PCM Vol.3 Issue 11

Vol.3.Issue 11. November 2017
PCM
YOUR GATEWAY TO THE WORLD OF PAYMENTS
Emerging markets transform the global economy

AMIR ABDIN
Founder & Editor-in-Chief
Founder & Editor-in-Chief
Founder & Editor-in-Chief
amir@teampcn.com
amir@teampcn.com
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amir@teampcn.com
Amir Abdin
Founder Amir Abdin & Editor-in-Chief
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Contents
5
THREE WAYS FINANCIAL SERVICES ARE
PROVIDING NEW OPPORTUNITIES IN INDIA
8
12
LATIN AMERICA: THE EVER-EVOLVING PROSPECT
5 CURIOUS FACTS ABOUT THE PAYMENTS
BUSINESS IN EMERGING MARKETS
15
SUCCESS IN SUB - SAHARA MARKETS
19
STARTUP SPOTLIGHT: BANKABLE
24
THE AGE OF DIGITAL PAYMENTS
28
EQUIFAX’S VIKRAM RAMANI
30
SPECIAL FEATURE: P20 INAUGURAL
CONFERENCE IN LONDON
32
HOT JOBS
33
INDUSTRY EVENTS
3

The Thought Leader rubric is a collection of leading
professionals from a wide range of firms in the
industry, educating the market on the best practices
and how to overcome certain challenges.

Three ways financial services are providing
new opportunities in India
by Amrish Rau
Hundreds of millions of households across the globe are
without access to traditional banking services, stifling
opportunity. In India alone, 250 million adults don’t have a
bank account and the majority don’t have a credit rating.
Consequently, it can be very difficult for these consumers
to connect with businesses that require traditional
payment verification models.
While this paints a bleak picture, it’s one that is already
starting to change thanks to the rise of innovative financial
technology. Nowhere can this be felt more clearly than in
India, where technology is being used to tackle crossborder
payment, credit and remittance challenges head
on. Here, progressive companies are shifting the way
payment and financial services operate, opening up new
opportunities for economic and social growth.
Attempts to offer a seamless cross-border experience
are further complicated in high growth markets where
alternative payment methods – which refer to payments
made using something other than a credit card like
cash, coupons, bank transfers, prepaid cards etc. – still
represent as many as two-thirds of all payments.
India for example has a population size of over 1.3 billion
but has just 24.5 million credit cards in circulation.
In order to break down these market nuances, we are
seeing established firms and fintech startups alike
develop and implement innovative technology solutions to
aid businesses that are trying to encourage cross-border
trade and operate internationally.
Cross-border payments
Recent estimates have the cross-border market growing
from $401 billion in 2016 to $994 billion in 2020, with
nearly two-thirds of cross-border business expected to
come from high growth markets such as Asia and Latin
America.
While the advent and uptake of eCommerce and
mCommerce means cross-border now represents
one of the biggest business opportunities available to
merchants around the globe, many are being held back
by cumbersome cross-border payment infrastructure and
processes which are hindering their ability to meet and
transact with potential consumers.
At PayU we are doing our part to make cross-border trade
easier for merchants and consumers alike. Earlier this
year we launched our PayU Hub platform. PayU Hub aims
solve many cross-border commerce challenges by using
a single API integration to help merchants access to 2.3
billion potential new customers in the major high growth
markets across Asia, Central and Eastern Europe, Middle-
East, India, Africa and Latin America.
Rather than adopt a traditional cross-border model, using
an international acquirer, PayU has redefined the way
cross-border payments can be undertaken. PayU Hub’s
hyper-local direct connections to local acquirers and direct
connections to alternative payment methods set us apart.
Thought Leaders Corner
5

Not only do they allow merchants to reach entire markets
through alternative payment methods but they also improve
customer experience.
Credit access
In emerging, high growth markets around the world a lack
of access to credit is considered part of the course. Yet,
without this access, millions of people can be excluded from
everyday – and often life changing – opportunities. Renting or
buying a house, owning a phone, even pursuing an education
can become off-limits. As a consequence, wider economic
growth is held back.
We are seeing this particular challenge addressed thanks to
a rise in smartphones, ecommerce and online transactions
in high growth markets, which brings with it a corresponding
rise in data about customers spending and earning habits.
As the amount of data increases, new techniques are
being used to build credit intelligence and more accurately
understand an individual’s credit rating.
For example, AI and machine learning are being incorporated
into credit models, enabling underwriting which uses
thousands of variables all changing in real time.
At PayU we are doing our part to
make cross-border trade easier for
merchants and consumers alike.
At PayU we are developing these new techniques and
their potential to unlock credit and financial services for
underserved populations. Our record €110 million investment
in Kreditech means that we have a joint partnership to create
credit ratings and provide finance to people who may not
otherwise have credit histories.
As businesses become more comfortable and able to use a
variety of methods to build data profiles for consumers, more
and more people can be offered access to credit.
Digital apps and services that enable customers to pay
later, pay in instalments or only use credit when needed are
increasing the number of consumers able to access financial
services, and therefore their participation in the economy.
6

This more flexible approach to credit is also helping
merchants mitigate the credit risks commonly associated
with high growth markets. For example, the ability to use
credit to pay for pick up and distribution costs removes the
risk of non-payment for a small vegetable grower looking to
expand his business.
Remittances
An estimated $6.5 trillion in remittances will be sent to low
and middle-income countries between 2015 and 2030. India
alone remits more than $10bn annually.
However, most if not all of these transfers are coordinated
through banks relying on high fees and broken processes.
Amrish Rau
CEO at Pay U India
There is a massive opportunity here
for innovative companies to use
technology to improve the flow of
cash to loved ones across the globe.
As the CEO of PayU India, India’s leading digital
payment solution provider, Amrish Rau is at the
forefront of driving digital transformations in
the Indian financial services space. Amrish was
the Managing Director of Citrus Pay, a leading
consumer payments company, where he worked
to simplify payments for online merchants and
consumers. Upon Citrus Pay’s acquisition by
PayU, Amrish came on board as the India CEO and
reports directly to Global CEO, Laurent le Moal.
There is a massive opportunity here for innovative companies
to use technology to improve the flow of cash to loved ones
across the globe.
We are already seeing companies capitalise on this
opportunity. Remitly, for example, developed a unique digital
money transfer platform to minimise customer friction and
make the process of sending money internationally faster,
easier, more transparent and less costly.
Already, Remitly’s customers are sending nearly $4 billion
annually around the world, saving them millions compared to
using other providers.
These three examples demonstrate the impact financial
services innovation can have – and is already having – in
high growth markets such as India. Indeed, merchants who
capitalise on these innovations will help enable social change
while simultaneously supporting their own growth.
There can be no stronger business case for fintech innovation
than this.
About Pay U
PayU uses its payments heritage and expertise
to deliver financial services in emerging markets.
Our local operations in Asia, Central and Eastern
Europe, Latin America, the Middle East and Africa
enable us to be experts in these countries and
provide the best solutions for the local market.
PayU is the leading online payment service
provider in 16 high growth markets, dedicated
to creating a fast, simple and efficient payment
process for merchants and buyers. Our 250+
payment methods and PCI certified platforms
are designed to meet every consumer’s needs.
The markets in which PayU operates represent
a potential consumer base of nearly 2.3 billion
people and a huge growth potential for merchants.
PayU has more than 1,800 payment specialists
based in these local markets supporting
PayU’s 300,000+ merchants and the millions of
consumers making online payments.
Thought Leaders Corner
7

