Context
A newly established payments company set itself an unusual double target: penetrate the digital payments market and reach profitability in year one. It needed digital financial products for the business sector, effective marketing and expansion strategies, and the corporate machinery — governance, compliance, product lifecycle — of a company several years older.
Approach
Over eighteen months from the founding stage we worked across the full build: strategic support and decision-making for the board; alignment of vision across executive teams and stakeholders; end-to-end product lifecycle management from idea to launch; the market-entry plan and its execution; regulatory compliance and market analysis; the IT, change-management and complaints procedures; and the sales growth, partnership and revenue strategies. Commercially, bundling became the signature: services packaged and sold as integrated solutions.
