Amid the rapid digital transformation sweeping the global payments sector, US-based InvoiceCloud, a cloud-based payments platform, has quietly orchestrated a bold, strategic shift. In 2024, the company’s decision to establish its Hyderabad office as a “second headquarters” — not just a back-office — marked a new era for its global operations. With India’s tech talent at the forefront, InvoiceCloud is not only scaling rapidly but also making Hyderabad the epicentre for innovation, particularly in artificial intelligence.
In an exclusive interview, People Matters spoke with Jessi Marcoff, Chief People Officer at InvoiceCloud, about the company’s vision for India, the evolving landscape of AI-powered roles, and why Hyderabad is now central to the company’s ambitious global roadmap. From record-breaking productivity gains to a reimagined talent strategy and a steadfast focus on meaningful work and innovation, Marcoff details how InvoiceCloud’s India story is rewriting the playbook for the future of fintech. Edited excerpts
What were the key drivers behind choosing India as a major hub for InvoiceCloud, and how has your journey unfolded since setting up operations here?
When we set up our Hyderabad office in 2024, it was never meant to be a traditional Global Capability Centre. Our aim was to create what we call a “second headquarters,” with a full spectrum of functions represented here, not just support roles. The only area we don’t have locally is sales. As of this week, we have 208 employees in Hyderabad. That’s a remarkable trajectory considering that we started with zero employees in July 2024 and closed out the year with 75. Our growth has been rapid and very intentional—we even shifted some planned US hiring to India to accelerate this expansion.
Most of our workforce here focuses on engineering and product, but we’ve also built out HR, finance, marketing, and operations teams. Our plan is to continue expanding these functions and reach 300 employees by the end of the year. Hyderabad is absolutely central to our global operations and long-term strategy.
All 208 employees are at our Hyderabad office, and we are well on track to hit 300, or even exceed it, by year-end. This isn’t just about numbers; it’s about building a comprehensive, multi-functional team that has a real impact on the business globally.
You’ve highlighted a strategic approach to AI at InvoiceCloud. How is this vision shaping your talent strategy and operational blueprint in India?
AI is a huge part of our forward-looking strategy—not just for the company as a whole, but for each function. We’re carefully considering how roles across the organisation are evolving and will continue to shift over the next 12 to 18 months. For example, the adoption of enterprise AI tools has already changed how people work, and we’re now focused on ensuring proficiency, not just usage. This deeper integration of AI will ultimately determine the kinds of roles we need, both here in India and globally, and influence our overall headcount.
As someone shaping talent strategy, what major shifts do you anticipate in the roles and skillsets required in the payments sector in the coming 18 to 24 months?
We’re already seeing the lines between traditional functions blur. For instance, engineering isn’t just about writing code anymore—it involves a deeper understanding of quality assurance, the business context, and the overall customer experience. AI isn’t replacing roles in our space, particularly because InvoiceCloud serves critical industries like utilities, tax, and water, where people will always need to pay their bills. Instead, AI is making processes more efficient for our clients, helping them manage digital payments and headcount more effectively.
From a talent perspective, we’re looking for people who combine technical ability with business acumen and curiosity. We want employees who see AI as an enabler—someone who uses it to automate repetitive tasks and free up time for creative and strategic contributions. We actively encourage our teams to participate in hackathons and innovation initiatives at all levels. The appetite for AI here is very strong; our latest employee survey showed that 98-99% are keen to leverage AI in their roles.
What’s your assessment of India’s talent ecosystem—particularly its preparedness and potential to seize opportunities in AI?
Our decision to choose Hyderabad was very deliberate. We found that the talent here was not only strong technically but also more advanced in AI adoption—possibly due to educational trends and a natural curiosity. Over the past year, we’ve seen a 40 per cent increase in engineering output, surpassing our expectations. The teams here have shown stronger ownership and a willingness to innovate, contributing new features and ideas rather than just maintaining existing systems.