Latin America: The Ever-Evolving Prospect
by Alphonse Voigt
EBANX is a cross-border payments processor focused
on global merchants that want to start selling or increase
sales in Brazil, Mexico, Argentina, Chile, Colombia, and
Peru. By offering Latin American local payment methods,
we provide access to both global e-commerces and Latin
American customers.
When it comes to our mission and vision, it is crystal
clear for us: it is about continuing to break economic and
financial barriers in the payments landscape.
If people want to buy, they need to be able to do so.
Payment methods should not be an obstacle. The same
logic works for merchants: they must be able to sell to
Latin Americans very easily, no matter where in the world
they are located.
The Start of EBANX
International business came naturally due to my love for
surfing, which goes hand in hand with travel. I entered the
payments world about ten years ago, with the realisation
of the immense market potential and how challenging it
was to offer a really good local payment experience to
global merchants.
It was at the beginning of 2012, that I decided with my
partners João and Wagner to start the EBANX project.
We had a clear objective in mind, which was to attract
global merchants to our platform with a very strong value
proposition and with a simple message: “Integrate with
EBANX and its local payment methods and duplicate or
even triple your sales with Brazilians and after with other
Latin Americans.”
The company’s name was established with some
creativity at the start of 2012. Back then, the word fintech
was not yet invented.
While all other companies in the industry at that time were
adding “pay” and “pago” to their names, we came up with
EBANX, resembling electronic banks.
Our name and our brand represents a cool differential,
something that we, the ebankers, are very proud of.
When you are a Latin American, you are familiar with the
barriers to access global products and services. It’s all
about breaking down these barriers and creating bridges
between continents, allowing people from all over the
world to express themselves through their purchases.
These are our biggest and most exciting challenges and
the key elements that move us forward.
The Aim of EBANX
Today, with more than 25 million end-users around several
Latin American countries, the brand EBANX is becoming
more and more familiar. One in every ten Brazilians has
already used EBANX to buy from our global merchants.
The aim is to bring as many global players as possible to
the Latin American reality. This way, Latin Americans will
have access to the best global companies. In order for a
company to be truly global, it must reach everyone and it
8 Thought Leaders Corner

must count on a trustworthy local payments partner. This
partner is EBANX.
The company culture is very strong and EBANX is indeed
a great place to work. The intention is to grow very quickly
from our current 300 ebankers to 1000, as we believe it is
all about people and bringing good people in.
Openness and the Future of the Payments Landscape
To me openness means ease. The simpler it is, the more
growth we will see, for both merchants and processors.
So it is our job to demonstrate to regulators, schemes,
acquirers, and other players that ease and compliance
must coexist for the payments landscape to thrive. Today
we have the tools to make that happen and we will have
even more solutions in the future. One-click payments, no
matter if they are local or cross-border, it’s the only way I
see the industry going.
The Payments Industry in the LATAM Market
Latin American countries work a lot with cash payments,
which is a very traditional method. They are deeply rooted
in Latin American cultures.
As strange as it may sound, the experience of generating
an OXXO voucher online, for example, and then going to
an OXXO convenience store to pay is very common in
Mexico. The same goes for the boleto bancário in Brazil,
the Vía Baloto in Colombia and so on. Cash payments are
not just used by unbanked consumers. Everyone uses
them. For instance, all utility bills in Brazil are paid via
boleto bancário.
Alphonse Voigt
Co-founder and CEO of EBANX
Alphonse Voigt is the Co-founder and CEO of
EBANX, a Brazilian company that processes
cross-border payments for hundreds of global
merchants in Latin America. Alphonse is
Brazilian, a lawyer by training, entrepreneur
at heart and also a surfer, skydiver and
spearfisherman.
Every country has their own specificities, but,
despite differences, Latin American countries have
commonalities, such as their consumption potential. It is
a region that lacks product and service initiatives. This is
why the first big player to really invest here conquers the
whole market and becomes monumental. So do not look
at Latin America as just any other area on the map, but as
a region with huge potential where you can conquer an
eager market.
Latin American Markets
We currently dominate the Brazilian market, being the
biggest cross-border payments processor in the country.
We have also been growing very rapidly in Mexico and
have recently started operating in Chile, Colombia,
Peru, and Argentina. These are all very important Latin
American markets, which offer a lot of space for crossborder
merchants of all sizes to grow. Companies
and websites from all around the world that work with
cross-border operations and want to sell to these Latin
American countries can rely on EBANX.
About EBANX
EBANX is a fintech headquartered in Brazil
that offers Latin American local payment
methods to global businesses. The company
offers solutions in Latin American payment
methods for merchants such as AliExpress,
Wish, and Udacity. EBANX is changing the way
consumers in Brazil, Mexico, Colombia, Chile,
and Peru pay on international websites and has
already enabled more than 24 million people
in these countries to access global products
and services, as well as enabling global
e-commerces to reach new audiences. For
more information: https://business.ebanx.com/
9

