Stephanie Ferris, the CEO of FIS, spearheaded a substantial $24 billion transaction in the fintech sector.
A Bold Leap Forward: Stephanie Ferris's Strategic Shake-up at FIS
In a world where caution often reigns, Stephanie Ferris, CEO of Fidelity National Information Services (FIS), is betting big. That bet took center stage recently, as FIS announced a whopping $24.25 billion deal to sell Worldpay to Global Payments—one of the year's biggest fintech transactions.
This isn't a simple sale; it's a bold reshuffling of assets. Global Payments will part ways with its issuer solutions unit—offering card processing and account services—to FIS for $13.5 billion, while simultaneously acquiring Worldpay from FIS and private equity firm GTCR. It's a daring move, given a market that typically prefers playing it safe.
For Ferris, the decision wasn't impulsive. In a volatile market, she spotted an opportunity. "If you know strategically what you're doing is the right thing—no matter what's going to happen in the market—you move forward," Ferris shared in an interview.
Sure, tranquil waters make navigation easier. But in today's unpredictable environment, calm is seldom an option. The day before the deal was announced, interest rate news sparked market turmoil. "It was scary," Ferris admitted, "but we trusted our partners, knew the outcomes would benefit our clients, and believed in the strategy. At that point, you leap."
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A Game of Focus
The Worldpay deal isn't merely a transaction; it's a signal: Fintech is moving away from generalized portfolios into focused specialization.
FIS's move allows the company to zero in on its core: serving financial institutions with issuer and banking infrastructure while maintaining its status as a scale fintech leader with global reach.
"Financial services are no longer just transactional," Ferris stated. "They're experiential." To deliver seamless experiences—from onboarding to real-time payments—companies need modern infrastructure and ruthless focus.
That's exactly what FIS is doubling down on. By reacquiring its issuer solutions business, it's swapping a non-cash-generating minority stake for recurring revenue, EBITDA growth, and an estimated $500 million in free cash flow in the first year post-close, according to the company.
The move also opens the door for real cross-sell potential: fusing FIS's debit processing with Global's credit capabilities.
The Strategy Behind the Fintech Shake-up
So how does a fintech CEO build a bulletproof case for a $24 billion transaction?
"I analyze everything," Ferris said.
A numbers whiz with a finance background, Ferris is data-driven, analytical, and methodical. But when making decisions like this, her process isn't entirely mathematical.
"I do a ton of analysis—market, customer, financial, investor," she explained. "I know what the textbook academic answer is."
However, her decision-making process doesn't only rely on spreadsheets. Instinct and empathy play a significant role. She consults her board, her leadership team, and even takes long walks to weigh major moves. "Why wouldn't we do this—what are we afraid of?" she asked. "If it still feels right, that's your answer."
And perhaps most importantly, she listens. "The higher up you go, the more listening you do," she said.
That blend of rigor and intuition has been instrumental in Ferris's rise—and shaped her leadership.
Since becoming CEO of FIS in 2022—one of the country's largest financial firms, processing over $12 trillion annually—she's led the company through structural shifts, strategic pivots, and now one of the industry's most closely watched carve-outs.
What made this latest move stand out? It was, in her words, a "win-win-win." FIS streamlines its business. Global Payments becomes a merchant services powerhouse. And GTCR, the private equity firm that bought a majority stake in Worldpay just two years ago, walks away with a tidy return and a 15% stake in the newly combined company.
Leading in Public—and in Private
Ferris is also uncommonly open about what it means to lead under pressure. During the final days of negotiating the deal, she was in Cancun on a long-promised mother-daughter trip.
The timeline was tight. The market was volatile. "But I told my team, I'm not missing this moment with my daughter," she said.
She refers to this balance as "feeding the human." It's not about work-life equilibrium—it's about presence—showing up for what matters on any given day, whether that's a $24 billion deal or your kid's spring break.
"You just have to chop wood and keep moving," Ferris said. "And sometimes, that means doing both."
This mindset has guided her through multiple major transitions at FIS—from splitting businesses to reshaping investor strategy. And she's not done yet.
Big Fintech Meets Small Innovators
The Worldpay sale sets the stage for a new era in fintech—one where big companies aren't attempting to do it all, but instead focusing on doing a few things exceptionally well. Ferris is crystal clear about her strategy: focus on high-growth verticals like payments, digital, and lending.
"This is our big payments play," she said. "I hope people aren't surprised by what we're doing—because we're staying aligned to our strategy."
This discipline is matched by decisiveness.
"The worst thing in business is not making a decision," Ferris said. "Try to make a decision quickly and with conviction. They're not all going to be right, and you can fix it the next day if it's wrong."
She's also bullish on partnership.
"I love that fintech has both legacy players and tons of small innovators," she said. "The small players keep the big ones from getting complacent."
That big-meets-small dynamic influences how Ferris leads FIS. "If I can't build it fast enough and someone else can, I'll partner with them or buy them and bring them into the FIS family," she said.
In fintech, it's not big versus small. It's innovation versus stagnation. And Ferris is ensuring that FIS is on the right side of the equation.
Looking Ahead: AI, Collaboration, and Lessons for Fintech Leaders
Ferris is fascinated by what's next. And for her, that's Gen AI and Agentic AI.
"It's the internet of our generation," she said. "The tech changes we'll see in the next year are going to be incredible."
FIS is aiding teams and clients in adopting AI to enhance infrastructure and customer experience. But the core approach remains: Buy. Build. Partner.
"I want to see exponential innovation—driven not just by next-gen players, but by legacy and emerging firms working together," she said.
Whether it's enabling the next wave of digital currency or tackling fraud and identity challenges as money moves faster across digital rails, collaboration is crucial.
For Ferris, staying sharp means staying informed. She's a voracious reader—three cups of coffee deep before the sun is fully up, and a lineup of Bloomberg, The Economist, and the Wall Street Journal in hand.
"For me to serve my clients and be a good leader for 50,000 people around the world, I have to understand people's perspectives on everything," she said.
This lesson in curiosity, empathy, and readiness resonates far beyond FIS headquarters.
As the fintech industry retools—shifting from growth-at-all-costs to sustainable, focused models—leaders like Ferris are demonstrating that clarity conquers chaos, and conviction beats hesitation.
"You don't have to make perfect decisions," she said. "You just have to make the right ones for right now—and be willing to fix it if you're wrong."
With $24 billion on the line and the fintech world watching, Ferris is redefining what bold, strategic leadership looks like in an uncertain market—and proving that women at the top aren't just holding the line. They're moving it forward.
In a market starved for clarity, her strategy is refreshingly direct: chop wood, carry water, make bold moves.
And when the moment comes?
She leaps.
- The financial world is probably undergoing a reshaping as companies like FIS focus on specialized areas, such as payments, digital, and lending, instead of generalized portfolios, with the sale of Worldpay being a signal of this change.
- Stephanie Ferris, CEO of FIS, has swapped a non-cash-generating minority stake for recurring revenue, EBITDA growth, and an estimated $500 million in free cash flow in the first year post-close by reacquiring its issuer solutions business, following the selling of Worldpay.
- FIS's move allows the company to concentrate on its core: serving financial institutions with issuer and banking infrastructure while maintaining its status as a scale fintech leader with global reach.
- Ferris's strategy for the big fintech moves isn't only mathematical; she also relies on instinct and empathy, consulting her board, leadership team, and even taking long walks to weigh major moves.
