Building a Fintech Success Story in Bangkok w/ Bertrand Theaud

In this episode of Made it in Thailand, I met with Bertrand Theaud, the founder of Statrys, to explore how he built a thriving fintech company from the ground up. Bertrand dives into the foundational decisions of setting strict work hours from 9 AM to 6 PM and creating a structured company culture aimed at preserving work-life balance. He also shares compelling anecdotes about his career switch from aviation to fintech, the importance of SEO in their marketing strategy, and why Bangkok proved to be the ideal hub for their operations. This episode is packed with valuable insights for entrepreneurs and business professionals alike.

• statrys.com
• linkedin.com/statrys
• linkedin.com/in/bertrandtheaud
• youtube.com/statrys

Building a fintech business in Thailand involves navigating talent acquisition, cultural nuances, and growth strategies in a dynamic market. Here are five key insights from our conversation with Bertrand Theaud, each addressing common challenges for entrepreneurs establishing operations here.

• Embrace Clear Boundaries for Productivity and Culture: Bertrand emphasizes setting strict work hours, like 9-to-6, to avoid the blurred lines common in flexible setups, ensuring employees focus during the day without overtime pressure. Many startups struggle with social expectations leading to inefficiency. In my consulting work since 2012, I’ve seen flexible models create burnout; defining boundaries fosters a balanced, collaborative environment in Thailand’s team-oriented culture.
• Prioritize Internal Marketing and SEO for Sustainable Growth: Statrys built its presence through in-house SEO and content creation, focusing on consistent, valuable output to rank high without heavy ad spends. New ventures often chase quick wins via paid ads, missing long-term visibility. From advising firms here, I know outsourcing marketing can dilute brand voice; investing in internal teams ensures authentic engagement and trust in Thailand’s competitive digital landscape.
• Hire for Mindset Over Experience in Talent Acquisition: Bertrand prefers fresh graduates with hunger and adaptability over seasoned hires, training them to fit Statrys’ unique processes. Thailand’s market can seem talent-scarce for specialized roles. In my experience, rigid hiring criteria overlook potential; focusing on mindset accelerates onboarding and innovation, leveraging Thailand’s young, eager workforce.
• Opt for Physical Offices to Enhance Collaboration: Despite remote work trends, Bertrand insists on in-office presence for seamless communication across teams like compliance and support, avoiding information silos. Many overlook how remote setups hinder real-time problem-solving. I’ve seen remote models falter in Thailand’s relational culture; shared spaces build trust and efficiency, countering isolation in fast-paced fintech.
• Adapt to Local Nuances While Scaling Globally: Starting in Phuket revealed distractions, prompting a move to Bangkok for professionalism; Statrys now supports Hong Kong operations from here, planning expansions. Entrepreneurs often underestimate location impacts. From my years advising, blending Thailand’s affordability with structured growth aids scalability; it mitigates risks like workforce retention in leisure-focused areas.

What stood out to me about Bertrand’s approach is how intentional he is about structure. In a world where everyone’s celebrating flexibility and remote work, he’s doing the opposite, and it’s working. Setting clear 9-to-6 boundaries might sound old-school, but it solves a real problem I’ve seen in Thailand: the expectation to always be available, which leads to burnout and resentment. By drawing hard lines, he’s created a culture where people can actually disconnect, and paradoxically, that makes them more productive during work hours. The SEO and internal marketing strategy is something I wish more founders would take seriously. Bertrand didn’t chase viral moments or dump money into Facebook ads. He built a content engine in-house that compounds over time. I’ve advised too many businesses that outsource their marketing and then wonder why their brand feels generic. Owning your content and SEO in Thailand’s competitive market isn’t glamorous, but it’s what separates companies that survive from those that scale. His hiring philosophy also resonated with me. Hiring fresh graduates with the right attitude over experienced people with the wrong mindset is bold, but it makes sense in a market like Thailand where fintech talent is limited. You’re better off training someone who’s hungry and adaptable than trying to reshape someone set in their ways. I’ve made both types of hires, and the former almost always outperforms. The office vs. remote debate is interesting because Bertrand’s not anti-remote for ideological reasons. He’s practical. In fintech, where compliance and support need to talk constantly, physical proximity just works better. I think a lot of remote-first companies underestimate the friction that distance creates, especially in Thailand where relationships and face-to-face communication still matter. And finally, his move from Phuket to Bangkok is a lesson in knowing when to pivot. Phuket might be beautiful, but it’s not where you build a serious fintech operation. Bangkok offers the talent, infrastructure, and professional environment you need to scale, and recognizing that early saved him years of struggle.