Expansion of EBANX
Argentina was our most recent market entry and during
the first semester of 2018 we will be operating in
Paraguay, Uruguay, Bolivia, and Ecuador.
For us, entering a new region always means going big with
a detailed deep dive into the countries we are looking to
become established in. At EBANX, we process for high
profile global merchants. We have been prioritising
quality versus quantity, always seeking to develop direct
connections with major acquirers and banks in the
region.
EBANX in a Nutshell
EBANX is not a startup trying to revolutionise payments.
EBANX is a tech company
with 300 ebankers that
solved a gap between Latin
American consumers and
global websites through
offering the popular
payment methods of the
region.
Secondly, few people are
aware of the real power
that accepting local
payments has on business
sales. It is not about a little
more market penetration. It
is about a disruptive force.
At EBANX, we say that a
good payment strategy
can be your best marketing
strategy.
We see all of our merchants
experiencing growth of
two to three times during the first year of offering local
payment solutions. This is a fact. Latin Americans want to
buy, but they often are not able to pay. However, this is not
because they lack money, but because they do not have
access to the required payment method.
Finally, EBANX is not a global company that sees the
whole world as uniform. We understand differences and
the importance of being local.
We do everything within our reach to satisfy
our merchants, from localized customer support
to answer all questions from our merchant’s
customers, to providing an outstanding merchant
services team and individualized approaches.
For a long time we were focused on larger enterpriselevel
global merchants and building the perfect product
for them. Today we are supporting and adding unique
services to lead SMBs into Latin American markets.
Our SMB project has grown substantially with proven
success.
Additionally, for three years EBANX has been investing
heavily in the end-user market. EBANX is not only
a payments processor, but also a great channel for
businesses to reach their Latin American customers.
People can top-up our virtual and physical cards using
their preferred payment methods to buy in any store
around the world. Today, more than 22 million Brazilians
buy from global e-commerces through EBANX solutions,
two million of them using the EBANX Account.
Why EBANX is Different
We go beyond payments,
our competitors don’t.
Our global partners feel
at home at EBANX. We
do everything within
our reach to satisfy
our merchants, from
localised customer
support to answer all
questions from our
merchant’s customers,
to providing an
outstanding merchant
services
team
and individualised
approaches. Our legal
team and our marketing
team are very supportive
as well.
We are available 24/7 for our merchants and their
customers.
We are also very close to our end-users. We understand
them, listen to them and we are able to communicate this
information back to our merchants. By doing that we are
always creating new features and specific solutions for
our merchants. This way, they only have to think about
growing their businesses, since we take care of the rest.
We are experts in Latin America, we comprehend local
culture and local people’s behaviour, in addition to the
local payments ecosystem. Merchants do not come to us
only for our payments expertise, but also for our complete
solution for market entrance.
Exciting News
EBANX is now ready to support all kinds of global
merchants, from those that sell 100 USD per month to
mega merchants that sell 100 million USD per month.
Bringing Innovation to the Market
The way we innovate is based on four pillars: relationships,
creativity, profound local knowledge, and technology. We
believe payments are just the tip of a process that is much
more connected to fully opening consumer markets, to
obtaining a full grasp of these markets and to sharing
it with our merchants. Entering a new market is not just
about offering a local payment method. It is also about
understanding consumers’ thoughts and how they shop
online and then transforming all of this knowledge into an
entry strategy, tailor made for each merchant.
10
Thought Leaders Corner

5 Curious Facts About the Payments
Business in Emerging Markets
By Henrique Di Lorenzo
Emerging Markets have achieved a certain reputation
in the payment industry. Reports from financial
analysts discuss about the endless possibilities
and opportunities driven by financial inclusion,
Fintech innovation, demographics, eCommerce, and
leapfrogging technological developments in mature
markets. In my personal journey in various markets
(considered to be “emerging”) I’ve realised that there
are usually different dimensions that prevail when
bringing a business to a new country. In this article, I
will share some thoughts on some dynamics that are
particularly interesting in emerging markets:
Various merchants do not have enough cashflow to pay
their bills, buy supplies for their shops or keep running
their services (like taxis). That’s why advanced payments
services are particularly attractive to this segment.
Providing merchants with micro-credits in the form of
same-day deposits (of payments that are due at the end of
the month) is a quite profitable business. Sometimes SMB
are willing to pay more than 5% just to get access to these
funds. Alternatively, services that provide consumers with
micro-credit during checkout, especially in eCommerce
(e.g. solutions like deferred payment or payment upon
delivery), are not yet very common in emerging markets.
There is an increasing activity in this space, thought! Fact
is – as payments (alone) tend to become less profitable,
players that combine highly profitable financial services
with payments services tend to retain their relevance in
emerging markets.
Culture and payment habits
Interplay between financial services and payments services
Payments transactions are still quite profitable in most
emerging markets. While some mature markets are
facing stricter regulations on transaction fees (like
Durbin amendment in USA, interchange fees cap in
Europe, and a similar regulation in Australia), such fees
remain relatively high in most countries. This creates
opportunities for new entrants, who can offer more
efficient transaction processing services to merchants.
However, more important than providing merchants with
payments services that are a few basis points cheaper, it
is to provide merchants with relevant financial services,
especially in the small and midsize business (SMB)
segments.
Seemingly obvious, but easily overlooked. This item is not
specific to emerging markets, as every nation has its own
collection of payment methods. Customers’ habits and
their receptiveness to concepts like credit lines, lending
and interest are different per country. Some countries
have more than 30 different electronic payment methods,
among credit, debit, pre-paid, voucher, tickets, direct
debit, etc. Sometimes, different payment methods can be
combined in the same card (like combo cards in Brazil,
combining credit and debit in the same plastic, even
for contactless). Also, international payment methods
can be used in a particular way, e.g. for splitting the
payment into many installments, sometimes more than
24x. In places where installments are more the rule
than the exception, merchants already incorporate the
average payment interest rates in the product price (and
provide discounts to those customers paying in a single
installment). Finally, we see that the payment acceptance
landscape is getting more fragmented in some emerging
markets. This is because large acquirers or processors
are getting increasing competition of new entrants, who
do an outstanding job in meeting the payment needs of
specific segments.
Biometrics and data protection
The differences in the usage of biometric data in some
emerging markets, compared to other mature markets,
are striking! In some emerging countries banks have
databases with biometric data of millions of customers.
12
Thought Leaders Corner

