IBSi Blogs

Many of fintech’s success stories are built upon businesses that would have traditionally been competitors coming together as collaborators to fix a specific problem, which has benefitted the industry and consumers alike. In today’s fast-paced environment, a ‘do-it-alone’ strategy does not always cut it.

by David Reiss, Programme Director, Strategic Partnerships, Currencycloud

Historically a key trend that has underpinned the growth of the industry has been traditional organisations such as big banks and government agencies partnering with tech-driven newcomers. Encouraging regulations and policy changes like Open Banking have helped the sector harness an ever-expanding range of technological possibilities.

Collaboration has not just been limited to fintechs partnering with large incumbents, however. Growing numbers of fintechs are partnering with one another to drive innovation and provide customers with an ecosystem of partners that know how to work and integrate together, while most importantly, meeting customers’ needs. This trend should be encouraged as it delivers multiple benefits including allowing businesses to harness smart thinking from across the fintech industry while avoiding the clashes of perspective and culture they might encounter with more traditional organisations. This isn’t just limited to the financial services sector either, with companies such as food delivery applications or mobility solutions partnering with fintechs via embedded finance solutions to offer their customers a winning product.

Two, three, or perhaps no heads at all?

Fintechs who want to partner with players from the same industry needs to make sure the partnership is aligned with their needs. While the rewards of partnerships are high, strategic collaboration requires thoughtful consideration. Depending on the product, the size of the business, or the expected outcome of their venture, there are three principal options that they should consider.

They can decide to not partner at all and build the entire product or proposition themselves. While you’ll be able to design exactly what you want, this can take a long time and a lot of money to develop and implement. Then there’s the ongoing resource required to maintain, develop and remain compliant.

Fintechs can also decide to outsource some of their needs to a single partner. This is something scaling fintechs often do to plug gaps in existing capabilities, improve user experience, and increase their go-to-market time by relying on one, often more-established generalist with a ‘broad brush’ approach.

Alternatively, fintechs could partner with multiple, best-in-class specialists, leveraging their varied skills to fuel growth. For example, a company could partner with one provider for cross-border payment solutions, another for card issuing, and a separate one for compliance.

From competition to collaboration

Whichever approach fintechs decide to pursue, in our experience there are benefits to bringing together different expertise, technology, and purpose. Here collaboration trumps competition, and as opposed to the wider world of commerce where businesses often fall victim to fierce competition, fintechs are achieving success by working towards common goals.

Further, many of the most successful fintechs are fast-moving, agile, and able to rapidly respond to change and the ecosystem’s disruptive characteristics. This flexible approach means many are pragmatic and access the pool’s diverse capabilities to meet a specific challenge when it arises.

Fintechs are also often distinct from traditional financial institutions in that their culture is inherently different. They can choose best practices and styles to create something new and compelling, which gives them an ‘open-mindedness’ towards partners and an appreciation that diverse perspectives yield positive results. Problems are easier to solve when they are looked at from multiple angles.

A good example of an effective fintech partnership is the recent collaboration between global payments platform Currencycloud, Transact Payments Limited (TPL) – principal Scheme member for Visa & Mastercard and BIN sponsor, and financial infrastructure platform Integrated Finance (IF) to deliver a unique solution for sync., the all-in-one money aggregation app. In this case sync. had a vision of creating a super app that would allow users to instantly access, manage, and view all their accounts across different banks within a single app.

Integrated Finance provided sync. with the ability to open customer accounts and move funds between multiple banks and institutions by automating its workflows and enabling sync. to connect easily to other institutions. Transact Payments Limited enabled them to issue their card via a new settlement system which allowed them to hold multiple currencies and offer them to customers. Currencycloud, meanwhile, allowed sync. to offer their customers different currencies within the app and the ability to access a global market and remain compliant. This collective know-how provided the framework for sync. to build a truly unique application and get to market in less than three months.

Alliances like these are synonymous with innovation and improved offerings for customers. For fintechs, the right choice might not always be to align themselves with legacy banks and consultancies first but to instead look to their counterparts. In an industry that offers novel solutions to customers, a partnership model can generate the energy that fuels growth, innovation, and creativity.

