At Merit Incentives, this challenge became central as the business expanded from its launch in 2016 into a global engagement platform serving tens of millions of users. The question was not just how to grow, but how to ensure that growth translated into consistent, relevant user experiences across diverse markets. 

For founder and CEO Julie Barbier-Leblan, this required building an operating model that could support both scale and adaptability. 

Operating across markets with different expectations 

The operational context was complex. Merit’s platform needed to function across multiple regions, industries and cultural environments, each with different expectations around incentives, rewards and engagement. 

At the same time, the business was scaling its client base and expanding its partner network, introducing additional layers of operational coordination. Delivering consistent service required: 

The risk in this environment is fragmentation. Without a clear operating framework, platforms can become inconsistent, with user experience varying significantly across regions or client segments. 

Building a scalable and adaptable engagement model 

Julie’s approach focused on combining platform scale with flexibility. Merit developed a proprietary network of thousands of reward partners, enabling the platform to offer locally relevant incentives while maintaining a consistent global structure.  

This model allowed the organisation to balance standardisation with localisation and ensure that users could access rewards that were meaningful in their specific context, while clients benefited from a unified platform.

At the same time, investment in technology and product development supported scalability. The platform was designed to handle high volumes of users and transactions, while maintaining performance and reliability. 

However, the operating model extended beyond technology. Julie emphasised inclusive leadership within the organisation, ensuring that teams reflected the diversity of the user base. This was particularly relevant in a global business, where understanding different perspectives is critical to designing effective engagement solutions. 

Extending impact beyond the organisation 

A distinctive element of Julie’s leadership is how it connects organisational growth with wider industry development. Recognising the lack of representation and support for women in certain sectors, she co-founded the Women in Incentives & Loyalty Network (WiiN). 

This initiative created a structured community for women leaders across multiple regions, providing mentorship, knowledge sharing and visibility. In operational terms, this addressed a gap in the industry’s talent pipeline, supporting the development of future leaders. 

Julie’s involvement in global industry bodies and forums further extended this impact, enabling her to influence how the sector evolves, particularly in areas related to inclusion and leadership. 

Outcomes in scale, capability and culture 

The combined effect of these approaches is visible in both business performance and organisational culture. Merit has achieved significant global reach, with a large and growing user base supported by an extensive partner network.  

At the same time, the organisation has maintained a focus on inclusion, both internally and externally. Representation within teams, as well as initiatives like WiiN, reflect a deliberate effort to align growth with broader cultural objectives. 

This dual focus has also influenced how the business is perceived within the industry, positioning it not only as a technology provider but as a contributor to the development of the reward and incentives ecosystem. 

Designing leadership for scale and inclusion 

For reward and payroll leaders, the key lesson is that scaling platforms requires more than technical capability. Leadership must define how growth is managed and who benefits from it. 

Three practical insights emerge from this example: 

Julie Barbier-Leblan’s approach demonstrates that in reward technology, sustainable growth depends on how effectively scale is combined with inclusion. By embedding both into the operating model, organisations can expand without losing relevance or impact.