Which is something that, for example, in Europe would be
avoided at all costs. The reasons for the implementation
of biometrics in emerging countries go beyond “customer
convenience”. In many cases there’s a clear business
case in the form of fraud prevention, mainly identity theft.
In countries where government-issued identities are not
so strong and easy to fake, there’s an increasing number
of enrollment fraud, where a customer applies for a bank
service or a credit line using a fake ID. After exploiting this
credit line, the customer would disappear, buy another
fake ID and so on… By implementing biometrics systems,
banks have managed to reduce losses due to identity
theft to a level that quickly justifies the business cases
for the implementation. In some cases, the losses could
sum up to dozens of millions of dollars. Once the bank
already stores the biometric data of its accountholders in
a database, it can also use biometrics for authentication
when authorizing transactions for instance, at ATMs.
Emerging countries that are particularly strong in
biometrics are Brazil and India. As an example, in India,
all Aadhaar-enabled point-of-sales (PoS) devices must be
equipped with biometrics readers, due to a government
regulation. Even though this seems to be widespread
knowledge, I have met different acquirers and terminal
vendors that were planning to enter India, while ignoring
or deprioritizing biometrics.
Regulation, standards and compliance
Also seemingly obvious, but in practice this is a big
headache. Quite often it’s very unclear what the
compliance requirements in a specific market are. This
is because they cut across different dimensions, from
different (and disconnected) regulatory entities and,
sometimes, without proper documentation. International
payment schemes have local product rules. National
banking associations set additional rules like security,
payment flows and common technical standards. For
vendors launching hardware, there are local regulations
for product safety, electromagnetic compatibility, among
others. When working with local schemes and partners,
very often they define their own certification programs.
Investigating the compliance requirements is something
that needs to be done well in advance, before accessing
a new market.
Lack of information as an opportunity
As mentioned above, relevant information is not always
properly documented in various markets. Even when it is
well documented, it’s not obvious how to find it. The only
workaround is to engage in a network of contacts that can
help you navigating the local business landscape. This is
extremely beneficial, as business success can be strongly
dependent on personal relationships. Furthermore, as
the payments landscape is rapidly changing in emerging
markets (due to new regulations or new strategies of
the dominant local players), you need to get a firsthand
insight on these changes, as they tend to directly
impact your business! In summary, when getting into a
new market, make sure to participate in the right forums
(and contribute to it) and foster a network of experienced
contacts. Otherwise you may not have enough time to
prepare your business to upcoming changes.
Henrique Di Lorenzo
Global Director of Products at UL
He is responsible for UL’s portfolio for the financial
industry. In particular, UL’s web-based SaaS
applications for payments compliance and transaction
testing. Henrique has operated both in emerging and in
established markets (Europe, Latam, USA and Middle
East), mainly in technically complex projects on recent
advances in the payments space.
About UL
UL Transaction Security guides companies within the
payments, finance, retail, and data security domains.
UL helps customer to get a smoother and quicker
route to access global markets, ensuring compliance
with local standards, global interoperability between
products and systems and security for all components
in the ecosystem.
13

EXPERT INTERVIEW
This is our cover story of the month. Highly
regarded experts in the industry provide their point
of view on specific challenges that merchants
and other companies face in their day-to-day
operations.

Success in Sub-
Sahara Markets
PCM: Who is Letshego and what is your strategy?
Chris: The Letshego Group is an inclusive
finance organisation, that has been operating
in Africa for almost twenty years, with a
presence in 11 Sub Saharan Markets. We
have 3000 staff, which includes our agency
network, and are progressing in our strategy
to increase financial inclusion within the
markets where we operate. How are we
succeeding?
By providing simple, accessible and
appropriate financial solutions to
individuals as well as micro and
small entrepreneurs - ultimately,
those members of society who have
historically been unable to access
traditional banking products.
PCM: What is the current status of
finncial inclusion in Africa?
Chris: According to McKinsey, there
are over 320 million individuals
across Sub Saharan Africa who do
not have access to formal or semiformal
financial services. Letshego
is committed to reducing this lack
of access, and ultimately improving
the lives of individuals, while at
the same time supporting broader
economic growth and development
- by enabling an individual to
access financial solutions, they can
participate in the economy by sending
or receiving money, accessing funds
to expand their business, empowering
their children with an education to
increase future income potential, or
even saving extra funds for that rainy day.
For this reason, Financial Inclusion is a
critical item on every emerging economy’s
government agenda. In expanding the
reach of financial services to underbanked
communities, research has proven
we can reduce extreme poverty and create a
sustainable future for millions of people who
previously felt there was no hope.
15

What is needed to increase the impact / reach of
financial inclusion in Africa?
Chris: Africa has benefited from global advances
in technology, so much so, we have been fortunate
to leap-frog many interim steps in building regional
financial sectors through moving directly to the
benefits of mobile banking technology along
with improved risk and regulatory frameworks.
Africa has yet to reach the level of some leading
developed markets; however in the last decade
we have come a long way in building enhanced
financial sector infrastructure and thus supporting
the development of capital markets and economic
development for the longer term.
How does one increase financial inclusion?
Chris: Increasing financial inclusion is not as
simple as rolling out an effective mobile banking
platform and hoping that will bridge the gap
between the banked and underbanked. It is
important that providers, like Letshego, partner
with local governments and regulators, understand
the nuances of the communities and economies
where we operate, create solutions which match
the needs of individuals, and thus deliver solutions
which bring sustainable benefits to communities.
Financial inclusion aims to improve the potential
to increase income, advance living standards and
ultimately reduce poverty – provision of financial
literacy will accelerate take up of appropriate
services.
How are you measuring your success?
Chris: Sustainability and social impact is the
cornerstone of Letshego’s regional strategy in
Africa, and as such, we remain committed to
measuring and reporting our progress.
We are one of few African inclusive, or micro,
finance providers who have contracted an external
and independent expert to assess whether we are
in fact achieving our ambitions to increase our
social impact, by creating our own ‘Social Impact
Scorecard’.
Some results from our 2016 customer surveys
showed us that 54% of our customers are satisfied
with our service delivery, 86% report a sense of
empowerment from our financial solutions and
94% feel their lives have improved from Letshego’s
support.
From a social impact perspective, our scorecard
has enabled us to focus our efforts around
increasing impact in other critical areas such
as Financial Literacy and helping individuals to
understand and manage their personal debt.
Letshego has the skills and reach to not only deliver
financial solutions; it empowers communities with
fundamental financial skills adoption.
16