For many of us, the ease of accessing digital financial services, such as contactless payments and electronic transactions, is often taken for granted. However, across many parts of the world, millions of people do not have access to digital bank accounts or credit and debit cards and rely instead on cash for daily transactions and savings.

by José Cabral, Managing Director, Ria Money Transfer

In the age of globalisation and interconnectedness, more people than ever before are migrating to different countries in search of better opportunities. Many of the more than 280 million migrants around the world send money to loved ones back home. These cross-border transactions, called remittances, accounted for over $600 billion in income globally in 2021 and serve as a lifeline for many. Families receiving remittances invest them in education, healthcare, and food security.

The UK as a major remittance hotspot

Some countries around the world are hotspots for both immigration and remittances, as the two often go hand-in-hand. In the UK, over 14% of the country’s population in 2021 was foreign-born, totalling over 9.6 million people and a large portion of the job force. The majority hail either from other countries in Europe or from Asian countries such as India and Pakistan. With a significant migrant population comes a significant international cash flow; the UK is the source of billions of dollars in remittances sent annually, which make a sizeable impact on many recipient countries’ GDPs.

India is the country of origin for the largest portion of migrants in the UK, representing 9% of the country’s foreign-born population. It is also a leading recipient of remittances worldwide, and nearly 15% of UK remittances go to India. In 2020, India received over $3.9 billion in remittances from the UK alone, totalling almost 7% of all remittances sent to India in that year — only the US and the UAE had higher figures.

Nigeria receives the greatest total volume of remittances from the UK. An estimated $4.1 billion in remittances was sent from the UK to Nigeria in 2021, totalling 24% of all remittances sent to Nigeria that year. Other significant remittance flows from the UK include Pakistan, where almost 5% of the UK’s foreign-born population comes from and which received over $1.68 billion in remittances from the UK in 2020, and Poland, a country of origin to 7% of migrants in the UK and recipient of $1.14 billion in 2020.

The impact this has on economies

Remittance flows to the developing world have a powerful role in shaping local economies. Both Nigeria and India are global powerhouses with enormous economies, of which 4% and 3% respectively are derived from remittances. In Pakistan, remittances represent 8.7% of GDP, and over 6% of those remittances come from the UK. Cross-border money transfers to these regions are vital to the families who use this money to pay for food, medicine, and education, as well as to fund small businesses and make investments.

The ease with which migrants in sender countries like the UK can access remittance services has a direct impact on economic development in the regions that receive them. But those sending remittances to loved ones back home do face significant barriers, among them the cost of international money transfers. Globally, about 6% of the money sent by migrants is absorbed in transaction fees, with costs differing significantly between companies and destinations. The World Bank estimates that a 5% reduction in the cost of sending remittances would increase the amount available for migrants to send to their families by up to $16 billion per year.

Financial inclusion/social angle

One way to reduce costs and make transactions more accessible is to implement mobile solutions to send and receive money digitally. By making it easier for people to receive money wherever they are, remittances have an even greater potential to impact both national economies and individuals’ financial standing, creating greater financial inclusion. This can be especially true for previously unbanked individuals, who have their first connection to digital banking services through remittances. It can also help those who previously lived paycheque to paycheque or with irregular sources of income finally begin to put money aside.

The role remittances play in developing local economies through increased cash flows goes hand-in-hand with the social benefit they provide to the families and communities that receive them. The billions of dollars sent annually to developing countries can allow recipients to improve their standard of living through education, healthcare, food security, and savings. By giving people simplified access to finance by digital means, people across the world can achieve greater financial independence.

Imagine life without access to a bank account. If you’re able to earn a living without one -and it’s a big if – the only choice you have when buying goods and services is to pay cash in physical stores. As a result, you are limited to the stores you can travel to cost-effectively, giving you no access to deals on the web, which automatically means your money is working less hard for you. If you want to save – well, you have your mattress –  and if you need to borrow,  good luck with your local loan shark.

by Alessandro Hatami, Managing Director, Pacemakers.io

Digital banking, e-commerce and card payments have led to a dramatic reduction in the use of cash in our everyday lives. In 2019 only 23% of all payments were made using cash, down from close to 60% a decade earlier – a trend that the covid pandemic has accelerated. This move to digital financial services means those of us with bank accounts can store our money more safely;  if we lose our wallets, we block our cards and ask the bank to reissue them. If we have surplus money, we can protect it by searching online to find the most effective way to invest or save. And if we are low on funds, we generally have myriad affordable credit options available.

