Ha Nguyen Manh: building OpenWay’s payment legacy in Vietnam

Tell us a little about how you came to OpenWay and your journey within the company.

Before joining OpenWay, I worked for NIIT Academy in Hanoi City, Vietnam, lecturing on on topics related to computer science, network and security. In 2005, I joined the Delivery team at OpenWay, where as a Project Manager I participated in large-scale migrations such as South East Asia Bank and Petrolimex Bank. Over time I became the Delivery Head, before moving to Pre-sales, then Sales.

I manage two distinct teams—Delivery and Business—that collaborate closely to support each other. We hold regular updates and meetings with team leaders to ensure synchronization. These discussions help us identify issues, address concerns, and keep everything running smoothly. Our middle management and senior leaders have strong relationships, which allows for effective coordination and a deep understanding of each other's responsibilities.

I have seen a lot of growth in my role as Business Director. In 2014 we had 6 customers, which grew then to 25, which solidifies our position as the leading payments software vendor in the Vietnamese market. This year, 2024, has turned out to be momentous: we onboarded one of the largest government banks in the country. From a modest team of a few team members in 2010, we have grown to around 60 people. Now, OpenWay has become the largest payment software vendor in Vietnam.

How do you create a good partnership culture?

Building a global presence in diverse markets comes down to earning the trust of local partners. In the Asia-Pacific region, we work closely with banks, fintechs and other financial institutions who serve local needs. It doesn’t matter if a company is highly advanced or just starting on its tech journey. Our emphasis on cutting-edge technology and our willingness to make it accessible has proved to be a big draw for businesses eager to seize new opportunities in the financial sector.

We have a resilient approach to partnerships, supporting customers throughout times of lows which inevitably come to every organization. What sets us apart is our reliability and our willingness to go the extra mile for our customers. By openly discussing challenges and providing solutions, we ensure that our clients know they can depend on us. Creating a win-win dynamic for both us and our customer is essential to our approach. We always take into account what our partners are going through.

A big reason why more customers are choosing OpenWay is the level of confidence we inspire. We have extensive experience with system migrations and digital transformations, so clients are assured that we will deliver on time and meet their needs. While our competitors may offer similar products, OpenWay stands out because of our reliability, the stability of our Way4 platform, and the strength of our team.

Another key factor is stability in leadership. When leadership is constantly changing, it can have a ripple effect throughout the organization. At OpenWay, our stable leadership ensures continuity in our services, strengthens our commitment to clients, and enhances customer engagement.

How do you continue to provide support for OpenWay clients after onboarding and delivery?

Our team does maintain very close contact with our clients. This is in addition to what the technical support team provides, since OpenWay maintains different levels of communication based on the varied needs of our client. We invite client representatives to our OpenWay User Group event, team building events and other activities. Every three years or so, our office hosts a payment event with the Vietnam Bank Card Association (VNBA) to which all banks in Vietnam are included. These are important events that help us keep our fingers on the pulse of what financial institutions are going through.

In the Vietnamese market, OpenWay has built successful partnerships with both large commercial banks and fintechs. What is similar in their needs and what is different?

In working with two distinct types of clients, I think we have successfully met the needs of both by understanding their specific demands.

With large commercial banks, the focus is often on the stability and reliability of the platform. Big clients expect much more from us. They want to ensure they’re partnering with the right team, and that our software has the capacity to handle their operations smoothly. These clients typically prioritize long-term stability, demanding rigorous evaluations of the software platform and its performance. For instance, after one client's migration to the Way4 platform, they saw a 70% reduction in incidents—a testament to the platform's reliability.

In contrast, fintechs, which are often more agile and growth-focused, have different priorities. Fintechs are all about flexibility and speed. They’re focused on time to market, and they frequently ask if we can help them launch new services quickly, like virtual cards, BNPL services, and local credit cards. In Vietnam, for example, there’s a strong demand for expanding card coverage, and fintechs want to be at the forefront of that. They emphasize the cost of investment and the importance of scalable solutions, such as cloud-based offerings. The ability to support rapid deployment and flexible solutions is critical to fintechs as they seek to innovate and grow in highly competitive markets.

By understanding these different dynamics, we have built a strong track record of success in our region, catering to both the established needs of banks and the fast-paced innovation demands of fintechs.

How do you make sure that your team keeps thinking like a startup?

As the General Director of OpenWay Vietnam, I try to keep a high-energy startup element always alive in our company’s culture. Not only do our employees include a blended workplace schedule and flexible working hours, we encourage our team members to develop and pitch their own projects that could be of value to OpenWay clients. Since the Way4 platform is so flexible and dynamic, many have come up of ideas of configuration that fit our clients’ needs and may bring value to other companies globally. If the project is approved, it will receive recognition and support, we allocate people, it goes through proof of concept, and if it proves useful and profitable, it may eventually go into the product roadmap! We are happy in the success of our teammates and are always happy to invest in something new. But our goal is never innovation for the sake of innovation, we focus on the added value to our core business and what truly impacts their customers and keeps costs down.

What, in your opinion, are the three main qualities of a good leader?

Well, first, I think a commitment to vision and strategy. A good leader must be deeply committed to the organization’s vision and strategy. It’s essential to have a clear roadmap, to know where the team is headed, and to stay focused on that path. Leadership isn’t just about managing day-to-day tasks; it’s about driving toward long-term goals with dedication and determination. You must present a solid vision that inspires and motivates the team, while also ensuring that everyone is aligned with the company’s strategy.

Then there is empathy and trust. Empathy is key. You need to understand your team, build trust, and make sure they know you’re with them every step of the way. Leadership is not just about directing—it’s about walking alongside your team, supporting them, and helping them achieve their goals. By being empathetic, a leader can create a sense of belonging and ensure that team members feel valued. Trust is built when a leader listens and understands the challenges and aspirations of their team. That is how people feel empowered to contribute their best.

It’s also essential to create a supportive, family-like environment. We spend more time at the office than we do at home, so it’s crucial to treat your team with kindness and respect, like a family. You have to trust them, be understanding, and be supportive—even when things go wrong. Leaders should create an atmosphere of openness, where team members are not afraid to fail or admit mistakes. Don’t try to hide problems. Instead, address them openly and offer support. That’s how you build a team that is not only resilient but also willing to grow together.

For me, a balance of commitment, empathy, and a supportive work culture forms the foundation of successful leadership, driving both individual and collective achievements.

Work aside, is there something you dream of doing in the future?

I’ve always dreamed of playing the guitar! When I was young, I remember how the guitar could change the atmosphere instantly. Whether you’re hanging out with friends or meeting new people, if someone knows how to play, it brings everyone together. So I’ve always believed that learning the guitar is great for building relationships. It’s like a bridge between people. When you’re in a social setting, especially with new faces, music can break the ice, make people feel more comfortable, and bring down barriers.

Tell us a little about your home life.

My wife and I have three sons, the eldest is now 12, and twins are 10 years old. What I find interesting is that according to one estimation, 60 percent of the management of OpenWay Vietnam have three kids! Our boys have a lot of energy. On weekends, we go camping and play sports together with the children, and we also try to entertain friends and relatives.

OpenWay is a good place to bring up a family. We have an annual company summer vacation and an annual year-end party to which we can bring our family. Our spouses mingle, kids hang out together. I like that outside of work we can keep relationships going through activities that we organize together. I enjoy keeping track of the younger generation at OpenWay Vietnam as they get married and start families, and new faces join our extended family.