Ran Cohen, BridgerPay: Does the founder-centric approach work?

Could you please share an overview of the career pathway that led you to your position as CEO?

My name is Ran, CEO and Co-Founder of BridgerPay. I actually started my entrepreneurial journey with an edtech company. It was my first experience founding and running a business, and it was an incredible learning curve. After that, I transitioned into a completely different space and started BridgerPay. Moving from edtech to payments was a significant shift, but it felt like the right challenge at the right time. My experience taught me so much about leadership, resilience, and the value of creating solutions that truly address a need. It laid the foundation for how I approached BridgerPay from day one.

What sparked the idea for BridgerPay? Was there a “lightbulb moment” when you realised a gap needed to be filled in the market?

One of my most memorable ventures was in edtech. It was a product I built and refined over several years, eventually growing to support almost 44 languages. It became a global solution, used by people from all walks of life and across numerous countries. Initially, we worked with businesses as clients, but at a certain point, I decided to shift focus and bring the product directly to the end users.

Having a product available in so many languages was a great accomplishment, but it also came with unique hurdles. For instance, I had users in Japan accessing content in Japanese, and at the same time, I was reaching tribal communities in Africa in their native tongues. Despite this extensive localisation, payments were a sticking point. I only had payment systems in six languages, which didn’t always align with my customers’ needs. Offering payments in English to someone who didn’t speak the language was far from ideal.

This was where I started to see the cracks in the system. Payments were fragmented and clunky. Every integration had a different user experience, redirecting customers in ways that disrupted the entire process. It became clear to me that this wasn’t just a problem for my edtech venture—it was a widespread issue. That realisation became the spark for my next idea.

I wanted to create a unified solution—a system that would allow businesses to manage their checkout process seamlessly. It had to look and feel cohesive, offer a perfect user experience, and support any language a business needed. That’s how I got started on building something better. The idea was simple but powerful: to empower businesses with the tools to create their own checkout processes tailored to their audience. Of course, it’s grown significantly from that starting point, but those early challenges shaped the vision.

What were you passionate about growing up? Looking back, how did your career evolve compared to what you imagined when you first started out?

Growing up in Israel offers a unique experience. Life is shaped by certain expectations—like the army, where everyone imagines themselves as a pilot or something equally aspirational. When I was younger, I envisioned a career in politics. It felt like the natural path for someone like me, who always gravitated toward leadership roles. But life doesn’t always go as planned. After finishing the army and stepping into the working world, my journey veered in a completely different direction.

What stayed consistent, though, was the sense that I’d always be in a position of leadership. It’s something that came naturally to me, and I found myself drawn to opportunities where I could guide and influence. Whether in small ways when I was younger or now on a larger scale, it’s always been part of who I am.

Interestingly, I grew up thinking I’d be different from my family. My father and older brother were deeply rooted in tech—high-tech minds working in IT and related fields. I was sure I’d chart my own path. But life has a funny way of circling back. Despite my early ideas, I ended up in fintech, just like them. The apple really didn’t fall far from the tree.

Is there a motto or life philosophy that keeps you motivated?

There are a few core values I live by that have deeply influenced the DNA of the companies I’ve built, including BridgerPay. You can see it in our office, our people, and how we work together. For me, the key is a people-first approach.

In many companies, leadership tends to be founder-centric, where everything revolves around the CEO. Early on, I realised that model doesn’t work for me. I believe the people within the organisation come first. Here, everyone is empowered to manage their own teams and handle day-to-day tasks independently. It’s not about micromanagement, or even macro-management to a large extent—it’s about trust. I trust the people we’ve brought into the company, and that trust allows them to grow, innovate, and push the product forward in ways that might not happen in a more rigid structure.

The culture we’ve built reflects this philosophy. From the way our office is designed—it feels like stepping into a boutique hotel, warm and inviting—to the freedom we give our team, everything is about creating an environment where people feel at home and empowered. It’s incredible to watch someone join us and then see how they grow, both personally and professionally.

For me, the greatest satisfaction is witnessing this growth—not just in the individuals but also in how they shape the company and the product. It’s a collaborative evolution, and it’s what keeps me inspired every day.

What leadership trait do you think has contributed the most to your success, and how do you nurture that trait in your team?

It all starts with the balance between freedom and responsibility. On one hand, I give the team plenty of autonomy, but with that comes the expectation that they take ownership of their roles. This creates a dynamic where people are not just working; they’re thriving, solving challenges, and growing alongside the company.

We’re fortunate that our business touches so many diverse industries—hotels, insurance, transportation, retail—you name it. This variety keeps things exciting and ensures our team is constantly learning and adapting. That diversity fuels creativity and keeps the work engaging.

But beyond the work itself, we focus on fostering real human connection. Take lunch, for example. Instead of just catering food or giving everyone an allowance to buy their own, we hired a chef who knows exactly what everyone loves to eat. Every day, the office fills with the aromas of freshly cooked meals, and everyone lines up together. It’s not just about the food; it’s about the experience.

Lunch has become a time where colleagues who might not interact during the day sit together, share ideas, and connect on a personal level. Eight months in, it’s still one of the most cherished parts of our day.

For me, it’s about doing things with meaning. Whether it’s the product we create or the culture we build, everything should have a real, lasting impact.

What are you most excited about the future of BridgerPay and the payments industry in general?

At BridgerPay, we operate at the crossroads of numerous industries and verticals, connecting payment providers and clients while staying ahead of emerging trends. Our position offers a unique perspective on the future of payments, and our capabilities put us at the forefront of innovation.

In the immediate future, our focus is on enhancing our omni-channel orchestration capabilities. These tools allow seamless integration of payment processes across in-person and e-commerce platforms, setting us apart as leaders in the field. We’re leveraging this strength to partner with enterprise-level clients, including Fortune 500 companies, particularly in the U.S., which has become a key strategic market for us.

Looking further ahead, we’re exploring cutting-edge payment solutions, including biometric technologies. For the past year, we’ve been involved in a groundbreaking governmental project that integrates biometric payment methods. Imagine walking into a Starbucks or an H&M, picking up what you need, and simply leaving. Your purchase is confirmed via a text message—no phone, card, or cashier interaction required.

This vision represents the future of payments: frictionless, secure, and entirely intuitive. As this technology evolves, we’re committed to seeing it become a reality, transforming everyday transactions into seamless experiences. BridgerPay’s role is not just to adapt to this future but to actively shape it, ensuring these innovations serve both businesses and consumers effectively.

How do you define success?

For a founder, success is a complex and personal goal. For me, it ultimately means seeing my investors, co-founders, and team members satisfied with their share value. That’s what drives me—the happiness of those who have believed in the vision and the company.

My approach is simple: I focus on the task at hand and strive to grow and improve, month after month. Instead of obsessing over specific numbers, I prioritise building a truly successful company that makes a positive impact on the world. The financial growth is important, but the bigger picture is always about creating lasting value.

On a personal level, my goal is to make a significant change in the payments industry. I want to contribute to a future where payments are transformed, and I’m proud to be a part of that evolution.