Paul Anthony raises 70 million by treating autonomy as a hard requirement

Innovation is rarely a lightning bolt from the blue; it is more often a calculated response to a visible architectural failure. For

, the co-founder of

Primer

, the path to a half-billion-dollar valuation began by identifying a missing layer in the global commerce stack. While serving at

Braintree

, a division of

PayPal

, Anthony spent his weeks flying across Europe and the United States to meet with enterprise-level merchants. These were not small-scale operators; these were giants processing billions in transaction volume, yet they were all struggling with the same fundamental problem: their payment architecture was a fragmented mess.

Most payment providers focus on their own siloed value. They want you to use their specific gateway, their specific fraud tools, and their specific ledger. However, a modern global business needs to reason about payments in a unified way. The insight that launched Primer was the realization that merchants were being forced to build their own internal infrastructure just to connect various payment service providers. Anthony saw a technical vacuum where a unified orchestration layer should have been. By identifying this technical gap rather than a mere marketing opportunity, he set the stage for one of the most aggressive growth trajectories in the European fintech scene, raising over $70 million and achieving a massive valuation within only 16 months of founding.

Hypergrowth is a state of calculated chaos

Scaling a company from a three-person team to a 200-employee enterprise during a global pandemic is not for the faint of heart. When

launched in early 2020, the world was on the brink of a total shutdown. Yet, this upheaval accelerated the shift to digital commerce, bringing the necessity of a robust payment stack into sharp focus for merchants worldwide. Anthony reflects on this period as one of "hyper-growth" that skewed his perception of reality, partly due to his proximity to other high-fliers like

Hoppin

, which achieved a multi-billion dollar valuation in record time.

Managing this growth required a rejection of the traditional "Lean Startup" methodology. When you are asking a multi-billion dollar merchant to rip out their

or

Adyen

integration to replace it with your infrastructure, "minimum viable" doesn't cut it. You cannot compromise on robustness when you are the foundation of another company's revenue. This necessitated massive capital and rapid resource allocation. The pressure was intense, and the technical seams were often stretched to the breaking point. However, the conviction of tier-one VCs like

Balderton Capital

,

Accel

, and

Iconiq Capital

provided the fuel to build a heavy-duty enterprise product while the company was still effectively in its infancy.

Autonomy is a requirement rather than a benefit

One of the most provocative elements of Anthony's leadership philosophy is his approach to human capital. He rejects the idea that autonomy is a perk or a benefit listed in a job description. Instead, he views autonomy as a hard requirement. In the chaotic environment of a high-growth startup, there is no room for hand-holding. If a team member cannot take the lead and drive their own sector of the business, the entire machine slows down. This philosophy dictated a grueling hiring process where Anthony personally interviewed 20 to 30 candidates for every single hire, seeking individuals who could thrive in an environment where the internal mantra was: "We are not a real business yet."

This mentality serves as a defense against the complacency that often follows a successful funding round. In many US-centric startup cultures, raising money is celebrated as the finish line. For Anthony, raising money was simply proof that the team had to work harder to prove they weren't wrong. This "healthy paranoia" ensured that the product and engineering teams remained agile. He encouraged his engineers to "play jazz," emphasizing that until the company is turning a profit, they are in a state of constant experimentation. By giving employees massive leeway and responsibility, he created a trajectory where team members could grow their careers five times faster than they would at a legacy firm like

or

PayPal

.

The feeling of the product outweighs the paper specs

In the world of enterprise software, it is easy to get lost in feature lists and technical specifications. Anthony argues that the most important metric for a product is how it actually feels to the user. This is why he is a staunch advocate for technical spikes and Proof of Concepts (POCs) over lengthy theoretical planning sessions. Software is built for humans, and if a human cannot intuitively reason about an abstraction, the product has failed.

At

, this meant constantly reassessing the models and abstractions they were building. If a merchant couldn't understand how to optimize their payment stack through the interface, the engineering was irrelevant. This focus on "feeling" and simplicity is now being carried over into his new venture,

Colossal

. By taking complex primitives—whether they are payment flows or AI-driven commerce journeys—and making them feel simple to a non-technical creator, Anthony is attempting to democratize the sophisticated tools that were previously reserved for massive corporations.

Colossal and the prompt-based future of commerce

Anthony's newest venture,

, represents a dramatic shift from the enterprise-heavy world of payment orchestration to the burgeoning creator economy. Described by some as the "

Lovable

for commerce," Colossal aims to tap into a digital goods market projected to hit $400 billion by 2030. The core problem Anthony identified here is that while platforms like

Shopify

are powerful, they are often too broad or too complex for a solo entrepreneur who just wants to sell a course, a digital license, or access to a

Discord

community.

Colossal leverages Large Language Models (LLMs) to create a prompt-based interface for building commerce journeys. Instead of navigating a complex dashboard with a hundred different KPIs, a user can simply tell the AI what they want to achieve—such as "I want to sell a micro-SaaS and give people a discount code for my Discord." The system then assembles the entire infrastructure, from the storefront to the back-end integrations with tools like

or

Intercom

. This isn't just about building a page; it's about building a journey. Anthony views AI as an assistive library that allows users to think outside the box, offering them the flexibility of a developer without requiring them to write a single line of code.

Redefining the merchant of record

The traditional "Merchant of Record" model is often sold on the basis of compliance and tax handling. However, Anthony’s research indicates that for the modern creator, compliance is a secondary concern. The real value driver is the ease of billing and the aesthetic quality of the customer journey. Colossal is positioning itself as an open platform that prioritizes these high-value touchpoints. By using AI to ingest data from an

profile or a

Figma

design, the platform can instantly replicate a brand's style and suggest the best payment methods for their specific demographic.

This approach reduces the "time to value" to nearly zero. In an era where creators have shorter attention spans and higher expectations for their tools, the ability to generate a fully functioning commerce stack through a simple conversation is a significant disruption. It moves away from the static, one-size-fits-all storefront and toward a real-time, personalized commerce experience that evolves with the business.

Future outlook for the commerce stack

Looking ahead, the evolution of commerce will be defined by the further abstraction of complexity.

suggests that 20 years from now, we will look back at the current state of online shopping as a primitive beginning. The next generation of infrastructure providers will be those who can take the massive, daunting world of global payments, licensing, and community building and condense them into a few natural language prompts.

Whether through

's orchestration for the enterprise or

Colossal

's AI-driven journeys for creators, the goal remains the same: enable people to reason about complex things so they can do more. By taking calculated risks and maintaining a culture of constant reassessment, Anthony is betting that the biggest winners in the next decade will be the companies that provide the most powerful building blocks for the rest of the world to build upon. The status quo is always vulnerable to a better abstraction.