Five-role cohort at a regional fintech payments platform pivoting to enterprise AI

Five hires across product marketing, enterprise AI, accounting, and client growth at a regional fintech payments platform rebuilding its commercial team after a pivot into enterprise AI-driven payments.

Industry context

The client operated as a regional cross-border payments platform with operations across multiple Southeast Asian markets. After a strategic pivot toward enterprise AI-driven payment products, the existing commercial structure needed a meaningful rebuild. Five roles were scoped concurrently within a tight commercial window, including a Senior Manager for Enterprise AI, a Product Marketing Manager, a Head of Client Growth, and a Senior Accountant. The cohort had to come together fast enough for the next quarter's commercial plan to be deliverable.

What changed and why CCP applied

Each of the five hires represented a different shape of CCP case: some were genuine new-hire conversions from adjacent industries (enterprise sales coming from traditional banking, marketing coming from consumer SaaS), others required structured uplift on the firm's specific AI-led product stack. The Enterprise AI role in particular had to demonstrate genuine technology-skills uplift, given how new that capability was at the firm. Generic AI training was not enough; the OJT had to ladder up to specific delivery responsibilities.

Our strategy

We sequenced the five applications as a single coordinated cohort. Documentation, eligibility self-assessment, and commercial context were shared across all five submissions where possible, while each candidate's OJT plan and reskilling justification were tailored to the specific role. Running them concurrently let the client onboard the new commercial team in alignment with the AI-led product launch timeline rather than staggering hires across multiple quarters.

OJT activities included

• Five concurrent OJT plans covering AI engineering practice, B2B product marketing, enterprise sales motions, client growth operations, and finance functions, each with role-specific milestones and supervisors.
• Managing parallel eligibility checks and submissions across multiple programme partners to avoid bottlenecks at any single channel.
• Preparing trainee documentation, contract substantiation, and AI/GenAI Technical Skills Competency mapping for the Enterprise AI senior manager role.

Outcome

Roles covered

Senior Manager Enterprise AI, Product Marketing Manager, Head of Client Growth, Senior Accountant, plus one additional commercial role

Approach

Single coordinated cohort with shared documentation and tailored per-role OJT plans

Status

Mixed-result cohort, with the majority approved including the Enterprise AI senior manager role

Strategic value

Client used the funding to anchor a meaningful capability shift toward AI-led product offerings, with the AI senior manager role specifically funded through the conversion

Cohort-style applications are particularly useful during a capability pivot, because they let the company communicate one coherent story (where the firm is going, why the new roles matter) across multiple submissions. The mixed result also reflects honest CCP reality: not every role in a five-person cohort will clear assessor review on the first pass, and the strategy has to assume some applications will need a second iteration.