PSO had once sought to become a player in Pakistan’s venture capital ecosystem. It launched a subsidiary, PSO Venture Capital (PSOVC), with a reserve of around PKR 2.14 billion, intending to back startups and foster innovation. However, despite the capital, PSOVC failed to deploy a single meaningful investment. Earlier this year, PSO’s board approved winding up PSOVC, citing a broader strategic review and regulatory alignment.
In effect, PSO chose to abandon the VC route — perhaps recognizing that the corporate structure, oversight, and risk appetite of a state-backed entity were misaligned with the agility and risk tolerance required of venture investing.
With that chapter closed, PSO shifted focus toward fintech as a lever for diversification and growth — leveraging its massive physical footprint for digital expansion.
Payvay & Cerisma: The Fintech Pillar
What is Payvay?
Payvay is the virtual wallet and payments platform being built under Cerisma (Private) Limited, a PSO subsidiary. The idea is to turn PSO’s existing infrastructure — over 3,500 fuel stations nationwide — into on-ramps for digital payments and financial services.
Through Payvay, PSO aims to offer:
- Wallet features (store funds, make payments)
- Bill payments, interbank transfers
- Integration with 1LINK, enabling routing, clearing, and ATM connectivity
- Transitioning existing PSO wallet (Digicash) users under the Payvay umbrella over time
The strength here is scale: PSO already owns the physical “touchpoints” (fuel stations) and brand trust in many parts of Pakistan.
Partnerships Strengthening the Ecosystem
PSO is not executing this alone. Key partnerships help shore up credibility, distribution, and service breadth:
- Faysal Bank: Collaborating to deploy Shariah-compliant POS systems at fuel stations, enabling both fuel and non-fuel transactions on digital rails.
- Settlement through Bank of Punjab: Ensures regulatory compliance and anchor banking partnership needed for digital payments operations.
- Broader fintech sector developments (e.g. new licensed PSPs/EMIs) support ecosystem maturation, offering both competition and collaboration pathways.
These partnerships help mitigate execution risk, add institutional legitimacy, and widen the set of use cases beyond just PSO’s own network.
Financial Context & Motives
Even as PSO pushes into fintech, its core business remains its anchor. In FY 2025, PSO posted a profit of PKR 20.9 billion, an increase of 32% from the prior year, despite a drop in volumes.
But underneath the headline, PSO faces structural pressures:
- It holds large receivables tied up in circular debt from power and gas sector entities.
- It depends heavily on short-term financing to smooth operations.
- Margins in its core business are regulated and under stress in a volatile oil price environment.
Fintech offers potential upside:
- New revenue streams — transaction fees, float income, merchant fees
- Reduced cost leakage — by internalizing payment rails and reducing third-party fees
- Access to working capital — customer wallet balances could offer liquidity (within regulatory limits)
- Ecosystem leverage — cross-selling services, loyalty, digital financial inclusion
In short, PSO views fintech as a strategic hedge and growth lever beyond declining margins in traditional fuel distribution.
Risks, Challenges & What Could Go Wrong
Regulatory & Compliance Exposure
Fintech is a heavily regulated space in Pakistan. The State Bank of Pakistan (SBP) oversees licensing, customer data protection, anti-money laundering (AML), Know Your Customer (KYC) rules, and capital adequacy for EMIs/PSPs. Any misstep could lead to penalties or suspension.
Fierce Competition
Payvay will go up against incumbents and well-funded competitors — JazzCash, Easypaisa, banks’ digital products, Nayapay, and emergent fintechs like Barq. Customer acquisition, retention, and differentiation will be critical.
Behavioral Shift & Trust
Getting users to shift from existing wallets or cash to Payvay hinges on trust, usability, incentives, and network effects. PSO will need strong rewards or utility to win over skeptics.
Execution Discipline & Institutional Culture
The failure of PSOVC underscores that money alone doesn’t guarantee success. Fintech requires agile execution, product mindset, tech talent, and iterative feedback loops. A legacy, state-owned entity may struggle with that.
Merchant Network Expansion
Relying solely on PSO stations may limit reach. To scale, Payvay needs to onboard non-PSO merchants — convenience stores, small retailers, services. That involves sales, integration support, marketing, and potentially subsidizing POS hardware.
Dependency on Float & Capital Assumptions
Many fintech monetization models depend on “float” (holding customer balances) or investing those balances (within regulatory limits). But regulatory constraints may restrict how much PSO can leverage that float. Overreliance on optimistic assumptions could backfire.
Liquidity Constraints & Risk
PSO already has liquidity stress from receivables and circular debt. If Payvay’s rollout requires large upfront investment (tech, marketing, regulatory capital), the strain may stretch PSO’s balance sheet.
Outlook & What to Watch
- Whether PSO successfully obtains an EMI license or even a full digital bank license — and how SBP positions regulation for state-backed players.
- Uptake metrics: user growth, transaction volume, active merchants.
- Migration path from Digicash into Payvay.
- How PSO structures pricing, incentives, and loyalty to anchor users within its ecosystem.
- Partnerships beyond banks — telcos, retail chains, e-commerce platforms.
- Risk management: how PSO handles fraud, cybersecurity, regulatory audits.
If executed well, Payvay could become a serious bridge between physical retail, financial inclusion, and digital payments in Pakistan — a case where a legacy energy company evolves into a digital‐financial services firm. If mis-executed, it risks becoming another costly experiment in a crowded fintech landscape.