What has your social impact scorecard shown
you?
Chris: In 2016 we published our first scorecard,
and the results are invaluable, not only from
the perspective of understanding whether our
solutions are delivering the results we intended,
but also enabling us to see exactly how our
solutions are improving lives and where we can
improve alignment with our customer’s needs.
Where from here?
Chris: With a presence in 11 Sub Saharan Markets,
our priority going forward is to deepen our
impact in the markets where we are operating
by diversifying our solution offerings and forging
strategic partnerships, with both government and
private sector players.
By establishing effective partnerships Letshego
aims to achieve an increased level of collaboration
between influential partners, and as a result,
enhanced impact and reach of local financial
inclusion targets.
Financial Inclusion cannot be achieved by any
one single entity – like all sustainable ventures in
emerging markets, the most sustainable ventures
involve collective effort.
CHRIS LOW
Group Managing Director at Letshego Holdings LTD
Prior to joining the Letshego Group in 2013, Chris
spearheaded successful growth strategies in global
financial institutions including Standard Chartered
Bank, National Bank of Kuwait and Goldman Sachs.
In culminating 30 years of banking sector experience,
Chris has developed a passion for diverse and
emerging economies, having worked in the U.K,
Tanzania, Kenya, South Africa, India, Indonesia,
Singapore, Philippines, Kuwait, India and now
Botswana. Chris is Associate Member of the Institute
of Chartered Accountants of England and Wales and
studied Zoology at Oxford University.
About Letshego
Letshego Holdings Limited (“Letshego”) was
incorporated in 1998, is headquartered in Gaborone
and has been publicly listed on the Botswana
Stock Exchange since 2002. Today it is one of
Botswana’s largest indigenous groups, with a market
capitalisation of approximately USD500mn, placing
it in the top 50 listed sub-Sahara African companies
(ex-South Africa), and with an agenda focused
on inclusive finance. Through its eleven country
presence across Southern, East and West Africa
(Botswana, Ghana, Kenya, Lesotho, Mozambique,
Namibia, Nigeria, Rwanda, Swaziland, Tanzania and
Uganda), its subsidiaries provide simple, appropriate
and accessible consumer and microfinance banking
solutions to the financially underserved. The Group
employs over 3,250 team members, representing
more than 20 nationalities, servicing a customer base
of over 345,000 borrowers and 120,000 depositors
through 307 customer access points.
17

You think you have what it takes to start a business in a
super-hot market? PCM takes a close look at some of
the most innovative and promising startup companies
in the payment industry.

The pace of Fintech innovation is challenging for a great number of traditional banks. To meet
business needs of large financial institutions, disruptive Fintech players that can offer innovative
platforms and payment solutions have become particularly interesting to work with. We sat
down with Eric Mouilleron, Founder & CEO at Bankable who shares his startup story with us.
PCM: Tell us about Bankable. How did this idea come to be?
Eric: I started Bankable with the vision of displacing
payment inefficiencies by real-time, affordable, scalable
electronic solutions.
When I founded Bankable (formerly Cards Prepaid), no one
knew what “fintech” stood for.
I realised the power of prepaid while attending the first
MasterCard Prepaid Conference in May 2007 in Prague. The
prepaid industry promised high growth and I envisioned
powering payments with globally scalable technological
innovation.
There was an opportunity in the market. Traditional banks
have extremely opaque fees while consumers demand
transparency. Many people only need basic banking
services simply to receive money and make payments
without any hidden fees.
A prepaid based light bank account enables such services
and empowers consumers who do not have bank accounts
and are outside the credit rating system.
However, the regulatory environment did not allow non-banks
to offer payment services before November 2009 when the
Payment Services Directive was implemented by EU member
states. It was the first step to revolutionising financial
services and stimulating competition in the marketplace to
provide consumers with transparent and efficient services.
I completed a € 1.5 million equity injection into Bankable
in December 2009 from professional investors looking to
invest directly and privately in early-stage companies.
Today, along with Bankable, financial technology (FinTech)
has emerged as a dynamic industry disrupting financial
services through innovation.
PCM: Why is it called Bankable?
Eric: We initially established ourselves as Cards Prepaid
Ltd. We rebranded in August 2014 to Bankable to shift
focus from prepaid cards as a means of payment to the
company’s mission to enable “Banking as a Service”. Banks,
telcos, FinTech entrepreneurs and governments can launch
financial services quickly, while corporates can streamline
their payment processes through Bankable’s proprietary
platform as a service.
The name positions the company as an established partner
with reliable technology for its clients. Bankable’s logo
symbolises a gear mechanism that emphasises the idea
of uninterrupted performance and continuous innovation
provided by Bankable to its clients and partners.
PCM: Why is Bankable needed?
Eric: Bankable is here to displace payment inefficiencies
and to promote outsourced innovation in financial services.
We are here to serve business needs with time to market in
mind.
19

We are a global architect of innovative payment solutions
providing “Banking as a Service”. Our core virtual account
management platform is available in white-label or via APIs
enabling anyone to deploy payment solutions – including
virtual account services, e-ledgers, virtual & plastic card
programmes, and e-wallet & light banking solutions. For
example, banks can offer an innovative solution (the Virtual
Ledger Manager) to their large global corporate clients
allowing them to reduce the number of bank accounts
operated and automate reconciliation using virtual accounts
and virtual IBANs.
Additionally, banks and entities with a large consumer base
can also launch corporate and consumer card solutions
to target varied categories of clients. For corporates,
our platform can power a fully white-labelled self-service
private cloud-based platform for SMEs and corporates to
issue Visa/MasterCard prepaid cards to employees for
expenses, purchasing, payroll, incentives, etc.
On the other hand for consumers, our platform can enable a
“light” banking solution offering essential financial services
to digitally native consumers. Consumers are not required
to have a bank account to access this solution which makes
it an ideal payment and financial management tool for young
people, the unbanked population and migrant workers. All
these solutions provide full control and transparency for
clients and consumers alike.
PCM: What makes Bankable different?
Eric Mouilleron, Founder and CEO Bankable
Eric: Bankable provides end-to-end payment solutions.
We enable regulated and non-regulated entities to deploy
payment solutions. They key benefit of our core platform is
the ability to allow clients to develop payment solutions via
a single point of contact.
Our interoperable proprietary platform is integrated with
various key partners in the payments ecosystem. This
infrastructure allows clients to quickly deploy payment
solutions via a single partnership with Bankable, in turn
also accelerating time to market. We encourage our clients
to focus on their brand and distribution, while we operate
the back-end system (processing, connectivity to card
schemes, etc.).
PCM: What were some of your biggest challenges for
launching this business?
Eric: The biggest challenge even today is to attract and
retain relevant clients, exceptional talent, and prestigious
shareholders.
PCM: Tell us about your expansion plans and how do you go
about choosing the next region you expand into?
Eric: We are currently focused on distributing our solutions
across Europe. Currently, we serve corporate clients with
a legal entity in Europe globally. For consumer projects, we
can launch in all 30+ European countries.
We definitely want to expand our global footprint as well. We
are currently in discussion with regulators, Central Banks,
and corporate clients in Australia, Middle East and North
America.
We are also looking to expand our services to Africa to build
robust and modern payment solutions to slowly displace
cash and promote financial inclusion.
PCM: What are the 3 things you want people to know about
your company?
Eric:
1. Time to market is of raison d’être.
2. We are relevant and compliant to global organisations.
3. We are friendly and punctual!
20