In short, there is every incentive to open a bank account these days. Yet, according to the most recent figures,  over one million individuals in the UK do not have bank accounts. One of the most common reasons for this is that they cannot identify themselves.

Here in the UK, national ID cards have long been controversial, with both sides of the political divide claiming they interfere with civil liberties. In more analogue times, they may have had a point. In today’s connected world, each of us leaves a trail of data across the web that third parties can exploit. What’s more, the UK has more surveillance cameras per resident than any other country except China.

After successive administrations tried and failed to address the issue, the government recently announced new legislation to make it easier, faster and safer for citizens to obtain a digital identity. Under these measures, UK citizens will be able to create a digital identity by providing their name and date of birth to a range of digital identity organisations certified as trustworthy by the Office for Digital Identities and Attributes. The government’s digital ID measures stop short of national ID cards as they believe that “there is no public support” for such a system.

This new legislation is supposed to be an attempt to balance civil liberties concerns with the urgent need for a trustworthy means of authenticating our digital selves. Yet what we have ended up with is a “digital identity souk”, where the task of authenticating citizens’ digital identities is delegated to many different organisations instead of to one trusted centralised body. It’s a bit like trying to get a passport from lots of privatised passport offices instead of from the government passport office. Under this incoming legislation, depending on why they need it, citizens could end up hosting their digital identities at multiple providers – hardly a solution that puts a stop to the propagation of personal data.

By contrast, creating a national, centralised, encrypted, trusted digital identity database which stores and allows citizens access to and control over their identity, health, finance, education, permits, and residence records, would have huge benefits. Such a system is potentially a tool for empowering consumers and preventing any abuse of their data by intrusive institutions. To address civil liberty concerns, it could be overseen by a trusted body which is completely independent of the government.

There would also need to be safeguards and guarantees provided by proper regulation and enforcement.  The EU’s GDPR (General Data Protection Regulation) has taken the first (clumsy) step in making sure that citizens are aware when their data is being used by a third party, and for the time being, the UK is still adhering to this regulation.

This proposal may well raise concerns about cybersecurity.  It’s true that all databases are at risk of being hacked. Organisations including the NHS, British Airways, TSB Bank and TalkTalk that store personal data have all experienced data breaches. By contrast, a national, centralised, encrypted, digital identity database could allow the public and private sectors to pool anti-hacking resources, making it harder for criminals to access citizens’ private data.

Importantly,  such a system would help prevent people on the edge of society from becoming isolated and allow them to benefit from services many of us take for granted. Unbanked consumers currently pay a “banking poverty premium” of £485 a year. A well-designed national digital identity database would allow less wealthy individuals to establish their identity quickly and securely.

The rest of us would also benefit from a national, digital identity database because it would allow us to prove who we are much more quickly and easily. This will facilitate our search for better financial products, allow access to fairer pricing, and help ensure we find out quickly if a product or service is unsuitable or unaffordable.

Personal data is one of our most valuable assets. A national, digital identity database that is fit-for-purpose, modern, secure and most importantly, regulated would allow us to own our information, taking back control of who we are.

The complexity involved in trade processing has, for years, put market participants under considerable strain. Navigating this landscape has proved increasingly difficult due to the number of overlapping requirements introduced in the past decade, forcing firms to constantly recalibrate their workflows.

by Leo Labeis, CEO, REGnosys

The Common Domain Model (CDM) has emerged as one of the leading technologies designed to tackle this problem. The CDM is an open-source, human-readable and machine-executable data model for trade products and processes. It creates a digital representation of contracts and events across the lifecycle of financial transactions while supporting the conversion to and from existing messaging standards. This allows market participants to achieve consistency in the interpretation and implementation of post-trade requirements.

Despite emerging as an important tool in achieving greater cohesiveness in trade processing, one of the most frequently levelled criticisms against the CDM is that it is a solution looking for a problem.

