{"id":25576,"date":"2026-01-28T11:27:18","date_gmt":"2026-01-28T11:27:18","guid":{"rendered":"https:\/\/monday.com\/elevate\/?post_type=elevate_session_25&#038;p=25576"},"modified":"2026-02-15T10:21:29","modified_gmt":"2026-02-15T10:21:29","slug":"how-adyen-built-audit-ready-workflows-in-monday-com","status":"publish","type":"elevate_session_25","link":"https:\/\/monday.com\/elevate\/2025-session\/how-adyen-built-audit-ready-workflows-in-monday-com\/","title":{"rendered":"How Adyen built audit-ready workflows in monday.com"},"template":"","end_user":[84],"session_type":[88],"monday_product":[93],"session_duration":[81],"class_list":["post-25576","elevate_session_25","type-elevate_session_25","status-publish","hentry","end_user-product-project-manager","session_type-customer-story","monday_product-work-management","session_duration-15-minutes"],"acf":{"image":25579,"text":"Adyen shares how their Business Operations team uses monday work management to standardize processes, reduce risk, and stay audit-ready at scale, ensuring compliance, stability, and secure growth across a global fintech operation.","speakers_select":[25577],"video_host":"","video":"yO2zmavr83Y","vimeo_video_id":"","time":"","teaser_url":"https:\/\/res.cloudinary.com\/dupfy9mwu\/video\/upload\/v1770902207\/videos\/elevate-2025\/teasers\/How_Adyen_Built_Audit-Ready_Workflows_In_Monday.Com.mp4","video_starts_at_second":18,"video_duration_seconds":30,"additional_tags":"","show_in_must_see_section":false,"video_transcript":"Good afternoon, Elevate. How are you today? All good. Nice. Still awake after one and a half days of indoctrination on AI. So, I thought, let's do things differently and not talk about AI to you for the coming 30 minutes. How does that sound? Nice. Instead of AI, we've seen it all. Let's talk about things that really are fun. Compliance. Compliance at scale. How do we build audit ready workflows in monday.com? So, who am I? My name is Carson Van Hamron. Um, and I've been working as a true millennial all my career in SAS. I started out in uh in some operational roles, some commercial roles, but for the f last five years, I've been working at Adyen at a department called RevOps, which is short for revenue operations. Now for those of you who don't know what RevOps does is we try to look at the customer workflow both externally and internally in a holistic way try to find interdependencies what keeps the customer back what keeps my colleagues back from generating more revenue um and how can we reduce the dependencies and reduce duplication of data points. Uh that's what you do. And at Audin, I've got around two and a half thousand stakeholders, quite a bit of whom actually use money.com. Uh and I'll be talking about those for a bit. Well, you know who I am, what I do. What's then Adyan, the company that I'm working at. Aden is a fintech company and we try to be the world's most uh customerfriendly payment system. We were founded nearly 20 years ago in Amsterdam and since, as you can see behind me, since then we've grown to around 4,000 people around the globe, 28 different offices. Um, and I was reflecting a bit when preparing for this talk and I actually think that the story of Aden is quite similar to that of Monday. Um, we started very small with an online product. In our case, it was online payments, but throughout the years, we've built out our ecosystem just like we see now with Monday Dev and CRM. Uh, spoiler alert, we're not using those. were just the OG's uh work management but still the story is similar. Uh one example that you can see behind me uh in 20ou in 2012 is the POS solution. So not only online payments but also a offline payment terminal in your brickandmortar store to connect to the payment network and everyone sees the same data in terms of payment. Another example that we've added is Aden for platforms. Customers uh that we uh have on boarded are big platforms such as Airbnb or eBay. Um and this model has allowed us to not have to talk to every eBay v vendor or seller that there is. But we just partner with eBay and through subscribing to eBay all of eBay's customers also get access to our platform. And lastly, yesterday we heard talk about the the Monday foundation. Uh at a we've got something similar. It's called adjen giving. So instead of um helping people with product management, we help our customers add a donations flow in their payment channel. Beginning of the year we had the wildfires in California. Several of our customers within a couple of hours could add a voluntary um donation to all of their payment workflows both online and offline doing good for the world uh as well as u uh streamlining payments. And between all of these things in the uh in the timeline, you see licenses, acquiring licenses, banking licenses, um loads of them. Fintech, you can't just start a bank. You need to have licenses and you need to meet compliance deadlines, um compliance standards, and you need to report on those. And that brings me then to the topic of today's talk, which is standardizing complexity at scale. We need to follow loads of different uh regulatory requirements which are different in all of the different regions uh around the world. Um and we need to make sure that despite all these complex requirements we have one process, one data standard um one data storage um to work together essentially. That's exciting growth. Um but it needed that we answer two questions and here they are. How do we stabilize growth? So not a single spurt but continuous growth in a global work structured uh way and how do we do that while meeting the compliance deadlines in every country. For some of those use cases we use monday.com. So we started uh Monday back in 2021. Before that we had a couple of stints with um sheets or