“
Time-to-market and
ambition are of essence
to us to build successful
partnerships
”
enabling Banking as a Service
via white-label and API-based
payment solutions
hello@bnkbl.com
www.bnkbl.com
@wearebankable

To get a complete view of all the businesses
in the Payments ecosystem, this rubric
showcases how merchants deal with payments
and FinTech challenges.

The Age of Digital Payments
PCM: What are the key emerging markets for Carrefour
Group and how does payment processing differ from the
European market?
Frédéric: As the reference in food retail, Carrefour operates
nearly 12,000 stores and e-commerce sites in more than 30
countries. A global player, Carrefour made its entry into the
emerging markets of Latin America (Argentina and Brazil
with 952 stores) and Asia (China and Taiwan, with 441
stores)a long time ago. In the same way as in mature markets,
payment remains in emerging countries an important point
of contact in the creation of the customer relationship and
the economic development of the company.
Nichole Montoya,
Co-Founder & CEO of Cheddar Up
PCM: What challenges do you face currently when it comes
to payments processing and acceptance in Latin America
for example?
Frédéric: There are three important challenges we see in
Latin America:
- The first concerns the effective realization of the EMV
migration (cards and POS). Today, main challenges for
EMV migration in Latin America are “budget constraints
and lack of knowledgeable resources”. Latin American
industry stakeholders recognize that there is a need to
educate themselves about EMV and to leverage the lessons
learned in other parts of the region and the world.
The rise of mobile telephony in these countries has made
applications a preferred tool for contact and customer
loyalty. The global non-cash transaction volumes record
highest growth of past decade (43.4% for Asia and 20%
for Latin America).
Market Pay, payment institution of Carrefour Group,
decided for example last year to support the migration to
EMV/chip in Latin America, as a solution to prevent fraud,
especially card skimming, but also as a great platform for
added services.
These markets are Contactless and wallet. The payment’s
experience is similar to Europe but the POS on the field is
in development. In Argentina, for example, the POS have
just initiated their migration to EMV.
Initiatives to promote cashless societies, technological
innovation, and financial inclusion emerge as the key
drivers of the significant growth rates of the non-cash
transactions in the emerging markets.
While the proliferation of mobile payments and digital
innovation are expected to be the levers of high growth
across all the regions, differences in adoption patterns
and development of new use cases are likely to shape the
individual regional trends.
Developing economies will continue on a growth path for
the next five years.This will be due to the entry of new
players, the ability to leapfrog to new technologies, and
the expansion of traditional payments infrastructures
into the digital world.
- The second: PCI-DSS compliance. For Market Pay, it
was important to help our countries in Latin America to
understand the importance of the PCI-DSS compliance
for security policies, technologies and ongoing processes
that protect their payment systems from breaches and
theft of cardholder data.
- The last: Reduce the interchanges fees. The interchanges
fees are very high in Latin America. The local interchange
of credit and debit cards is very high compared to the
international average (3% vs. 0.30% for credit cards)
PCM: Taking Argentina and Brazil as specific examples,
what are the main opportunities you currently see and
how do you plan on exploiting them?
Frédéric: The trend is clear: digital is in. However, much
of these technological developments require a change in
consumer behavior, which is notoriously inflexible.
We must remember that 70% of Latin Americans do not
have a bank account, 60% of transactions made by SMEs
24
Payment collective

are in cash and 47% of employees work in the informal
economy. E-commerce accommodates a minority
population, and digital wallets cater to an impossibly
small market. Our main goal is to propose to our clients
new payments products based on the new technologies.
M-commerce opportunities are huge. There is a clear
opportunity to develop and promote card-on-file
capabilities in mobile apps and sites.
Frédéric Mazurier
CEO, Market Pay (Carrefour Group)
Frédéric’s career has been focused on the Financial
Services, oriented merchant and client vision, with
an emphasis on building value through strategic
products development. He was heading the business
development for Carrefour Banque and bringing the
innovation on the Carrefour payments world with the
launch of the first Mastercard Only and Contactless
card on the French (2009) and Spanish (2013) markets.
He created and coordinated the issuing paneuropean
payment platform currently extended to acceptance
and acquiring. As CEO of Market Pay, from January
2016, he is driving one of the most important European
payment institution .
Technology will drive credit card loyalty in Brazil. Loyalty
program is a viable way to attarct more customers and
gather more engagement.
The market for loyalty in Brazil has been expanding over
recent years. The economic conditions for the country
are one of the main causes.
PCM: What is currently missing in terms of payment
means in Argentina and Brazil from a customer’s PoV and
how do you see that changing in the future?
Frédéric: The age of digital payments in Latin America has
arrived. With a large unbanked population and much of
the economy still operating informally, the trends outlined
here will continue to develop over the next several years.
Competitors will scramble to gain their footing and find
solutions that stick.
Banks will fight to stay relevant in a rapidly decentralizing
payments environment. And players of all persuasions
will experiment with services to bring the underbanked
into the digital age.
About Market Pay
(Carrefour Group)
Created to support the brands of the Carrefour Group,
Market Pay develops and operates custom solutions
to boost the business and improve the customer
relations. The payment institution, which is a whollyowned
subsidiary of Carrefour Group, combines all
of Carrefour’s electronic payment systems, such as
Carrefour cards, POS terminals and online payment
solutions, and centralises payment acceptance and
acquisition services for all of the retail channels.
Market Pay enables the set-up and management of
customised, secure, high-performance payment
solutions. It will improve the security of payment data
collected from customers of Carrefour banners and
develop new payment solutions for the Group.
25

