Selected Experience in Strategy

Assisted a global beverage manufacturer/distributor with the development and implementation of a go-to-market strategy for a prepaid payroll card. Activities included business definition, evaluation of potential partners, financial analysis and development of the business plan.

Assisted a bank card association in evaluating the costs, benefits, and risks of introducing chip cards into the US bank card market. Study concluded that a significant net investment would be required with a payback period of over seven years.

Developed and implemented a strategic Relationship Rewards program that will materially contribute to the client's vision and business objectives.

Developed a go-to-market strategy for a hand recognition biometric company that could be used wherever an individual needed to be identified, e.g., POS, building/physcal access, etc

Developed a negotiations strategy, and short term tactics, for a global airline to reduce the cost of accepting payment cards that resulted in a significant reduction in the total cost of the relationship to our client.

Developed the business case for a migration to chip-based technology for PIN debit cards in response to their growing fraud trends and recommended a solution.

Developed a white paper for a leading global card association that evaluated the key elements required for developing and implementing a new product offering targeted at the unbanked population in global emerging markets. Conducted primary research with client's management team and financial institutions in six different countries to evaluate and prioritize the market opportunities.

Evaluated opportunities for a major global payment service organization to introduce new value added services. The work facilitated the critique of new business propositions across the organisation, built business cases for a number of key initiatives and built a selection model based on a number of critiria agreed with the client.

Conducted an assessment of the issues, costs and benefits of payer authentication and other fraud solutions associated with card not present transactions for a global card association. Identified alternative solutions and developed a detailed set of recommendations.

A large local financial institution had decided to launch a new credit card incorporating an EMV compliant chip. EDC was tasked with evaluating the opportunities available in relation to value-added services that could be assigned to the chip. EDC researched the various alternatives available; developed in-depth case studies on the specifications, benefits and success of eight chip products from foreign markets; and prioritised the opportunities available to the client.

Developed an international expansion strategy for a large payment processor’s entire line of products – both risk-based products, transaction processing products, and prepaid. EDC developed background payment information for thirty-nine markets around the world, a combination of developed, developing, and emerging markets. EDC performed a market clustering analysis based on these insights and our perspective on global trends in payments. EDC also evaluated the client’s product strengths and weaknesses, assessed their competitive position in the various markets, identified market needs, recommended how the client could restructure their products to be responsive to these needs, and recommended which products they should sell into which specific markets.

Led the launch of an in-house credit card program for a leading U.S. super-regional financial institution by providing day-to-day Product Management support. Responsibilities and areas of focus included: (a) management of cross-functional bank teams in the development and implementation of account acquisition, marketing, operations, customer service, and risk management strategies; and (b) development of robust decision support tools to meet the budgeting, forecasting, and analytical needs of the bank’s line of business and retail executive management teams.

Developed a card acceptance strategy for a leading U.S. property and casualty insurance company. Included the identification of tactical initiatives in support of the new strategy that would lead to cost reduction and payment mix optimization, while also enhancing customer loyalty.