This criticism, however, misunderstands the very purpose that the CDM was created to serve. The CDM has always been the analysis of a problem before being the outline of a solution. Not making the CDM a solution to a specific problem is precisely what allows it to tackle the inefficiencies it was designed to unlock.

The CDM is not – and shouldn’t be – a solution

Solutions exist at every point of the trade lifecycle, from matching to reporting to collateral management. Some of these solutions are widely adopted by the industry, and in most cases, organisations can choose between multiple available solutions.

The problem that persists across the post-trade landscape is not about a lack of solutions – it’s about a lack of interoperability. New mandates introduced after the 2008 global financial crisis, such as clearing, reporting or margin requirements, have led to a proliferation of new processes and fragmented approaches globally. ISDA itself has recognised that the “industry’s limited resources are not always focussed on developing and delivering common solutions.”

So, the need is not for another solution – the industry already has many of these. This is exactly why the CDM is not a solution and never should be. In this scenario – if the CDM was crafted to be a solution to a specific pain point in the trade lifecycle – the model would be customised to that specific use case rather than promoting consistency and robustness.

The industry’s current approach to trade confirmation illustrates this pitfall. This process usually classifies products upfront. As a result, most downstream trade processes, for instance, clearing or reporting, are engineered based on product types, even though they may not be the relevant classification for those processes.

Before we know it, the CDM would have perpetuated the very problem that current solutions suffer from – a lack of interoperability at different points in the trade lifecycle.

If the CDM isn’t a solution, then what is it?

What post-trade infrastructure needs is the development of common foundations for the processes, behaviours and data elements of the trade lifecycle. The CDM was created to meet this demand.

That the CDM is “coded” explains why it is often mistaken for a solution, based on the assumption that code equates to a solution. It is more accurate to think of the CDM as a library distributed in multiple languages and accompanied by visual representations. That code library is directly usable in solution implementations but critically remains independent of any particular solution or system.

Digital Regulatory Reporting (DRR) – an initiative initially championed by ISDA – provides the best illustration of this separation in action. DRR delivers a standardised, coded interpretation of the trade reporting rules using CDM-based data to represent the transaction inputs.

Importantly, DRR is only an application of the CDM. It does not directly interfere with the CDM, so the latter remains free of any reporting perspective. For instance, the processing of transaction inputs with static referential data, often jurisdiction-specific, is part of DRR but not of the CDM.

Keeping the CDM as a genuine common denominator is key to ensuring its status as a pivot between different trade processes without being encumbered by any particular one.

Looking ahead

The CDM has enormous potential to foster greater standardisation across the post-trade landscape. It can work in a complementary way to any other data standards – including FIX, FpML or ISO 20022 – and can be integrated into the internal systems of market participants, enabling data to be interpreted consistently across the board.

To realise this potential, it is vital for the industry to fully understand that not making the CDM a solution to a specific problem is what allows it to achieve this harmonisation. In doing so, firms can begin to implement more innovative and strategic approaches to data management.

The banking industry, among other industries, has witnessed a massive shift in customer behaviour with the growing use of digital channels, resulting in an increased volume of data banks manage. This data sits at the heart of the digital banking trend to provide superior, personalised, and highly secured service.

By Kalpesh Mistry, Senior Vice President – BFS, ITC Infotech

Cloud technology is becoming instrumental in reshaping digital banking services, making banking more seamless and convenient for customers. Over the last 5 years, banks have invested significant money in implementing omnichannel solutions powered by microservice-based architecture on a hybrid cloud environment with limited cloud adoption for their core banking and data solutions.

Many banks have embraced a lift and shift strategy to move some banking applications onto the cloud-virtualised platform to manage the regulatory expectation for their old data centre and reduce the Infra cost. But the establishment of full-scale cloud services like cloud-based data analytics and the transition of legacy core banking solutions to the cloud, is still in the early stage. On the other side, FinTechs have quickly identified the growing demand for digital banking and are the early adopters of establishing full digital banking on the cloud.

As most banks move towards Banking-as-a-Service on the cloud from their partially modernised banking solution implemented on an on-premise/hybrid cloud environment, it is essential to understand the possible challenges that could stand in the way of the bank modernisation journey.