The enthusiasm for AI has only fueled this momentum. As people grow more comfortable and understand our products, they’re driving real change. We see Hyderabad as not just a delivery centre but as a place where we’re building the future of the company.
Given the remarkable surge in efficiency and output from your India operations, what bold ambitions or strategic initiatives do you envision for the country over the next three years?
India is now a core part of our global structure. We’re moving toward an even split in headcount between the US and India, with Hyderabad functioning as a true headquarters. We’re also exploring opportunities to expand functions like customer support here. Even though our customers are US-based, the support team in India has delivered a seamless experience.
Beyond simply growing headcount, we’re focused on creating meaningful roles and building new AI-powered products, which makes the work even more engaging. The payments sector has traditionally been slow to innovate, but AI is changing that dramatically. For the kind of talent we want to attract, working on cutting-edge solutions is a big draw.
In what ways have breakthroughs or fresh ideas originating from your Indian teams shaped InvoiceCloud’s offerings worldwide?
Absolutely. For example, we’ve developed AI-driven products that give billers deeper insights into payer behaviour. Let’s say a customer regularly pays their bill late and uses different payment methods each time. With our new solutions, billers can easily identify these patterns and encourage timely payments, which improves efficiency and resource management. Utilities, especially local municipalities, often struggle to hire and retain talent, so these efficiency gains are crucial.
We were able to build a prototype of this solution in just a few weeks. We’ve also launched a new portal for billers that makes it much easier to access and use their data. Many of these innovations have come directly from our Hyderabad centre.
As Chief People Officer, what are the most critical goals and transformative initiatives on your agenda for the next 12 to 18 months?
One of our biggest projects is re-examining our job architecture—understanding what roles exist today and how they’ll need to evolve with AI. We’re using AI itself to estimate what future roles might look like, so we can attract talent that’s excited about something different from what’s available in the market. We’re also committed to creating clear career paths and leadership opportunities here, building a strong foundation for future growth.
Retention is also a major focus. We have high retention in the US, and we want to replicate that success in India. Even though we don’t have customers here, it’s important for our teams to understand what our customers experience. Regular cross-pollination between teams ensures everyone stays connected to our mission.
Given the well-known retention challenge in India’s talent market, what innovative approaches are you taking to foster long-term employee commitment?
We recently launched WorkTango, a global platform for employee recognition, and we regularly check in with our teams through pulse surveys. Compensation is always part of the equation, but we know we can’t compete with the giants on pay alone. Instead, we offer meaningful work, a collaborative culture, and genuine recognition. Our employee resource groups are strong, and people enjoy working together. Being part of a smaller, close-knit organisation—where everyone knows each other and has a real voice—makes a difference.
We’re also nimble; what worked when we were 100 employees might not work now, so we quickly adapt. Whether it’s new benefits, travel opportunities, or other incentives, we make sure to act on feedback and maintain a strong value proposition.
With the acceleration of digital transformation, how have your talent criteria and recruitment strategies evolved over the last few years?
Entry-level roles now require a higher skill bar, as many basic tasks can be automated with AI. We look for a blend of experience and high potential. Our recruiting process is now competency-based, with clear frameworks for both core and leadership skills, and every job description includes an AI component tailored to the role.
We’re keeping our systems agnostic, since the tools evolve rapidly—from ChatGPT to Claude and beyond. The key is to hire people who are innovative and adaptable. Our core values haven’t changed, but the way we define and measure skills is evolving constantly.
What are the most profound ways the responsibilities and impact of the Chief People Officer have changed in recent years?
The fundamentals remain—I still spend a lot of time managing human dynamics across teams, the leadership group, and our board. But now, I’m also focused on structuring my function to reduce administrative burdens so I can spend more time on strategy and people. My team and I need to understand the business inside and out, from how we make money to what a day in the life of an engineer looks like.
With our AI strategy, I expect to free up 25 to 40 per cent of my team’s time over the next 6 to 12 months as processes such as promotions and performance management become more fluid and automated. This will allow us to focus even more on people and culture.