The new younger generation of customers are “Agile Machines”. To be effective, agile thinkers need agile tools & agile processes. However, most banks and payments processors have slow, sequential processes and release cycles using methods and approaches from the last century.

It’s not just technology that’s changed; it’s the underlying business model. Consider new players like Airbnb & Uber. These are agile, end-customer focused technology providers. If your technology change process is measured in quarters and your change management process relies on committee meetings, then you will never keep up.

The marketplace is more competitive than ever – falling costs of entry are removing barriers and allowing disruptive new players to enter and compete. These new players are not constrained by legacy systems and technology, or most importantly, legacy thinking!

The established technology providers are burdened with all of these legacies – systems from the 1980s and 1990s, but more importantly, processes and the people that designed them, are also from the 20th century. Most of the people in the industry hadn’t left school in the 20th century!

Too many organisations are constrained by legacy infrastructure;

•   Too many suppliers defending aging solutions that maintain legacy revenue streams

•   Most of the payment solutions were designed and built in the 1990s and just adapted since

•   As a result, they are predicated on a market and organisational model that is 25 years old

In the 21^st Century, things have changed;

•   New tokens/methods/channels, QR codes, contactless tap and go, biometrics, digital currencies, wallets, email address etc

•   New transaction flows, why must transactions flow to a competing bank if they can go direct to a 3^rd party

Our Solutions;

•   Don’t assume that every transaction begins with a card

•   Don’t assume every transaction type follows the same workflow

•   Don’t assume that every transaction has a single destination