Challenges Faced while Digitizing Banking on the Cloud

According to a study by Bain&Co, 80% of CEOs believe they deliver a superior customer experience, while only 8% of customers agree. This disagreement means that the banking impact on customers is heavily misunderstood.

• Customers’ expectations are rising quickly as transaction volumes, and associated revenues are shifting to challenger banks/FinTechs in the market. Banks must reinvent themselves with better digital banking tools to deliver a personalised experience. FinTech startups leverage AI/ML-based solutions to meet customers’ needs at a granular, tailored level. Their key focus is improving the delivery of financial services with a seamless user experience and simplifying the banking experience for customers.
• The security infrastructure and firewall are continuously upgraded to protect banks from cyber-attacks and various other security threats. However, we continue to see that security is compromised, which has resulted in penalties from regulators and impacted the customers’ trust in the banks. While a bank is moving its complete banking service and growing customer data to the cloud, it is important for the bank to redefine its IT security ecosystem and the resilience strategy along with the chosen cloud partners.
• Innovation and modernisation are imperative but require investment in people’s skill transformation. Lack of cloud technical expertise will affect cloud and product implementation. Creating a product or solution from scratch could drain time, money, and resources, along with siloed processes and slow decision cycles, which could delay time-to-market. Many banks lack the internal capabilities to innovate secured digital banking on the cloud.
• Cultural resistance – rigidity in the internal customers’ mindset must be transitioned to an agile one for a smoother transition to digital banking operations. The cultural resistance is linked to the bank’s investment in improving internal cloud competency.

Banks are adopting the strategy outlined below to accelerate digital banking on the cloud to maximise ROI

1. SaaS: a cloud-based Banking-as-a-Service solution

Build a tech stack of best-of-breed, Cloud-native technologies that allow the bank to swap components in and out as needed. A ‘”plug and play’ SaaS applications approach can help banks minimise time-to-value and time-to-market. SaaS Cloud solutions stand out from on-prem solutions due to their flexible pricing and subscription model, which delivers easy scalability while meeting the ongoing needs of an enterprise.

2. Open banking is considered at the heart of digital banking on the cloud strategy

According to a survey by Open Banking Org, 10–11% of digitally-enabled consumers are now estimated to be active users of at least one open banking service. This is expected to grow exponentially in the next 3 years. Open banking cloud architecture enables the data and services from various third-party sources, uses machine learning to generate granular insights, and then integrates data into banks’ channels in real time. Cloud has become one of the main allies in creating an open API secure open banking ecosystem to provide personalised digital banking solutions to improve the customer experience.

3. Collaborative engagement with a ‘Hyperscaler’ cloud provider

Proactive engagement with Hyperscaler cloud providers assesses the current technology ecosystem and defines the plan to develop the same. Hyperscalers provide various support, including technology assessment, future roadmap definition, POC, and training. Collaborative engagement with hyperscalers is crucial while the bank is in the early stage of development.

4. Internal team onboarding

Employees and internal audiences can individually benefit from Banking-as-a-Service on the cloud. The bank’s management must leverage effective communication media to onboard employees on the cloud journey through newsletters, web pages, and regular town hall meetings to ensure awareness of a cloud strategy is present across the bank thus ensuring a smooth, uniform transition with fewer bottlenecks.

5. Internal resource competency

Getting on the cloud is a journey, not a one-time exercise. While the IT team focuses on the technology roadmap and implementation, the HR and Training team must be empowered to define a roadmap for the upskilling of resources. The organisation also needs to leverage the training investment of the Hyperscalers and IT partners effectively. The bank must define the training goals jointly with its partners before beginning the cloud journey, and progress must be measured and governed by the executive steering committee.

Cloud technologies provide a best-in-the-class secured environment for a bank to fast-track its digital bank cloud strategy to deliver the increasing demands of digitisation. The cloud strategy has been utilised so far for its scalability and cost optimisation. But the way forward for a successful bank is to leverage hyperscaler nextgen investment in various cloud components such as data analytics and insight, Blockchain and more, to deliver higher value to its customers.

