Like many financial professionals, George Uko’s career in payments and credit didn’t follow a straight line. But it did consistently return to one core focus: managing risk.

“I’ve been a fraud team leader, credit team leader, AR leader — it all centers around risk,” he said. “If you look at my career on paper, you might wonder why it went here or there. But it all comes back to understanding and managing risk.”

Uko began his career at American Express as a Credit Analyst, working behind the scenes on the company’s then-signature “green account,” which had no preset spending limit. At that time, underwriting was a manual task.

“My job was to look at income, credit reports, employment — all of it — and determine how much credit we could responsibly give someone,” he said. “Today, that’s done through systems and AI, but back then, you really had to understand the customer.”

That early experience laid the foundation for what would become a 25-plus-year career spanning credit analysis, fraud prevention, collections and risk leadership across financial services and corporate credit environments.

Along the way, Uko moved between credit and fraud roles, led large operational teams, worked with high-value customers, and partnered closely with sales, audit and risk groups, gaining a full, end-to-end view of how payments, credit and risk connect within an organization.

The reward and challenge of what he does now

Today, Uko is a Senior Territory Credit Manager at Kubota Tractor Corporation, where he works directly with dealers to assess financial health and manage risk tied to high-value equipment financing.

“One thing people don’t always realize is that the equipment sitting on a dealer’s lot isn’t owned by the dealer,” he said. “That’s a lot of money sitting out there, so our job is to make sure the risk is balanced — for the dealer and for us.”

His role includes auditing dealer financials, conducting onsite audits, evaluating inventory levels and partnering with internal finance teams to control exposure. Unlike his earlier credit card roles, which involved thousands of customers, this role is driven largely by relationships.

“I get to know the dealers face to face,” he said. “It’s a very different dynamic. You’re working with a smaller group, but the decisions have a big impact.”

His biggest challenge comes from the rapidly changing agricultural market. “Everything is tied to the grain market,” said Uko. “A crop might be worth one amount today and something very different 90 days from now. We have to forecast much further out than we used to.”

That uncertainty — driven by market volatility, tariffs and shifting economic conditions — makes credit decisions more complex. “You want to support spending, but you also have to ask, ‘If the market changes, can they still afford this?’” he said. “That balance is harder now than it was a few years ago.”

The importance of understanding credit risk and credit management

Across roles and industries, Uko’s approach has been consistent: understand the full lifecycle of credit, not just the approval.

“Credit risk is about supporting the customer while protecting the business,” he said. “If you lend someone money and they don’t pay it back, that hits your books. So you have to make the right decisions up front.”

The key is to look beyond today’s snapshot and think ahead. “This is how I see you today,” he said. “But if the market changes, how are you going to react? That’s what risk teams have to think about.”

That means understanding the entire process — from approval to collection. “If I approve an order for $1,000, I have to follow it all the way through,” he said. “You can approve everything under the sun, but you still have to collect it later.”

He also emphasized the importance of controls, reporting and communication, as well as working closely with sales. “You want to support sales, but you can’t support everything,” he said. “The key is working together so both sides understand the goal.”

Career advice for payments professionals

For those just starting out in payments, credit or risk, Uko’s advice is simple: don’t default to “no.”

“In credit and risk, you should always try to provide options,” he said. “Just because someone can’t do something today doesn’t mean they won’t be able to tomorrow.”

That mindset becomes even more important in an AI-driven world, where many decisions are automated. “A lot of approvals happen instantly now,” he said. “What’s missing is the relationship.”

Communication and empathy, he believes, are what can set you apart from other professionals. “You have to put yourself in the customer’s shoes,” he said. “Ask yourself what you’d want if you were on the other side of the decision.”

Uko also encourages an investment in learning and community. “Go to conferences. Benchmark against other companies. Understand that there are others doing the same work you are,” he said.

His last bit of advice reflects the theme that’s guided his entire career: “Understand your purpose,” he said. “Know what you’re trying to do, because the balance between risk and growth is always changing.”

Explore more career stories in credit management and accounts receivable.

• Career Profile: Michelle Murdock, Credit & Accounts Receivable Manager, Mitutoyo America Corporation
• Career Profile: Rich Shively, Credit Manager, Williams Distributing