just Excel. We also used Asana a big competitor I guess. uh we had a homebrew solution that was self-hosted. So loads of options and at some point we started to on board Monday initially as a tactical solution for a single use case about which we'll see a bit more in uh in the coming uh minutes. Um so two or 300 people started using Monday first of all to collaborate between themselves but then we also saw hey this thing also works to work with external customers talk to customers have them join our boards uh you know how it goes. So that was the first start of Monday. Uh and after that things went well. Um so now we have a environment where more than 2,000 people on a daily basis uh do some part of their work in money.com and that's all in work management. So what makes that so useful is the fact that Monday is both accessible and flexible. And these are very hollow terms if we don't make them specific. So what makes Monday really useful is the fact that it's got an impact on nontechnical users. Fintech, so the word says it, we're a tech company at heart, but still 60% of my colleagues are not engineers. And if I talk to them about an API, yeah, I just get an empty glazy look in them. So we need to have something that is visual and that is easy to do. And that's what Monday does. It's a visual inter interface where people without tech experience can automate and standalize their own processes themselves without having to wait for me or the infrastructure support and that's had a real impact I must say. Um so yeah fast forward from 200 people to two and a half thousand we must have done something right. All of that is introduction. What I've got for you in the coming 15 to 20 minutes is three main use cases and some learnings what we've done uh with Monday over the last years. I try to keep it short so that um if you have any questions you can come up to me. We can't unfortunately take a Q&A uh but we'll do it offline in that way. So let's get started. The first one customer due diligence. If there's anything that's central to a fintech company, it's customer due diligence. So for those of you who don't know, uh it could also be called KYC, know your customers. Essentially, what it means is to keep our licenses, we need to be able to prove that we don't partake in anything that goes against financial law. This could be as simple, relatively speaking, as not partaking in money laundering. Uh, but if we don't do our homework, it could also be that we are accused of financing terrorism and not something that you would like for the relationship of trust that we have with our customers. So, customer due diligence is important um for us. Where in the commercial workflow does this take place? If we start out with the lead, you're a marketing manager, you generate leads. Afterwards, you hand those leads over for an SDR so that they can be qualified. And then the SDR hands this lead over to um a sales manager so they can start to build a relationship. When the sales manager then thinks, \"All right, this might be something. We might get be able to get a contract out of this.\" That's the moment when CDD gets joined. our sales managers um get to join to the conversation I must say our sales managers work in Salesforce um like Monday themselves by the way um so we need to have a connection with our Monday board and this is how it looks like this is actually a screenshot from our customer due diligence workspace and as you can see the board's called global handovers um the main column that I would like to draw your attention to is in the middle you see the blue Salesforce icon with all of the IDs also in hyperlinks that's the handover over link. So the uh sales manager generates a handover at specific data points and that then gets sent to Monday.com. We've been investing a lot with the Monday team. I'm not sure if Rona and Amir are here um to actually make this sync birectional because this is really interesting and important for our business. Either way, the handover gets generated sent to Monday.com and all of the context that has been added by the by the sales manager in Salesforce also gets populated in Monday. So we see the type, we see the difficulty, it's an estimation but still uh we see the status are we pending or or not pillar and where the offices are from all the context that we can get from Salesforce of course we don't need to gather again so we try to send over as much data as possible um and by making the sync birectional something that we hope to achieve very soon we can also start pushing data back into Salesforce making sure that not only sales and account managers or SDRs are responsible for data enrichment of their um commercial contacts but that also operational teams can start fulfilling that role. So we complete the circle again. Um our CDD team gets a huge list of handovers which they then start to um um execute on inmoney.com also in our aden customer area and also back in Salesforce. Back in Salesforce um our CDD members have their own Salesforce service cloud solution where they talk to the customers and this is once again showing the interdependence between the two systems. So if we go to the next slide here on the uh for you right hand side you see the uh navigation bar um so it's not only data flowing from Salesforce to monday.com also the other way around our underwriters have decided all by themselves that Monday is the place where they want to keep track of their cues so that they can tackle support questions uh from unc upcoming customers as well as good as possible that they keep their skills and permissions there as well and that's all without me having to come in and saying to to them you need to organize yourselves. Monday allows them to do that. Um and once again we have done