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Mr Webber also swiftly brought his stockbroker younger brother Chris, 29, into the fold as executive director, bolstering its financial chops.īux as a company is also being taken more seriously as it comes out of its shell after staying off the radar for a decade - and entrenched rivals are taking notice.
'It's a lot easier these days for people to respect you and give you a chance.' 'I've never felt like I'm too young to be a CEO because I think people are excited to work with young, enthusiastic companies and they see that as the way forward,' he said.
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The pair discussed how to do it for six months on planes and over beers at the hotel after a long day, and in 2014 the shareholders elected him the new chief executive.ĭespite taking the helm at just 28, Mr Webber never felt like elder business leader looked down on him because of a new world of Mike Zuckerbergs shaking up every industry. Going mobile was Mr Webber's idea and helped bring about a change in leadership from his father to the next generation. The app was a turning point for the Bux as three years ago Bux realised it needed to move with the times if it was going to stay a disruptive market leader. His father Raymond Webber (pictured) took him under his wing and brought him into the family business to gain some work experienceĬustomers can send money home or pay their family's or their own bills directly online, in store, or with the new mobile app that has 180,000 users in just a few months. Their hard work and countless air miles paid off and Bux now has 1.8 million retail outlets where money can be sent and received, and interacts with 73 million 'mobile wallets' in Africa alone. 'I was lucky that dad always protected me from feeling out of my depth,' he said. 'I think that's changed and those walls are starting to open up because the world is a lot more global now,' he said, more hopefully.Īnother factor was that as an early to mid-20s man, he'd always find himself in meetings with executives twice his age. Worse still, sometimes their would-be partners weren't honest, or local competitors would thwart them at every turn.
The father-son voyages around the world weren't always successful, sometimes they would spend months and lots of money pursuing a market or a partnership only to discover they misread the local way of doing business. My family is happy that they can receive the confirmation of my transactions,' she said. 'Before I was queuing up at the bank, now it is very easy for me to send money home. His customers like Ma Cynthia Alarte, a 32-year-old domestic helper from the Philippines working in Hong Kong, seemed to agree.
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Mr Webber was elected chief executive in 2014 aged 28 and aims one day to make it free to transfer money across the globe without sky-high fees 'It's an eye-opener and something I think keeps us a head of our competitors.' 'It's hard spending six months in the jungle in the Philippines and not many people want to do it, but being on the ground allows you to really understand your customers,' he said. While it was exhausting, it was very exciting.'īut the young gun believes the ground work pays off and wonders why more startups don't visit where their target market is from. 'It's tough but I was led by dad as a great example and always saw the light at the end of the tunnel. 'The hardest part is trying to manage a social life and a routine while you're constantly on planes and in foreign environments.
'I was living out of a suitcase for seven years after I left university, staying in hotels and it gets really tiring when you don't have any structure,' he said.
'Understanding the mindset of why people leave their loved ones and what they needed helped us build our services as they are today.'īut though Mr Webber got to see the world, the constant travel took its toll and he wasn't always in the idyllic locales his friends visited. Bux's business was built on helping foreign workers (pictured) send money home cheaply to their families in developing countries