How Ebury rebuilt its global website to match the company it had become

A payments company that outgrew its own front door

Ebury, a leading global platform for cross-border payments and trade solutions, is in a period of rapid growth. Majority-owned by Santander and operating in 30 regulated markets, the fintech recently secured a £550 million funding round to accelerate its international expansion and support product development.

Ebury has spent 16 years building the infrastructure its clients rely on: payment rails, FX tools, hedging products, supplier finance, corporate cards, and a global network spanning 40 countries and over 160 currencies.

The company moves money across borders for more than 27,000 businesses, from manufacturers shipping goods between China and the US to e-commerce brands paying suppliers across five continents. It competes directly with global banks on their home turf. Working with Webflow agency Parallax, Ebury wanted to modernize, rebrand and reposition itself as a modern, high-tech, ambitiously growing fintech. For that, the website had to change radically.

When 30 WordPress instances become impossible to manage

"Any change to any one of our websites meant changes across 30 different WordPress instances. The backlog for changes was 3 months, 6 months, or longer at different points in time. We weren't making improvements. We were fixing things that were wrong."

— Jon Heaton, Senior Vice President Engineering, Ebury

For most of Ebury's history, each of its regional offices managed its own WordPress instance. The setup had grown organically, market by market, and it showed. Brand guidelines diverged. The tone of voice drifted. A product available in the UK had different copy from the same product in Spain. A small web platform team had to review every client-facing change, deployments took hours, and feature delivery crawled. A compliance fix could sit in a queue for three months and the web team spent most of its time fixing what was wrong rather than building what was next.

The gap between what Ebury's salespeople were saying and what appeared on the website had become a commercial problem. The company was actively building a verticalization strategy, repackaging its core capabilities for segments like institutional finance, sports, and e-commerce, and the pitch required a digital presence that could hold up its end of the conversation.

The decision to migrate wasn't just about consolidating technology. It was about rebuilding the brand and its online presence from a single source.

A rebrand, a replatform, and only three months to do both

"We were a little bit crazy that we coupled a complete rebuild of our client-facing trading platform, a rebrand of every single client-facing experience, and a migration to Webflow, all at once. Hard deadlines force better trade-off decisions. We got ruthlessly practical about what was truly essential."

— Jon Heaton, Senior Vice President Engineering, Ebury

In October 2025, Ebury decided to fix it, and not incrementally. The plan was a full rebrand, a Webflow migration, and a rebuild of the client-facing trading platform, all shipping together. Three months. Christmas in the middle. Thirty-nine locales to migrate.

To deliver a program of this scale at such pace, Ebury partnered with Parallax, a Webflow Premium Partner, to provide strategic consultancy alongside implementation. The collaboration extended far beyond delivery, with Parallax working alongside Ebury throughout the rebrand, helping shape the strategy, design system and Webflow best practices from discovery through to launch.

"We didn't hire Parallax just to build a website. They became an extension of our team, helping us shape the strategy, challenge our thinking and build a design system that would last. They got us live on an ambitious timeline while making sure we could confidently own and evolve the platform ourselves."

— Sajid Anam, VP of Design, Ebury

Blog posts are a good example of Ebury's new publishing speed and accuracy. "What used to be 40 individual publishing actions across locales is now publishing once, with regional entities handling the rest. The site has gone from being a bottleneck to something we can move quickly with," explains Thomas Dodds, Senior Engineer at Ebury.

They launched on Valentine's Day, only two weeks past the original target.

What changes when local teams can finally move

"We've got more contributors to translations since the February launch than we've had in the previous five years. Country managers and salespeople are able to update their own content. Marketing teams can build event pages. We're able to focus on the things that actually matter."

— Jon Heaton, Senior Vice President Engineering, Ebury

The operational shift went beyond publishing speed. One of the central goals of the migration was decentralization: giving Ebury's offices across nearly 40 countries the ability to manage their own content without waiting for a central queue or drifting from the brand.

Before Webflow, any request originating from a local market had to go through the central web team. Landing pages took weeks. Event pages required development resources. "If something happens in Greece and the Greece team wants to update the website, it's no use if it takes us three months," Heaton says. "You want to respond straight away, on brand, in the right design, responsive to the market, responsive to your customers' needs, but within guidelines."

Now, country managers and marketing teams access templates, fill in CMS fields, and publish. No development ticket. No queue. For urgent compliance updates, the turnaround is the same day.

A brand that finally matches the business

"We've been very poor at telling our story. The brand was weak. We relied on people to tell that story. The website is another resource for telling it, but it had to be as fast and as good as our underlying payment infrastructure."

— Sajid Anam, VP of Design, Ebury

The more important shift was harder to quantify.

Ebury's rebrand set out to close a credibility gap between the company it had quietly become and the way it showed up in the world. The website hadn't kept pace with the company. The brand said different things in different markets. The product felt more complicated than it was.

"When there's dissonance between what a salesperson says and what's on the website, it erodes trust," Heaton says. "You have to be who you say you are."

Since the migration, Ebury's visibility index has doubled. The front office now sends links to specific pages rather than directing clients to the homepage. For the first time, the web team has data it trusts and a platform it can act on. "Now I can see that content is valuable," says Dodds, "we can start pulling the right strings."

From platform to growth engine

"Now that we've got the foundation, the question is how do we turn this into the next-level experience for our clients. That's what we're excited about."

— Sajid Anam, VP of Design, Ebury

Ebury has plans for what it wants to build now that the infrastructure is in place.

Optimize and Analyze are on the roadmap for the next six months. AEO, a category Ebury hadn't yet moved into, is where the team sees its biggest near-term opportunity: a chance to start fresh and get ahead of a shift that most companies in its space have not yet prioritized.

The longer-term ambition is a multichannel acquisition engine: pulling signals from marketing channels, feeding them back into personalization experiments, and matching the digital experience to each vertical Ebury serves. If a sales rep is pitching institutional finance, the website should reflect that conversation, not a generic page that undercuts the pitch.

"It's not about having A/B tests that are always on," Heaton says. "It's about having 600 versions of your website, an always-on experiment that's constantly customizing the experience. That completely matched the problem we were having."

Ebury is a 16-year-old company that spent most of that time letting its people carry the brand story. The website is finally ready to carry some of it too.