill payments, reimbursements, and full ERP connectivity. While the deck heavily redacts specific financial figures in the P&L forecast, the structural logic of their 'negative revenue churn' and the pedig…

Key takeaways

• The founding team highlights their history at Progress Inc (Telerik) where they managed a $30m budget and 180 people (Slide 2).
• Payhawk identifies a 'massive gap' between bank accounts and ERP systems that currently takes ~45 days to reconcile (Slide 3).
• The product is positioned as a 'plug & play' solution available in 30 countries that works on top of existing bank accounts (Slide 4).
• Customer segmentation is split between high-growth businesses (Slide 7) and multinational corporations with 500+ employees (Slide 8).
• The 'spearhead' strategy uses company cards to enter the market before expanding into the 'Adyen play of issuing' (Slide 9).
• Cohort data shows extreme expansion, with the 2019 Q4 cohort growing to 437% of its original value by Q7 (Slide 10).
• The revenue model is diversified across subscriptions, interchange, and FX fees (Slide 11).
• The platform features AI-powered OCR that supports automated data extraction in 60+ languages (Slide 20).

Frequently asked questions

What is Payhawk's primary value proposition for CFOs?

According to Slide 4, Payhawk combines credit cards, payments, expenses, and cash management into one integrated experience. This gives CFOs maximum control and visibility over company spend without requiring them to change their existing banks or ERP systems. The deck claims this can cut operational work by 50% to 70% (Slide 6).

How does Payhawk handle competition from neobanks?

Slide 13 argues that while neobanks target SMEs, Payhawk targets customers out of their reach. The company claims that since 'Fintech already matches a neobank,' the real competitive level-playing field is software. Payhawk positions itself as a horizontal play with multiple issuers to cover all countries and currencies, unlike limited neobank offerings.

What does the cohort data reveal about their business model?

Slide 10 shows 'negative revenue churn,' meaning existing customers spend significantly more over time. For example, the 2020 Q1 cohort grew to 707% of its initial value by the sixth quarter. This expansion is driven by adding more business entities, issuing more cards, and increasing turnover, which generates more interchange and FX fees.

What are the key components of Payhawk's unit economics?

Slide 11 outlines a model where they earn 100% on interchange, FX fees, and transfers via Visa Corporate BINs. Because they are perceived as a software layer rather than just a bank, they can charge high SaaS subscription costs. This results in a 'relatively high gross profit' compared to other fintechs that rely on a single vendor.

How does the product integrate with existing enterprise workflows?

Slide 5 lists integrations with major ERPs including Microsoft Dynamics, Oracle NetSuite, SAP, Xero, and QuickBooks. The product includes features like OCR in 60 languages, multi-level approval workflows (Slide 18), and real-time spend rules (Slide 17) to ensure compliance and security (PCI DSS Level 1, SOC2) within the enterprise environment.

Payhawk pitch deck: the facts

Company

Payhawk

Year

Not stated

Stage

Series B (implied by 'Series A+' target segment and growth…

Slides

21

Sector

FinTech

Deck type

Fundraising Pitch Deck

Outcome

Success (Company reached Unicorn status)

Headquarters

London, UK (with offices in Sofia, Berlin, Barcelona)

Payhawk pitch deck PDF

The full Payhawk deck is embedded on this page and can be read slide by slide in the browser — no download or account required. Each slide is covered in the breakdown above.

What the Payhawk pitch deck was used for

This deck is Payhawk’s growth-stage fundraising presentation for its **Series B** round, used around late 2021 when the company was positioning itself as a “financial system of tomorrow” for high-growth enterprises. It presents Payhawk as a next‑generation platform that sits on top of existing bank accounts and ERPs to unify cards, payments, expenses and pre‑accounting, with product availability in 30 countries at the time of the deck. The target customer segment called out in the deck is VC‑funded Series A+ SaaS and technology companies with 5m+ revenue and global operations. The deck predates or coincides with Payhawk’s November 2021 Series B and subsequently the March 2022 Series B extension that turned Payhawk into the first Bulgarian unicorn.

