Meet Eric weber, Tala's new Chief Technology Officer. Eric joins Tala as Chief Technology Officer after leading engineers, data scientists, and AI infrastructure specialists at Grammarly. Before that, [...] Eric joins Tala as Chief Technology Officer after leading engineers, data scientists, and AI infrastructure specialists at Grammarly. Before that, he held senior data and engineering leadership roles at Stitch Fix, Yelp, and LinkedIn. He holds a Ph.D. and an MBA from the University of Chicago Booth. As CTO, Eric will lead Tala's engineering, data, and AI functions, with a focus on the platform infrastructure that supports Tala's work across lending, payments and financial services. Tell Tala about your background. I started my career in data science and spent years building toward larger technical organizations with deep product focus. At Yelp and LinkedIn, I built data infrastructure and measurement at scale. At Stitch Fix, the work shifted to embedding machine learning and experimentation as the core operating system. The models drove decisions end-to-end, and that required very different thinking about how you build, validate, and maintain technical systems. At Grammarly, I led a global team spanning engineering, data science, data platform, and AI infrastructure. Managing that scope taught me a lot about keeping quality high as teams and systems grow and ensuring that growth is tightly connected to product and business velocity. I also hold a Ph.D., and that educational background and love for teaching shapes how I approach platform problems. Understanding why something works, not just that it works, tends to produce better systems over time. Being able to teach others about that system shows that you understand it at a level where your opinion counts. What drew you to Tala? I actually learnt about Tala about a decade ago while living in Southern California, and I thought that the mission was incredible - it resonated with me. Now being a leader at Tala ten years later and seeing the foundational architecture behind the scenes makes me excited to scale it to the next phase to serve more of the global majority. Tala has built something that takes years to accumulate: proprietary data from customers in markets that traditional financial institutions largely don't serve, models trained on that data, and infrastructure to act on it. This technical advantage can't be easily replicated and gives Tala a head start on others who might move into the space. I've spent my career building data and AI systems, and the question of who benefits from those systems is one I think about. Tala's mission deeply resonated with me because it focuses on customers that are far outside of the tech world. Tala is using its platform to expand credit access for people who have largely been shut out from accessing it. I'm also joining Tala at a critical time in its industry. Modern payment infrastructure is changing what's possible for companies operating across borders, and Tala is well positioned to move with that shift. I wanted to be part of building the technical foundation that makes it happen. How do you think about building and scaling technology platforms? First, systems need to solve a real problem. I challenge teams to only build platforms once there are three or more clear use cases where unified infrastructure is a competitive advantage. I don't believe in the "if you build it, they will come" approach. Second, before scaling products on top of infrastructure, the underlying systems need to be reliable, observable, and maintainable. Companies that skip the "prove it" moment and don't think about what a platform needs to be great at slow down later, often at the worst moments, or build something that has no real demand. The second piece is the relationship between data and decisions. A strong platform doesn't just store and retrieve information. It improves over time, surfaces the right signal at the right moment, and makes the people building on top of it more capable and more efficient. Treating data and AI infrastructure as a core asset rather than overhead is something I've seen make a real difference in how companies grow. This is particularly important in the AI moment Tala is in where everyone is searching for what sets them apart. The third is team structure. Technical systems reflect the organizations that build them, starting with clear ownership that sets high craft standards. Establishing a culture where engineers feel accountable for outcomes matters just as much as any architectural decision. I think about engineering organizations as go-to-market-minded builders. Everyone building has a responsibility to understand how the business generates revenue, to know what its customers want, and to not wait for others to give them priorities. What trends or technologies are you most focused on for Tala's platform? AI systems in production are the first. Many organizations have run AI experiments, but fewer have built the infrastructure needed to run those models reliably at scale, keep them updated, and audit their behavior. For Tala, getting that right matters across credit decisioning, predictive models, and customer intelligence. The success of the business and enablement of the global majority depends on it. The second is the shift in financial infrastructure. Stablecoins and programmable payment rails are changing what's possible for cross-border financial services. The possibilities for serving customers didn't look like this five years ago, and Tala's platform has embraced this shift to onchain finance and will need to continue operating at the pace of innovation. The third is proprietary data. As models improve, organizations with richer, more reliable data assets will increasingly outperform those without them. Tala has built that asset over years of operating in markets where others haven't. Making sure Tala get full value from it and keep building on it is a core part of what I'm here to do.