The first release of the API specifications for Open Banking was five years ago. At the time, I recall that many people in the banking sector didn’t see much value in it. In fact, many saw it as a potential impediment to their job.

by Martin Gaffney, Vice President EMEA, Yugabyte

Five years on, it is clear that those fears were unfounded. In May 2022 alone, UK businesses and consumers made five million open banking-driven payments. The UK open banking community made a record 1 billion API calls in the same month.

So, Open Banking ended up being a pleasant surprise rather than a restrictive move by the regulators. It opened up opportunities and showed that having to work with APIs is not a constraint but in fact, quite the opposite.

It’s taken the market a while to see that. 20 years ago, every management consultant in the sector was recommending disintermediation—the idea that you needed to own and run your own supply chain to reduce complexity.

That was still the driver when big banks started to go online: they built their own websites, their own banking applications, their own mobile solutions—all with the aim of owning everything from cell phone banking to the back end.

In practice, this actually added complexity. It meant that when a bank decided to write a web page, it had to be set to talk to an application server, which talked to its internal database, which was deployed on its on-prem server farm. It was all the bank’s responsibility, from start to finish. As a result, the organisation may have needed multiple developers with various overlapping skill sets working on this full tech stack.

But now, thanks to Open Banking and APIs, to be a serious player in banking, you must be adept at exposing and consuming APIs. To do this, you need to have the right architectures, skills, and tools in place to support this modern approach to software development.

I’d go so far as to say that we are now entering the era of ‘de-disintermediation’—as what Open Banking really means is that the bank is no longer permitted to lock anybody out, and we all need to work in a different and ‘more open’ way.

Welcome to the new de-disintermediated financial services IT world

Consumers see this on their mobile banking app, which is now full of friendly questions about whether you want to hook in another of your accounts and bring them all together in one place. Personally, I love this: it makes sense to me as a digital citizen, as a capitalist, and as a shopper.

I also like all the new businesses that Open Banking and de-disintermediation have allowed to flourish. Embedded banking is why Klarna can exist, where Buy Now, Pay Later comes in; it’s how many new payment brands work and has contributed to the major upsurge in innovative FinTech companies.

I am also seeing extremely positive moves at the tech and architecture end of the ecosystem. To do Open Banking, you must build your app in a way that allows somebody else to come in at the application server layer. You must also allow that other party’s application server to talk to other application servers, all of which have databases at the back end.

This is where the API has come into its own. IT people in progressive financial services companies welcome the fact that application programming interfaces (a technology in search of a business case for too long) make it so easy for two pieces of software to talk to each other by a contract.

Even better, the contract obliges everyone in the chain to play fair. For example, if I’m building an application that allows someone to access their bank account and returns their statements or their latest transactions, I have to publish what the API call is to get them. You must give me live session credentials, you must give me what I need, and this all happens in one agreed format–(typically) JSON, JavaScript Object Notation.

App modernisation + liberalisation = good times ahead

The reality is that the people who will succeed in an Open Banking/de-disintermediated/API-centric world are the people who build their processes, skill sets, tools, and architectures in a way that embraces this way of working. Delivering on this new approach will unlock business value.

This also means the end of huge monolithic banking applications. Now, developers can break the front off and replace the proprietary apps with APIs. This means you can more effectively outsource the value that your back end supplies, even if that’s still some monolithic mainframe app in your data centre. APIs allow you to expose it to the web and give chosen partners access to it, adding value for you.

This way of working is possibly better known to you as microservices architectures on the Cloud. Two separate tech and business development threads mesh here: one is app modernisation and the other is the general acceptance that microservices architectures are good for exploiting cloud architecture. A drive to allow more competition in the market in the shape of Open Banking has shown the API to be the best way to both comply with the regulations and to embrace that great new architecture.

There is also a database aspect here because as soon as you start the road to de-disintermediation by breaking your big banking systems up, you’re also breaking your data up. You can’t just stick with your tried and true (if rather expensive) monolithic database on the back end. Even if you did, you’d still have the ongoing problem that on-prem monolithic proprietary databases never match well with cloud-based microservices, which aim to bring everything data processing as close to the customer as possible around the world.

Given this, you can’t really have all your data sitting in a great data barn somewhere outside London. You’ll need to move to the modern data layer, an intrinsic part of this microservices architecture.