Business model: B2B spend management and corporate card platform that unifies company cards, payments, expenses, cash management and pre-accounting into one system for finance teams.

Round

Series B

Investors

Greenoaks Capital Partners, QED Investors, Earlybird Digital East, Eleven Ventures, Lightspeed Venture Partners, Sprints Capital, Endeavor Catalyst, HubSpot Ventures

Founded

2018

Founders

Hristo Borisov, Boyko Karadzhov, Nikola Hristov

Headquarters

Sofia, Bulgaria, with significant operations in London, UK.

Industry

FinTech / B2B spend management

Year: 2021 for the initial Series B closing, with an extension in 2022.

Raising: Series B growth capital to scale Payhawk’s spend management platform, expand internationally and deepen product capabilities around payments, expenses and ERP integrations.

Raised: Approximately $112M initial Series B in November 2021 plus $100M Series B extension in March 2022, for about $212M in Series B‑stage capital.

Lead investor: Greenoaks Capital Partners for the initial Series B; Lightspeed Venture Partners for the Series B extension.

Total funding: Approximately $239M total funding after the March 2022 Series B extension.

Use of funds as presented: Support rapid international expansion across 30+ countries, grow sales to high‑growth enterprises, invest in product development (invoice payments, deeper ERP integrations, cash management), and strengthen the platform to become a core financial system for CFOs.

What happened after the Payhawk deck

The Series B deck supported a large, quickly followed funding trajectory: Payhawk raised $112M in a Greenoaks‑led Series B in November 2021 and then a $100M Lightspeed‑led Series B extension in March 2022, becoming the first Bulgarian unicorn and bringing total funding to around $239M.

• Closed a **$112M Series B** round announced in November 2021, led by Greenoaks with participation from QED Investors, Ea
• Raised an additional **$100M Series B extension** in March 2022 led by Lightspeed Venture Partners, with participation f
• Achieved **unicorn status** and became the first Bulgarian unicorn following the March 2022 Series B extension.
• Expanded total funding to roughly **$239M** across seed, Series A, Series B and the extension.

What the Payhawk deck got right

• Strong articulation of the systems‑level pain. The deck delivers a **clinical problem framing** around the disconnect between bank accounts and ERPs, highlighting manual data entry, fragmented cards and payments, and lack of real‑time visibility, which clearly sets up the need for a unified system.
• Compelling platform and category narrative. Payhawk positions itself as a **next generation financial system** that sits on top of existing bank accounts and ERPs and combines cards, payments, expenses, cash management and pre‑accounting into one integrated experience, giving CFOs maximum control and visibility.
• Clear demonstration of universal pain and impact. The deck emphasizes **early broad adoption**—organizations from 2 to 10,000 employees in 22 countries—with a claim of cutting operational work by 50–70%, which supports the argument that the pain is universal and the solution delivers substantial efficiency gains.
• Well‑specified high‑growth target segment. Slide 7 defines a precise **ideal customer profile**: 5m+ revenue, Series A+ VC‑funded SaaS/technology companies with remote offices, multiple entities and global presence, plus a 2–3 month sales cycle, which reassures investors about focus and scalability.
• Strong wedge and land‑and‑expand strategy. The "**come for the cards stay for everything else**" storyline explicitly explains Payhawk’s wedge (next‑generation company cards) and expansion into payments and broader financial needs, showing a credible land‑and‑expand strategy and hinting at a new category beyond point solutions.
• Real‑world validation of the fundraising story. Externally, the deck’s narrative was validated by rapid fundraising: a large $112M Series B followed within months by a $100M extension led by tier‑one investors and resulting in unicorn status, which demonstrates that the story resonated with the market.

