Marketing the future of payments in digital assets with BCB Groups CMO, Sam Shrager

BCB Group’s CMO discusses how marketing is evolving within the business, driving growth and strengthening BCB’s role in the digital assets industry.

As the digital asset economy matures, institutions are seeking partners they can trust to navigate a rapidly evolving landscape. BCB has positioned itself as one of the leading providers of institutional payments solutions, combining deep expertise with a client-centric, regulation-first approach. Marketing has been central to this journey, driving growth by building visibility, credibility and trust across clients, partners and the wider market.

At the helm of this marketing evolution is Sam Shrager, BCB’s Chief Marketing Officer. With a deep understanding of both the business and the digital asset sector, she has guided the team through a period of rapid growth, ensuring marketing not only supports commercial objectives but also reinforces the company’s core values.

But growth brings its own challenges – and opportunities. As BCB expands, marketing itself has had to evolve, shifting from primarily raising awareness to shaping ecosystems, fostering communities and supporting the business across multiple functions.

The demands of growth have changed what marketing does, how it operates and the strategic role it plays in sustaining momentum, strengthening client relationships and ensuring the company’s values remain at the heart of everything it does.

Marketing fuels growth

Shrager highlights that recent marketing efforts have acted as a driving force behind BCB’s expansion, serving as the growth engine that has made the company more visible, credible and trusted. The results of this focus are now clear in the growing recognition BCB is receiving across the industry and beyond.

She explains that the step change in marketing activity has been crucial in achieving this. As there has been an increase in content output, there has been more recognition received from partners, clients, market leaders, as well as internally.

That recognition has also extended to the press, with tier one and industry journalists actively seeking out BCB’s expertise, which marks an important milestone in the company’s long-term strategy. When The Sunday Times comes calling for a comment, you know you’re making waves.

“When trade publications approach us for specific commentary, it is because they see us as a leader in the sector,” she says. “This recognition is the result of years of groundwork. It is subtle, long-term work that requires patience.”

Awards provide further evidence of marketing’s role in amplifying the business’s progress. While BCB has traditionally been nominated in certain categories, the scope of recognition is now much broader, touching multiple areas of the organisation. 

For example, Shrager notes Tulika Dhar was shortlisted for Risk Leader of the Year at the Women in Governance, Risk and Compliance Awards. In addition, the company was recognised for its HR initiatives at the Women in Tech Employers Awards, winning the Best Employer for Benefits and Wellbeing and Best Employer for Parental Support categories. 

“We are being nominated for legal awards, our Head of Risk has won multiple accolades, and we are receiving recognition for HR initiatives, such as our generous paternity leave and support for women in the workplace,” 

“These achievements reflect the collective effort of the entire business and are a source of pride,” she says.

Yet, Shrager notes that the impact of marketing on growth is not limited to external visibility. It has also had a tangible effect on the way the business operates and performs.

She points to a “stellar” year across the board in terms of revenue, describing it as clear evidence that BCB’s strategy is resonating with clients and positioning the firm as an attractive business for future investment.

Another strong indicator of growth is the calibre of talent the company has been able to attract. Shrager says the credibility built through consistent marketing has played a key role in drawing industry veterans to the organisation. 

“The incredible talent we have attracted, particularly in bolstering our C-suite and senior leadership team with industry veterans, is a testament to our growth and our preparation for future expansion,” she says. “The calibre of new recruits also reflects our strength as both a solutions provider and an educator in this space.”

For Shrager, all of these milestones, from client recognition to press visibility, award nominations and talent acquisition, show how marketing has fuelled BCB’s momentum. The business is now better positioned not only to grow but to lead, with marketing continuing to play a central role.

Evolving with expansion

With growth comes change, and Shrager explains that marketing at BCB has had to evolve to meet the demands of this new era. What began as a function focused on driving awareness has now shifted towards building ecosystems and fostering communities around the brand.

A visible sign of this evolution has been the way the brand itself has developed over the past year.

“We refreshed our visual identity, and alongside that, we have focused on showcasing our people and making BCB more human in everything we present,” she says.

This human-centric approach has been expressed through greater use of photography and by showcasing the entire team, rather than just the leadership. As Shrager notes, this reflects not only BCB’s growth but also the maturation of the digital assets industry.

Success in the sector is increasingly seen as a collective effort, and by showcasing all contributors, BCB mirrors the digital asset industry’s shift from a nascent, individual-driven stage to a more established, collaborative ecosystem.

“As confidence grows, people want to see the faces behind the technology, which builds credibility, trust and emotional connection,” she adds.

The role of marketing has also shifted in line with the company’s business objectives. Shrager notes that the focus now is on ensuring marketing activity directly supports BCB’s growth strategy. This includes showcasing BCB’s solutions, regulatory-first principles and resilience through tier-one events and partnership initiatives, particularly in the final quarter of the year. 