different boards. I'm not sure if any of you have been to the Monday on Monday um workshops in the last day. We had the um uh the automation and I forgot how it's called but that if you change something in one master board that it syncs back to another board. So all of these first-line assessments in this case global uh get exploded out into different regional boards where we pump all the information back into the global board again so that we have one holistic overview across the globe what's happening in terms of on boarding. Um why is this important you might ask? We're filling loads of spreadsheets. Well remember we need to be compliant. So if we're ever audited, we need to be able to point to which decisions were taken when, by whom, and why. And I was preparing to the uh to with the elevate team, and I put it in the following way. It's not a problem until it goes wrong. And when it goes wrong, we need to prove that it didn't go wrong. That's why we're doing all of this. So happy days. We've onboarded a customer. Um we know what they're doing, what their industry is, what their risk level is. Let's on board the customer. So the sales manager sends a contract and the contract gets signed and then we need to start executing on the contract and that brings us to the second use case from qualification to implementation handoff platform is built on volume. So the more payments volume goes through our uh system the bigger the margin is that we make. So to that extent we don't want to have customers figure things out. We want to help them become successful build the best integration that they can with the aden platform so that their payments flow is as seamless and as friction-f free as possible. What we haven't done therefore is make a professional services department that you need to pay for. Our consultants work for free if and that's a big if. if we think that the opportunity presented to us is big enough. So as you can imagine we have the sales manager and the account manager always on the point this is the biggest opportunity ever. We need an implementation manager please when can the person start? On the other hand we have the professional services department like ho ho ho ho ho it really needs to be a good opportunity. So once again it becomes a rhythm here. cue the Salesforce integration. In this case, the Salesforce project request board. Instead of a handover to uh customer due diligence, now we have a handover to professional services. And once again, the blue column with all of the ids is back here um as the backbone of our uh board setup. It might also look similar to the previous example that we saw where you've got pending assignments, needs additional resources. who' have thought even if we're syncing as much context as possible sometimes all that context is not enough and then once we've got all the right context we're ready to assign please mind you the underlying data structure for uh all of these objects is the same in Salesforce but because of the configuration of the integration we can uh sync only those data points that are relevant for in the previous use case customer due diligence and now professional services. So um we have it in money.com. Let's then start working actually on refining the request. Here we see another example. Uh we've scrolled down a bit in the same board how to the holding pen uh because now we know it's useful. Let's start working on it. But let's work together. And as you can see this goes on a very low-key informal kind of way. So some person here 12 days ago said still no opportunity. So this is even an example that I didn't thought think of. um we need an opportunity. We need you to quantify how much gain can there come from this uh from this project before we're able to assign someone. Um this guy Joel is involved a couple of times. LH is going to talk to Joel confirmed with Joel. Uh so well good job Joel I would say and then even later someone talked to William. So as you can see there is a lot of interaction between different department different people different skill sets with an aden all on the on the Monday board. Um and then once everything is all right a project manager is assigned. Um those project managers then need to start the actual work. Ideally, we have a standardized template that allows us um to learn from each other, not reinvent the wheel all the time um and make sure that all the documentation that is relevant for this type of project um uh is available. So, how do we do that? Coming on to the next use case also for professional services, standardized project delivery with a global oversight. And the main um thing to take back here is that we have a implementation board for every region for every type of customer um from a standardized template. So if a project is started, we only have uh to generate a new board from the global project tracker we just saw with the right filters. Um and then the project plan will be rolled out organized by region, tailored to the local needs depending on what we need to have for this individual project. And as you can see, this goes really uh down and it it's also really simple. The first line is called start here. Couldn't be more obvious, right? And then we have some additional steps to take and we can all check them. Um we've got some comments, some notes so that your manager can also help you out if you're stuck. Uh we've got some links to resources both internal and external. Um and this is really what allows a group of 300 individuals to work together. There is tailored needs for every region and for every type of customer. But on the other hand, there is a standardized template library. And if we make changes based on learnings, those changes will cascade down to the projects already ongoing. For