What could have been stronger

• Limited visible quantitative proof of traction in the supplied slides. The deck describes universal pain and a broad customer range (2 to 10,000 employees, 22 countries) and claims 50–70% reduction in operational work, but does not show concrete metrics such as customer count, cohort charts or quantified retention in the slides provided—important for validating the scale and repeatability of the "nerve system" claim.
• Insufficient explanation of regulatory and risk moat. Payhawk positions itself as working "on top of existing bank accounts and ERPs" and as a new financial system category, but the deck snippets do not detail how Payhawk handles regulatory, compliance, and risk management compared with established card issuers and banks—key concerns for enterprise CFOs.
• Competitive differentiation is asserted more than demonstrated. The deck names competitors like Expensify, Spendesk, Pleo and others, but the text we have does not show a clear side‑by‑side comparison of features, pricing, or defensibility beyond general "won’t scale" language, making it harder for investors to see why Payhawk wins in competitive bake‑offs.
• Target segment definition lacks supporting data. Although the deck calls out target customers as VC‑funded Series A+ SaaS/tech companies with 5m+ revenue and global presence, it does not include detailed segmentation, pipeline data, or ACV by segment in the supplied text, which would help investors assess depth of the ideal customer profile and go‑to‑market focus.
• International scalability story is not fully substantiated in text we see. The deck mentions 30 countries of product availability and complexity in multi‑entity, multi‑currency setups, but the snippets do not show how Payhawk localizes for different regulatory environments, tax rules, or languages, which could be questioned for a company claiming broad international coverage.

How an investor would read this deck

What draws attention

• Strength and clarity of the **pain narrative**: the deck articulates that bank accounts and ERPs are disconnected, creating manual work, lack of real‑time visibility and exponentially growing complexity as companies expand internationally.
• Definition of a **new category**: Payhawk frames itself as the "financial system of tomorrow" and as the core nerve system of the finance team, suggesting platform potential beyond cards and expenses.
• Explicit **ICP (ideal customer profile)** for high‑growth VC‑backed companies (5m+ revenue, Series A+, remote offices, multiple entities), which aligns with investor familiarity and scalable SaaS‑like sales motions.
• Early **international footprint** and broad applicability, with product live in 30 countries and customers from 2 to 10,000 employees across 22 countries in Europe and the UK, suggesting a large TAM.
• Strong **round dynamics**: externally, the associated Series B and extension rounds were large, fast‑follow raises with tier‑one investors (Greenoaks, Lightspeed, QED, Earlybird, Eleven, Sprints, HubSpot Ventures, Endeavor Catalyst), de‑risking follow‑on capital availability.

Risks that stand out

• Highly competitive market with well‑funded players such as Spendesk, Pleo, Expensify and others already named in the deck, increasing customer acquisition costs and raising the bar for differentiation.
• Dependence on **card‑based economics** and interchange, which can be pressured by regulatory changes or network fee adjustments, potentially impacting margins if not offset by software subscription revenue.
• Complexity of **international compliance and localization** as Payhawk operates in 30 countries, with varied regulations around payments, data protection and tax, which could slow expansion or increase operational overhead.
• Execution risk in moving from a strong **card‑led wedge** to a broader "financial system" platform—if adoption of adjacent modules (invoice payments, cash management, pre‑accounting) lags, Payhawk could be perceived as another card‑plus‑expenses player rather than a category‑defining system.
• Reliance on **high‑growth VC‑backed enterprises** (Series A+ SaaS and tech) as the core ICP, which could expose Payhawk to cyclicality in startup funding and tech sector slowdowns.

Questions this deck invites

• Provide detailed **cohort retention and expansion data** for card and spend management customers, including logo retention, net revenue retention, and card‑spend growth over multi‑year cohorts to support the "come for the cards, stay for ev
• Break down **unit economics and payback** by segment (e.g., Series A+ SaaS vs. other industries): CAC, sales cycle length, ACV, gross margin, and payback period to validate the two‑to‑three‑month sales cycle and scalability claims.
• Detail Payhawk’s **regulatory and compliance posture**: licensing status (e.g., e‑money, card issuing arrangements), KYC/AML processes, and how risk and chargebacks are managed relative to banks and major card programmes.
• Clarify **integration depth and stickiness**: how deeply Payhawk integrates with SAP, Oracle, Dynamics, Sage and other ERPs, what percentage of customers use automated reconciliation end‑to‑end, and how that impacts churn and switching cost
• Provide **geographic performance breakdown** across the 30 countries of availability: revenue and customer counts by country, localization challenges, regulatory issues, and whether expansion follows a clear playbook or is opportunistic.