Yet as things stand, m-commerce is only available to Latin
America’s credit-card holding upper-middle class. There
is still a key underserved demographic: underbanked
(and uncarded) smartphone holders.
Regulators can help to ensure level playing field for all
players in the new financial infrastructure by implementing
changes to existing regulations, standards of practice,
and creating new legal and liability frameworks.
This group represents a huge opportunity. They are urban,
tech-savvy, connected on social media, newly middleclass,
and most importantly, aspirational, meaning they
want copy consumption patterns of the affluent.
A turbulent competitive landscape is a win for merchants
and consumers. With increased competition, consumers
enjoy an improved e-commerce experience, enhanced
convenience and a lower risk of fraud.
In the medium term, Latin America will experience a trend
toward consolidation in the payments industry. Apart
from Brazil, NFC POS penetration in Latin America is low
(e.g. 5% in Colombia) and NFC-enabled smartphones
(such as the iPhone 6) are very few in number compared
to Android-based handsets.
Undeniably, the solutions most likely to succeed are those
that are cheap and easy to roll out and not dependent on
the installation of new hardware.
The proliferation and adoption of alternate payment
channels such as contactless, wearables, coupled with
modern authentification and authorization techniques, is
expected to further catalyze growth of mobile payments
by changing the user experience. E-and m-payments are
expected to take a significant share of the total global
non-cash transactions.
Merchants benefit from declining fees and can offer
better customer service as greater competition pushes
slack providers out of the market.
PCM: What influence does mobile have on your payment
strategy and how does it help in the rise of Emerging
Markets?
Frédéric: In 2017, one trend in particular will come to the
forefront: the prominence of mobile commerce.
Smartphone penetration in the region is roughly 45% in
2016, totaling 175 million, and is forecasted to grow by
12% annually through 2019. Argentina and Brazil have a
high and an increasing mobile penetration.
That creates an attractive market for the development of
mobile payment.
The growth and adoption of next generation payments,
mostly through technology innovation, is likely to be driven
by retail customer, with central authorities expected to play a
key role in enabling a level playing field through key initiatives.
Deep collaboration among the incumbents, new entrants,
and the regulators is needed to avoid complexity and
delays in adaptability of next generations payments.
Carrefour continues to innovate and now offers customers
practical mobile payment solutions in the majority of
Carrefour stores, along with the loyalty benefits of the
Carrefour card.
Payment collective

In this rubric we are introducing inspiring professionals
of the financial technology industry and look
into their careers and ambitions. This is a collaboration
in partnership with Atlanta Trend.

EQUIFAX’S VIKRAM RAMANI
Vikram Ramani, the CIO of Emerging Markets at Equifax,
had to give up competitive cricket at the age of 16 in
order to focus on his studies at the behest of his parents.
They were concerned that it was taking up too much of
his time, even though he was considered one of the top
25 players in the Indian state of Tamil Nadu. “They sat me
down and told me that I needed to focus on getting into
college and earning a professional degree,” he says.
Born and raised in Chennai India, Vikram decided that
since math and science were his favorite subjects
he would become an engineer. He was accepted into
Madras University where he majored in electronics and
communication engineering. He also did a two year
course of study in computer software at NIIT where he
learned “hands on” programming.
As the Apply platform grew and became
more profitable, Vikram was asked
to become a permanent employee of
Equifax as well as manager of Apply. He was
now managing a team of 15 people.
The Apply platform’s success caused Vikram to become
quite well known and liked throughout the company. He
also was able to develop strong relationships with Equifax
customers like BellSouth, GE and Verizon. “I was able
to really understand what customers wanted and solve
their business problems by positioning and delivering
the appropriate solutions” he says. In 2007, Vikram
was asked to lead the retail vertical portion of Equifax’s
new professional services group known as Technology
& Analytical Services (TAS). For his next opportunity,
in 2009, Vikram was asked to assume responsibility
for technology operations for all decisioning and fraud
platforms at the company. This offered him significant
exposure to international clients for the first time and he
regularly interacted with teams in the UK, Canada and
Latin America.
Vikram became an intern at SRA Systems in Chennai
upon graduation from Madras University in 1998 and
then joined the company as a permanent employee six
months later. “From the beginning, I only worked on U.S.
client projects,” he says. One such project, for First Data
Corporation, led to his first trip to the U.S. when he went
to work onsite in Denver. In 2002, the opportunity arose
for him to work for Equifax, a client of SRA, in Atlanta.
“We were working on Equifax’s first decisioning platform,
called Apply, which was much more than delivering just
a credit report,” he says. Apply was initially only being
positioned for telecoms to decide whether or not to give
a customer a service ( land line, Wireless , Internet etc.
) and set up the appropriate service plan, but was later
expanded to also make loan decisions for banks.
In 2012, Vikram became Vice President of Professional
Services for Equifax’s Identity and Fraud business unit.
“The work I did at this point was across all financial and
other industry verticals,” he says. “I also spent a lot of time
in Washington D.C working with Government customers.”
Vikram also began working on a personal goal in 2012
when he was accepted into the Executive MBA program at
Emory University. “My MBA work gave me a lot,” he says.
“First of all, I enjoyed the professional diversity of
my fellow students – doctors, lawyers, accountants,
engineers – and it gave me a wonderful perspective on all
of the great opportunities available in the world. Second,
it was great at giving me some practical knowledge
outside of my work experience.
28
Executive Profiles