Shrager is responding to this demand by strengthening sales enablement and producing materials that demonstrate how BCB Group addresses client challenges while reinforcing credibility and compliance.

“Our aim is to build trust and credibility while leaning into our growth story as we evolve for the future of the digital assets industry and beyond,” Shrager says.

Internally, marketing is also playing a more collaborative role. Its function is no longer siloed. Instead, it is increasingly integrated with product, sales and leadership teams. 

Shrager explains that this closer alignment stems from the recognition – both inside and outside the business – of the power of marketing to shape BCB’s trajectory.

“We are collaborating more closely with other functions to ensure they understand the value marketing brings,” she says. “We are working more intensively with the product team while maintaining a broader perspective on how we position ourselves as a business.”

Managing growth demands

While marketing has fuelled BCB’s growth and helped position the company as a leading provider of digital asset payment solutions, Shrager notes that expansion brings its own set of challenges.

Foremost among these is maintaining the core values that earned clients’ trust in the first place: “As we expand, we must ensure we do not neglect the foundations we have built. It is about looking after the whole orchard, not just individual trees,” she says.

One core value that must remain central throughout its growth is BCB’s regulation-first approach. Fortunately, the company is well-supported by a strong foundation in this area.

“We have a highly capable team addressing regulatory changes, led by our new Chief Risk and Compliance Officer,” she says. “We remain at the forefront of these developments and want to make it clear to the market that we are here to help our clients.  

To uphold this value further, BCB remains committed to making independent decisions and taking full ownership of them.

“We are client-centric and unafraid to challenge clients when necessary, especially as a regulatory-first business,” she says. “If a partner does not meet our clients’ needs or poses a reputational risk, we make the tough calls.” 

But scaling up marketing has not only been about holding on to values – it has also meant adapting to increased demand across the business. 

Shrager notes that as BCB’s visibility and recognition grow, colleagues increasingly look to the marketing team for support. This can create new pressures around integration, prioritisation and alignment with other functions.

“We are constantly prioritising and are highly integrated with other functions. As colleagues see the value and results of our work, demand increases, which sometimes requires us to push back and be realistic about what is possible,” Shrager says.

This changing dynamic has also reshaped her own role as she is now more involved in the senior leadership team and strategic decision-making. 

“Tim [Renew, Deputy CEO of BCB] has remodelled the top tier, with ExCo making investment decisions, while the SLT is a strong group of leaders from different functions who challenge ExCo and run the business day-to-day,” she notes. 

With her extensive experience at BCB, Shrager is able to influence areas beyond marketing, taking on the broader responsibilities that come with guiding the business at this stage of growth.

Shaping the next chapter

Looking ahead, Shrager is clear that the ambitions for BCB’s marketing team are bigger than ever. The momentum created in recent years has opened the door to new possibilities, and she believes the team is well-positioned to seize them.

“I am incredibly proud of what we do here. It is an exciting time, and I often have to remind myself how fortunate I am. The influence and impact we can have in a business of this size is significant. We make decisions quickly, and it is rewarding to be creative and innovative,” she says.

That creativity has already given rise to initiatives such as the BLINC podcast and BLINC magazine, which have helped to broaden BCB’s voice in the market and provide a platform for more. 

“I have always wanted to grow the BLINC brand into something that is part of BCB but also bigger, creating a VIP community of key clients,” she says.

One ambition is to extend BLINC into flagship events: “Delivering our own conference, similar to Ripple Swell, has been a long-term ambition, and we are now planning one for February next year. This would have been unthinkable a year ago, which shows how far we have come.”

Shrager notes that a key driver of these ambitions is the brand’s strengthened reputation, which has made BCB a partner that people actively want to work with.

“We have a quiet confidence, without arrogance. People want to work with us because we are trustworthy, and capable. We’re the good guys, prioritising our clients’ needs, whilst fully committed to our high standards of unwavering risk-management and compliance . It’s about integrity and doing the right thing. Everything we do is designed to serve our customers and partners,” she says.

Recent additions to the senior leadership team are also helping shape the future of marketing, by bringing valuable experience from other growth-stage businesses and strengthening leadership across the company.

“For example, Valentin’s background at Checkout.com and Copper has been instrumental. His calm approach and expertise have helped shape our strategy and growth,” she says.

With this mix of confidence, creativity and experienced leadership, BCB’s marketing team is now setting its sights higher and shifting away from simply raising awareness to actively shaping the next phase of the company’s journey.

These efforts build on initiatives like digital campaigns, podcasts and thought leadership content, which have already successfully driven BCB’s growth and reinforced its position as a leading provider of payment services in the digital asset economy.

BCB’s growth journey has cemented its reputation as a trusted leader in a maturing industry, primed to shape the future of the digital asset economy.