What founders can take from the Payhawk deck

• Clearly articulating a **systems‑level pain**—here, the gap between bank accounts and ERPs plus resulting manual work—creates a compelling frame for an infrastructure‑style fintech rather than a simple expense tool.
• Using a **wedge product** (company cards) and explicitly stating "come for the cards stay for everything else" helps investors understand the land‑and‑expand motion and long‑term platform vision.
• Defining a **precise ICP** (VC‑funded Series A+ SaaS/tech with 5m+ revenue, multi‑entity and global presence) allows the deck to speak directly to scalable customers rather than a vague "everyone".
• Quantifying operational impact ("cutting operational work by 50% to 70%" and serving organizations up to 10,000 employees across many countries) helps make efficiency claims tangible, even if investors will still ask for underlying data.
• Positioning the product as working **on top of existing bank accounts and ERPs** removes perceived migration friction and reassures investors that adoption does not require replacing core banking relationships or accounting systems.
• Linking the deck narrative to **category emergence**—a "financial system of tomorrow" and an Adyen‑like play in issuing—shows how a spend management tool can evolve into a broader financial infrastructure business that supports larger outcomes like unicorn status.

Payhawk pitch deck: common questions

What does Payhawk do?

Payhawk is a B2B fintech platform that provides corporate cards and an all‑in‑one spend management system, combining payments, expenses, cash management and pre‑accounting into one interface for finance teams.

What fundraising round and stage is Payhawk’s pitch deck for?

The deck is a 21‑slide Series B‑stage pitch used around late 2021 as Payhawk was raising and positioning itself as a next‑generation financial system for high‑growth businesses, explicitly targeting VC‑backed Series A+ companies.

How much did Payhawk raise in the Series B associated with this deck, and who invested?

Externally, Payhawk announced a **$112M Series B** round in November 2021 led by Greenoaks with participation from QED Investors, Earlybird Digital East, Eleven Ventures and others. In March 2022 it raised an additional **$100M Series B extension** led by Lightspeed Venture Partners, bringing total Series B funding to about $212M and making Payhawk the first Bulgarian unicorn.

Which markets and customer profiles does the deck say Payhawk was serving at the time?

According to the deck text, the product was available in **30 countries** and worked on top of existing bank accounts and ERPs, with early customers ranging from 2 to 10,000 employees across 22 countries in Europe and the UK.

Does the real‑world trajectory of Payhawk support the claims made in the pitch deck?

Yes. Public sources describe Payhawk as building a unified payments and expense management platform and report rapid growth, large Series B and extension rounds, and a unicorn valuation achieved in March 2022, which aligns with the "financial system of tomorrow" narrative in the deck.

Sources

Funding and outcome facts on this page were researched on 2026-08-21 from the pages below.

• Payhawk continues to spread its wings, raises $115 million...
• Payhawk Raises $112 Million in Series B | The SaaS News
• Payhawk becomes first ever Bulgarian unicorn after raising $100m...
• Payhawk raised $100 million in extended Series B funding led by Lightspeed Venture Partners
• Payhawk raises €3m seed round - one of the biggest in CEE
• From humble beginnings to one of CEE's largest Series B...
• Michele Mattei - payhawk #fintech - LinkedIn
• Payhawk Valuation Hits $570M As It Raises To Compete With Spendesk, Pleo, Airbase, And Others In Enterprise Spend Management - CB Insights R

Payhawk pitch deck slides

What each slide of the Payhawk pitch deck says

Slide 2

or " § ED EE 9 >_ EARLYBIRD yr » A INVESTORS Hristo Borisov Boyko Karadzhov Konstantin Djengozov. CEO co CFO Key investors + Worked as a team at Progress Inc (Telerik acquisition $263.5 m) + Yusuf Gzdalga, QED Partners + Hristo lead product innovation and new market entry at Telerik for + lo Mia: Cokie Bacher wERTHbRY HISORSIIEH VRB RS Ii SI 0 Oct + Vassil Terziev, Co-founder & CEO, Telerik & Partner at Eleven + Hristo & Konstantin managed a budget of $30m and lead a product SPEED Be Ea organization of 180 people. Reported directly to the Telerik founders. + Nek Robina Cider Srareay Tifficer Sage + Hristo & Boyko have a patent pending technologies for Alin the US as coinventors Key hires +…

