Max Yakubovych
Max is the Founder and CEO of Goodface Fintech, a digital product and design consulting firm focused exclusively on FinTech.
He has spent more than 10 years working with technology companies in finance, across product design, digital experience, branding, and business growth. Over that time, he has worked with companies at different stages — from growing FinTech businesses to established financial companies evolving their digital products.
He focuses deeply on the challenges that emerge as FinTech businesses move into their next stage: expanding into new markets, developing new products, improving customer experience, or changing how the business competes. He brings together product, brand, marketing, and digital experience to look at these challenges as parts of the same system.
Key role at Goodface Fintech
Max leads the firm's direction, positioning, and client work. He is closely involved in defining business priorities, finding where growth gets constrained, and shaping the expected business changes across the customer-facing layers.
FAQ
Questions to expert
What tends to get harder as a FinTech company grows?
Growth changes the relationship between product, marketing, sales, and the customer experience. What worked when the product and market were smaller often starts creating gaps as new products, markets, and customer segments appear.
Where do you usually look when a FinTech company starts losing momentum?
I look at the connections between the customer-facing parts of the business. A positioning issue may show up as a sales problem, while a product experience issue may first appear as weak activation or retention. Looking at each function separately often hides the actual constraint.
When does a FinTech company need to rethink its customer experience?
A new market, product line, or customer segment often exposes gaps in the experience that worked well before. The website may still speak to the old audience, the product may follow outdated journeys, or different parts of the business may communicate the same proposition differently. The trigger is usually a business change that the existing customer experience has not caught up with yet.
What do you look for when a company is entering a new market?
I look at what changes for the customer in the new market — from geography and customer needs to the proposition, product experience, and messaging. Trust and the sales process also need to fit the new context.
Why do product, marketing, and sales sometimes tell different stories?
Each function usually develops its own view of the product and customer. As the company grows, those views can drift apart — particularly when new products, segments, or markets are added. That gap becomes visible to customers long before the internal teams notice it.
What makes an external partner genuinely useful to an established FinTech team?
A good partner understands the business quickly, works well across teams, and owns a specific problem. Established teams usually don't need more hands. They need experience and perspective they don't have in-house.
Which areas of FinTech do you work with most often?
Payment infrastructure has been a big part of our work, from payment orchestration and open banking to BaaS and cross-border payments. We also work with digital banking, WealthTech, financial data, and crypto products. What links these products is the complexity we should rework and make understandable.