How about ending the banking IT ‘technical debt’ issue

It’s time, then, to thank the inventors of Open Banking, who weren’t (as feared) awkward people who wanted to stop you from doing stuff. You should see them instead as benefactors who’ve unlocked the door for you as a banking CIO to access a massive amount of innovation and business value in a supply chain you no longer need to 100% own.

If you embrace this, much of your day-to-day work, which is really just technical debt and patching up the work your predecessor did when John Major was PM, can go away. You can rip it up and rewrite it, turn it into an API, and let somebody else put a front end on it.

To me, the benefit of Open Banking is very clear. However, if you don’t see this as an opportunity, and consider it just another IT burden, maybe you need to ask how much of a contribution to the business you’re really making.

Industry players are on a mission to differentiate themselves, while merchants and consumers are demanding innovative ways to pay for what they buy.  A seamless payment experience is becoming more and more important to consumers and therefore merchants as eCommerce continues to be as competitive as ever.

by Ed Whitehead, Managing Director EMEA for Signifyd

Guided by the industry leaders that participated in Signifyd’s FLOW Summit 2022, featuring nearly 300 eCommerce leaders discussing the current state and future vision, we delve into what the innovation in online payments has in store for all industry players.

Industry analysts are seeing the potential of payments for revenue optimisation and seizing on the opportunity. The innovation and excitement of online payments fit just right in the new eCommerce landscape. With customers demanding increased flexibility, user-friendly payment innovation is now an important influencer in eCommerce consumer behaviours.

According to research by S&P Global Market Intelligence, merchants are missing out on $16.3 billion in revenue annually due to false declines and $20.1 billion due to customers’ preferred payment methods not being accepted on retailers’ sites.

Merchants can benefit from a best-in-class fraud solution to help them optimise payments and capitalise on their revenue. The opportunity lies in the middle of the shopping journey. While customer acquisition costs are increasing, fulfillment costs will continue rising, with customers demanding faster and more personalised delivery. The opportunity for value improvement lies in improving user experience while optimising checkout and payments.

Ending the payments’ path to commoditisation

The heart of the shopping journey is essentially the shopping cart. This is a ‘make or break moment for merchants. Whether a customer continues to the final stage of their shopping journey or not will determine the merchant’s revenue.

Samsung Chief Digital Officer Kal Raman and his team adopted a “return on shopping cart” metric. Incorporating big data, it tracks what happens to orders after buyers hit the buy button and place items in carts. It aims to gather insight into how many of them convert, and what happens to those that don’t, and spot opportunities to save those customers for a lifetime.

For a bigger advantage in retaining customers, PSPs need to provide competitive packages of products that offer merchants value extending to their customers.

Nicole Jass, FIS senior vice president of growth solutions product, commented: “The biggest thing in payments is that payments are getting commoditized. The payments piece is like the utility company. We’re the electricity that you just accept comes to your house.”

What FIS, which includes payments provider Worldpay, is doing to break out of the mold is launching its Guaranteed Payments. In partnership with Signifyd which provides a very robust payment fraud solution, Guaranteed Payments will be integrated into the payment stack to provide merchants with higher and guaranteed approvals – a huge challenge and pain point for merchants.

As a first in the industry, this type of innovative collaboration will stop payments from being commoditized. It changes the eCommerce game rules from fighting fraud to approving good orders. That opens doors for customers to try new payment plans without the fear of fraud.

One of FIS’ customers already saw great results from this innovation in online payments. Its approval rate increased by 7%, which turned into $8 million. These are topline results. The hope is that this process will also affect other players, such as issuers, who will authorise more orders when they see they are receiving better quality orders.

With the realisation of how online payments can be optimised, PSPs, merchants, and customers are seizing the opportunity to maximise revenue and provide a seamless customer journey. Online payments are a gold mine for up-levelling the eCommerce game and stepping into the new era of eCommerce innovation.

