Governance In a Disruptive Fintech World |
Management and Governance |
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Helping Fintech Thrive While Meeting Regulatory Requirements | Solutions for FIs in a Fast-Moving World | |
Designed for today’s Fintech companies and newer Financial Institutions. | Designed for Tier 2 and newer Financial Institutions. | |
Today’s Financial Services landscape is a hotbed of innovation and disruption. The opportunities are seemingly limitless. But like all industry innovators, the drive to commercialize an opportunity opens the door to significant risks. Regulators, regardless of whether they have oversight currently, need to be kept onside. Moreover, CEOs want to increase their chances of success and the potential for acquisition. The BOD and all investors want to know that the big opportunity being pursued is minimizing risk to their capital. For new companies, the first few years are its most dangerous. Not because the idea wasn’t good. But because insufficient governance was the source of failure.
We help your new business thrive, continuing the cadence of your company’s growth while establishing sound governance practices. |
Today’s Canadian FI industry is highly competitive and regulatory oversight has never been greater. The Big 5 banks are entrenching their positions and are in regular acquisition mode. There is also a steady stream of innovative and disruptive concepts being brought to market. At the same time, OSFI and other regulatory bodies are increasing both the depth and breadth of their oversight into the operations of FIs. For tier 2 and new(er) FIs, it is more critical than ever to establish effective management and governance processes. Company leaders want to identify opportunities, maintain effective controls and increase their overall chances of success. The BOD wants to know that the company isn’t putting investors’ capital at unnecessary risk. Regulators need to be confident that customers are being protected. We help your business thrive, continuing or returning the company to growth through the establishment of sound management and governance practices. |
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Co-Brand Optimization For Credit Card Partners |
Co-Brand Optimization for Credit Card Issuers |
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Designed for organizations (e.g. retailers) who currently have a co-brand credit card agreements with a credit card issuer, renewing a co-brand agreements or considering co-brand cards. | Designed for FIs with an existing co-brand credit card portfolio or those who may be considering one. | |
Co-Brand credit cards can be a significant source of customer loyalty, income and expense for a retailer or other type of organization. They can also be a source of great frustration. Their FI partners construct agreements with terms that can sub-optimize your opportunity. Need to drive more income? Want to improve the value proposition for your customers? Looking for more responsiveness and input from your FI partner?
We help get the most out of your business relationship with your FI partner. We do this by examining contract terms, building co-brand strategies and plans, evaluating talent and organizational requirements, identifying opportunities and creating an equitable relationship model. We can even help prepare you for negotiations and offer legal advice. |
Co-Brand credit cards can be a significant source of scale, revenue and EBT for an FI. But they are also fraught with danger. Unbalanced partner mix, misaligned contract terms, non-performing or non-compliant partners and many more risks. Need to acquire more efficiently? Drive performance from your partners? Acquire a new partner?
We help get the most out of your portfolio. We do this through financial modelling, partner analysis, evaluating talent and organizational requirements, contract evaluation, building co-brand strategies and plans, identifying opportunities and creating an equitable relationship model. |