Slide 3

Bank accounts were built for retail - not for business spending 3 3 SAP, , NetSuite, S Bank accounts and ERPs systems are separated with a massive (345 Doy, Hataitts, Sage), gap currently bridged with a lot of manual data entry, painful Finance teams are forced to manage credit cards, payments, WBARCLAYS BWEEXxpensify € spendesk expenses, and out of pocket cash in multiple disconnected SAP Concur systems without the ability to stay in control and have real-time EReceiptank 4 Outlook m] Exce visibility over company spend. P\EO $050:0° RavolotiBUsiness The complexity grows exponentially when a business expands M m internationally with new bank accounts, card issuers and local il accounting sy…

Slide 4

The financial system of tomorrow Payhawk is a next generation financial system that combines credit cards, payments, expenses, cash management and pre-accounting into one integrated experience to give CFOs maximum control and visibility over their company spend. The product is available in 30 countries and works on top of existing bank accounts without the need to change banks or ERPs. It's a plug & play solution transforming payments and business spending to increase operational efficiencies and unlock the full potential of every enterprise. payhawk.com Modernization of ERPs ERP or accounting systems (SAP, Dynamics, Oracle, Sage) Automated reconciliation and real-time information Spend pol…

Slide 5

Enterprise software meets global payments . Spend Control Intelligence Security Integrations 0 | crdpayments [ Card controls OCR in 60 languages PCIDSS Level 1 Microsoft Dynamics / 2 if. gs | Bill payments | Spend policies | Reconciliation Single-sign on / SAML Oracle NetSuite Pos : 2 | nembumements | Workflows | Four-eyes payments sap ! FS ( ( / + Cash payments. | | Geofencing Xero J € FA J | Quickbooks bY Europe N. A A Lt f 4 E Deposit account 5 ' of \ 2 Bank payments ' i]

Slide 6

Universal pain Early product used by organizations ranging from 2 to 10,000 employees in 22 countries across Europe and UK. The problem is the same, but the pain grows exponentially with number of employees, countries, currencies and systems in place. Once activated, Payhawk becomes the nerve system of a finance team cutting operational work by 50% to 70%. * Avoid sharing the Cnmunwlhm lmmm * Notraps when scaling * Connect your bank 'company credit card * Easy to compare to account * Don'twaste time chasing * nnmmrm . wmmbal existing alternatives * Issue cards for big and matching receipts people in the space regulations * Ease of use for all spenders to test Customer from cards * Read reso…

Slide 7

Perfect for high growth businesses Revenue: 5m+ Established :<8 years ago Industries: SaaS, Technology, Sales, Marketing If VC-funded than: Series A+ Problem: Looking for operational efficiency when scaling Objectives: Fast scaling / operational efficiency / stay lean Structure: Remote offices, multiple entities, global presence Sales cycle: 2-3 months "The initial pitch got was that you were all about expenses and credit cards, but you are actually solving one more problem for me. The moment you introduce the ability to pay invoices, this will make you famous. We hate all of our current online banking platforms and your simple to use interface is a game changer. If you allow us to also pay…

Slide 9

Comefor the cards stay for everything else Our spearhead is the next generation company cards within the spend & expense management market. Once companies start shopping, they realize that other point solutions are temporarily and won't scale with the growth of the company. While Payhawk does. A new market category will emerge with players serving the financial needs of international companies well beyond the use of cards. The Adyen play of issuing. l;/-'. o PENTA Expensify soldo °ge Pennylane Gemms.ai pymonzo €3 spendesk flibeo melic =N indy

Slide text above is read directly from the Payhawk deck PDF embedded on this page.

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