instance, if I say start here needs to have another tab because I know some people are getting lost. If I generate this template and I push all the information to the existing boards, everyone will um get this information at the same time. Truly powerful stuff. Um and once again we talk to each other not only internally as we just saw but also externally. So here a colleague of mine asked to create some balance accounts and you can forget that that's adjun specific uh terminology but we need the customer to create certain accounts to continue and the customer asks a very valid question. How can I add more users to the test environment because I'm not the one who can who needs to make the accounts. Simple we just paste the link. We chated money.com and with a thumbs up, it's 2025 after all. Everything is done. Um, and you can see as well um the start here mentality continues down. The implementation phase has nine substeps in the solution design and based on the information that I've heard yesterday, I guess we'll have a couple of templates where we'll go five levels deep on the sub items. Um, so we've really gone through the entire customer funnel here. We we've started with customer due diligence. Are we able to interact with you? Then we've said, \"All right, there might be some money to be gained here. Let's assign a professional services resource.\" And that professional services person then reached out to the customer, worked in money.com, and brought the project to a close. I would say that's a pretty neat customer funnel that we're using Money.com for. So, how did that look like? uh how do I look back I'm sorry uh on the last four years of money.com so how does security and standardization at the enterprise level uh is that possible I'm telling this story now as if it's a done deal but of course this has evolved over the years like I said we started with 300 people now we're at 2,000 our processes have have um have evolved over time for that we use the Monday work management product uh but we're actually running into the limitations of the product itself as as well. So, we are working together with loads of different uh Monday product teams to actually improve the base solution that they offer. And let me run you through a couple of examples here of stuff that was added actually in the last six months. First of all, um we have the ability to track attachment uploads and exports. So, I'm not sure if any of you um is also using these audit directories, but up until I believe Q2, we could only see that a file was downloaded, but we couldn't see which file and not by whom and where to they downloaded it. Is it on a mobile phone or on their computer? All that. This was added back in Q2. So, our security team now is a lot happier. And as a result of this feature being added, we were able to open up the attachment upload and download access for both aden customers uh aden uh users and aden customers who work as guests in our account. Um that rem revolves removes friction and makes things a lot easier for our professional services um for a professional services colleagues. Another example um the board permissions. We've been on a constant discussion I guess with the Monday uh solution teams to get more and more granular um granular access rights. I'm a Salesforce person myself at heart. Um so there you can give every field its own permission set. Not yet the case in Monday. uh but we're working towards it to make uh access both on the item board and workspace level as much devolved in the company as possible so that I as an admin do not need to reset to a vase all the time or I need to enable uh people in a new workspace if the team can do it themselves it's better for them it's better for us and the work gets done faster so really happy with those new permissions that have been added uh and then lastly um the project template center. Like I said, we've created a lot of our own project templates. Uh and back when we started, we really had to create our own templates from nothing and there wasn't anything available. Uh but luckily, Monday has expanded in that solution direction as well. And they've started adding quite a library of templates, some of which we've used and of course uh changed to fit our needs. But then the basis is coming from Monday. So very happy that we have this template center now as well that we can leverage this pool of knowledge uh without having to uh invest in invent it ourselves. Quite a lot of information that came your way. So if I summarize it in two snackable insights and you might want to get your phone out for this one. It's first of all bottoms up autonomy and second of all top down standardization. It's a fine line. If we give our individual teams too much autonomy, we get back to the Asana days or the or the Google Sheets days where data was not standardized, data was not shared and we reinvented the wheel across time zones, cultures and languages. On the other hand, if we are too strict on the standardization and we don't allow the teams to leverage their own energy and their own knowledge um to get the work done, we become too too strict to oified I would almost say. Um, so it's a a thin line and we're working together with Monday to get this done. So, thank you for everything uh for the last 25 minutes. As we said, Aden, secure growth start with strong systems. Money.com is becoming a stronger system for us. Thank you for listening to me."},"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v24.8.1 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Elevate Online 2025 On Demand | Watch Top AI Sessions Anytime<\/title>\n<meta name=\"description\" content=\"Catch up on Elevate Online 2025 with full on demand access. 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