For a long time recruitment in the FinTech sector was relatively straightforward. Businesses could draw on talent already living and working in the UK, as well as nationals from any of the 27 EU countries, Norway, Iceland, Liechtenstein (the 3 EEA countries) and Switzerland. These potential employees did not require any specific permission to start living and working in the UK – no entry visa or work permit was necessary.

by Denise Osterwald, Senior Solicitor, Gherson Solicitors LLP

This all changed on 1 January 2021, the day the UK’s exit from the EU took effect. In addition, the UK authorities used Brexit as a catalyst to overhaul large parts of the immigration system that had been in place, in one way or another, since 2008. The changes were significant and meant that businesses now had to contend with a much smaller candidate pool as EU, EEA and Swiss nationals no longer had the ability to take up work immediately. At the same time, they had to get to grips with a new immigration system that applied to all candidates who were not British citizens or had already settled in the UK.

FinTech businesses are known to be flexible, nimble and quick to exploit gaps in the market. They are well placed to think ‘outside the box’ when it comes to attracting talent in the new immigration landscape. This can be, for example, by establishing direct relationships with colleges and universities in the UK and overseas, so they can recruit directly from the graduate pool without running the risk of losing talent on the open market. It can also include offering more or new apprenticeships in order to invest in growing talent in-house, for example. Whatever happens, they will need to get used to exploiting new avenues when it comes to finding talent.

FinTech firms also tend to be lean in terms of organisational structure, which has traditionally allowed them to be faster than their more cumbersome long-established counterparts when it comes to recruiting talent. Yet they are now forced to factor significant immigration costs as well as much longer timelines into their talent recruitment processes. They will also now need someone in the business who can administer the additional bureaucracy that comes with the new immigration system. Getting it wrong can have significant repercussions for the business.

UK immigration tends to be more complex and costly than many other jurisdictions. Work visas can cost several thousand pounds, depending on how many people apply (does your preferred candidate have family who will also need to relocate?) and for how long (anything up to five years).

Therefore, offering support to new recruits with this process has become a unique selling point for businesses vying for a comparatively small number of tech talent worldwide. The better the support, from a process as well as a financial perspective, the more likely they are to attract those who have the skills but not necessarily the means or knowledge to obtain UK work visas.

This means, of course, that the business will have to be able to sponsor work visas for their new employees. Some candidates may qualify for personal visas (such as visas based on having a British partner or having British ancestors), but it is likely that the vast majority of recruits will need sponsored work visas.

Most businesses will not have needed to engage with the UK’s points-based immigration system (PBS) before, or obtain a UK sponsor licence from the authorities, because they were able to fill their vacancies with candidates who did not require a visa. As this is no longer the case, it is advisable to obtain this licence as soon as possible so that the business is not caught on the back foot if it finds a person they would like to recruit but who needs a visa.

The process of getting a sponsor licence is not entirely straightforward. It takes time to compile the necessary documents, and then time for the UK authorities (the Home Office) to process the application. Overall, the minimum timeframe is in the region of 10-12 weeks. However, it can be significantly longer if the Home Office decides to visit the business’ premises to understand how they will comply with their sponsor duties were a licence to be granted. The duties are strict and affect the administration of the licence as well as the processes and procedures in place to ensure migrants on visas are monitored whilst employed. Small businesses will need to pay £536 for a licence, and large business £1,476. There is a way to speed up the process for an additional fee of £500, but it is not easy to obtain such a priority processing spot. If successful, the licence could be approved in around 10 working days.

Once the licence has been granted, the business can apply for a work visa. There are a number of different visas available, the most common being the Skilled Worker visa. The advantage of this visa compared to other work permits is that it can be applied for five years and can lead to indefinite leave to remain in the UK at the end of the five years (and then to British citizenship if desired). As already noted, UK visa applications tend to be more expensive than those in other countries, and the costs of a Skilled Worker application can range from £5,500 for a single applicant to around £10,000 for the main applicant, spouse and child. If an immigration adviser is engaged to assist with the sponsor licence and visa applications, their professional fees will need to be added to the above government fees.

What is clear about the new UK immigration landscape is that nearly every business now needs to engage with it and figure out how to make the support they offer to candidates a USP. They should also consider obtaining a sponsor licence because, eventually, they will want to recruit a candidate who will need a work visa. Given the complexity and potential pitfalls of navigating the UK’s immigration system, it is also advisable to think about engaging an immigration services provider who can support the organisation in obtaining and administering the sponsor licence and in guiding the business and its new employees through the visa application process.