Tala cuts up to 100 jobs in Kenya as global restructuring deepens. By Muindi 2026-06-25 Updated:2026-06-25 No Comments 4 Mins Read Tala is cutting up to 10 percent of its Kenya workforce as part of a global reorganisation, a move that could remove between 90 and 100 positions from one of the US fintech's most established markets. The announcement marks the second round of job cuts in just over a year. In April 2025, Tala declared 28 positions redundant, mainly in its customer service and collections department, representing about 3 percent of its Kenya workforce. This latest round goes further and targets a different driver: not a drop in customer queries, but a deliberate shift in how Tala organises itself globally. Why Tala is restructuring now. The reorganisation centres on centralising functions across Tala's markets as the company accelerates a shift toward embedded financial services. Embedding credit means attaching loan products to partner platforms rather than acquiring customers directly. A borrower might access Tala credit when financing a motorcycle, an insurance policy, or a device purchase through a third-party provider, with Tala operating in the background rather than as a standalone app. Tala described the move as supporting its goal of embedding services into partner ecosystems at scale and delivering more value to customers and partners in Kenya and beyond. This pivot matters because it reshapes where Tala competes. In the Kenyan digital lending market, standalone lenders like Tala face pressure from M-Pesa-linked services such as M-Shwari, Fuliza, and KCB M-Pesa, which carry both seamless integration and brand trust. As of 2023, M-Shwari held 34 percent market share, Fuliza 25 percent, and KCB M-Pesa 15 percent, leaving Tala at 13 percent. Moving into embedded services reduces Tala's dependence on winning that direct comparison. What this means for affected staff. Tala has not disclosed which roles will be affected by the latest round of cuts. Based on past disclosures placing its Kenya headcount at approximately 950 employees, the 10 percent figure points to roughly 90 to 100 people losing their jobs. In the 2025 round, the company committed to honouring all staff dues, including final salary, one month's pay in lieu of notice, a severance package of at least 15 days per year worked, unused leave, a one-time ex gratia payment, and certificates of service. The company has not yet confirmed whether the same terms apply to the current round, though it stated that affected employees will receive support during the transition. Tala's position in Kenya. Tala entered Kenya in 2014 under the name Mkopo Rahisi before rebranding in 2016. Across its global markets, including Kenya, Mexico, the Philippines, and India, Tala claims to have disbursed nearly $6 billion in credit to 10 million users, with a repayment rate above 95 percent. Kenya remains its most mature market and the country where it built its operational model before expanding elsewhere. The growth of digital credit in Kenya has accelerated in recent years, driven by easy accessibility, the expansion of mobile money, and the Central Bank of Kenya's licensing framework for digital lenders. A CBK report from December 2024 showed that the number of Kenyans borrowing from digital lenders had grown more than five times since 2021, with over 85 licensed providers operating in the market by October 2024. A broader pattern across Kenya's tech sector. Tala's decision does not happen in isolation. The move follows the retrenchment of 1,108 employees at Nairobi-based AI data firm Samasource after it lost a major contract with Meta. Over the past two years, similar workforce reductions at Microsoft, Google, and Meta have also affected Kenyan workers, with the growing use of artificial intelligence frequently cited as a factor. For Tala, the shift toward embedded credit and centralised operations represents a bet on scale over headcount. Whether it strengthens the company's position in Kenya or gradually reduces its local footprint depends on how quickly its partner ecosystem model gains ground against the M-Pesa-linked services that currently lead the market. Experience working on communication and marketing departments and in the broadcast industry. Interested in sustainable development and international relations issues. 2026-06-25 2026-06-24 2026-06-22