For example, I have a much deeper understanding of the role
that private equity firms play in today’s business world. The
main thing I would say to people thinking about pursuing an
MBA or any other degree is ‘don’t be afraid to try something
new.’” Upon completing his MBA, Vikram decided to take his
own advice. He met with a number of senior executives at the
company, and told them that he was ready to do more.
Vikram Ramani
CIO of Emerging Markets at Equifax
Accordingly, several opportunities were made available to him.
Vikram chose to become the CIO of Emerging Markets, with a
focus on both Russia and India. “I had told them that I was ready
to roll up my sleeves as the emerging markets role was going to
be very ‘hands on,’” he says. He found India to be an exciting
challenge, as it was still in a startup mode. “I had to do a lot of
work in India at first,” he says, “putting out fires and trying to
figure out how to support increasing revenue.”
One thing Vikram has enjoyed about working internationally is
getting to work with different cultures. “With more companies
going global, it’s quite valuable to experience the different
perspectives of other nationalities and learn how to work with
people from other countries,” he says.
“A big part of our future, and the future of many fintech
companies in the U.S., is international,” he says. “It may be hard
work delivering best in class U.S. financial tools and services to
other parts of the world, but it is worth it.
I’m very proud of what we do because we are basically
providing the world with the tools they need to accelerate the
stable growth of their own economies. Standards of living will
rise around the world and we will be an important part of that,”
he says.
Vikram has been married for 11 years and has two daughters,
ages 10 and 6. The family resides in Johns Creek where he still
continues to play cricket. He is also a regular in the ALTA and
USTA Tennis leagues.
29

P20 Inaugural Conference in London
Following more than 18 months of preparation and
anticipation, top leaders, government officials, and
regulators in the payments industry gathered at Lancaster
House in central London for the inaugural P20 summit.
The conference featured some of the top CEOs and
innovative thinkers in the payments industry and financial
technology, who traveled from across the globe to
meet and discuss key issues and challenges facing the
payment industry.
The program, moderated by Al Lukies CBE, the Prime
Minister’s Global Ambassador to Fintech, included several
panels featuring top experts in the FinTech and payments
space. Two headline keynote speakers included former
U.S. Treasury Secretary Jack Lew, and Stephen Barclay,
MP with UK Treasury oversight.
“It’s very significant,” said H. West Richards of the
American Transaction Processors Coalition. “(The P20
summit is) bringing the leaders of the industry together
with regulators from the United Kingdom and the United
States, which truly are the leading regulators and thought
leaders around regulation when it comes to the financial
services industry, and payments in particular.”
Richards, with Robert Green of the Holland & Knight law
firm in Atlanta, first conceived of the P20 concept — short
for Payments 20 — in early 2016. Along with long-time
financial executive Peter Radcliffe, based in London, they
began pulling together a who’s-who list of participants
for the first-ever P20 summit.
“Bringing everyone together to help shape the future
of the payments industry is a pretty big mission,” said
Richards.
“I’ve been talking to a huge number of people, and the
need and desire to get together here in London has been
tremendous,” said Radcliffe.
Prior to the gathering, Green, Richards and Radcliffe
worked to establish a series of pillars that define the
mission of the P20 in London, and in years to come. Those
pillars are focused on financial challenges impacting
everyone: regulation, cyber security, financial technology
(FinTech) innovation and financial inclusion.
“I’ve talked to many CEOs, and as you can imagine, the
one thing they say always concerns them is cyber risk,”
said Radcliffe. “All you can do is actually make as certain
as possible you are spending the right amount of money
to defend the data that you have, but also the protection
of the system.”
“The way we tackle this is by cooperation, and sitting
around that table, every member of the P20 board has that
absolutely in the top of their mind. There is no competitive
issue in protecting our industry against cyber-attack.”
While cyber security is on the minds of seemingly
everyone, financial inclusion is the key phrase being
focused on by many executives and innovators.
“It (financial inclusion) is important to growth, it’s
important to commerce, it’s important to minimizing the
disparity economically in the world,” said Allen Maines,
Executive Partner at Holland & Knight in Atlanta.
“There are a number of places in the world where
economic disparity is growing, and that has predictably
resulted in higher crime and more unrest, more political
instability. The more we can level the playing field and
make electronic payments available to people, the more
stable the world is going to be,” said Maines.
With these issues helping to define the inaugural P20,
members and invitees gathered at Lancaster House on
October 10, 2017, focusing not only on the event, but on
the summit to come one year later in Atlanta, GA.
30
Special Feature

The London conference featured the inaugural P20
board meeting, along with a series of speakers and
presentations designed to jump-start a year’s worth of
UK/US-based innovation and collaboration.
Bruce Lowthers, President of Payments at FIS in
Jacksonville, FL, is the first executive to come on board
for the thought leader summit and lead the London
conference. Lowthers, who has been critical to the
successful launch of the P20, will assume the role of
conference Chair again when the event moves to Atlanta
in October of 2018.
“For the first time ever (in 2017) we’ve really brought
together a series of executives from the United States and
United Kingdom, government officials, and regulators all
in one room, to talk about how we make the payments ecosystem
a better place,” said Lowthers. “I think that’s truly
unique because the people we have here can actually
drive the change in our respective countries. That’s
pretty inspiring, and gives us a great opportunity to do
things and help move the payments ecosystem forward.”
Reviews from attendees are overwhelmingly positive,
recognizing the unique nature of the event, and the
rarity of being able to pull so many influential payments
industry leaders into the same place, at the same time.
Will Frampton
Owner & Director at McLeod Media
Will Frampton is the Owner and Director of McLeod
Media, a storytelling film production company.
Frampton is a 15 year veteran of broadcast TV news,
including a stint reporting from Kabul, Afghanistan
in 2007, which earned him an Emmy award for best
special news coverage.
“It was, I think, a brilliant day,” said Lewis Howard of the
Payments and Cards Network. “We touched on some of
the most important issues of today and tomorrow. Online
identification, financial inclusion, cyber security. We had
literally some of the global thought leaders, some of the
very top of their industry talk on several panels.”
“In terms of content and participation, it’s one of the best
conferences I’ve ever been to.”
“What’s amazingly telling is these (leaders and executives)
turned up, gave up a day, to really get around the table
and think, ‘how are we going to bring about change?’”
said Georgina Nelson, Founder and CEO of TruRating.
“‘How are we going to open up to innovation, how are we
going to help financial inclusion? How are we going to
tackle some of these cyber security issues?’ These are
all issues which face all of the big payments guys, but
then ultimately every single consumer in the world.”
About McLeod Media
McLeod Media, a storytelling film production
company, was founded in 2013 by Will Frampton,
an Emmy award-winning broadcast veteran with 15
years experience reporting across the United States.
McLeod Media focuses on delivering memorable
stories to help people, businesses and organizations
achieve their goals.
SCREEN
The 2018 P20 Atlanta summit will be hosted at the Atlanta
History Center in the Buckhead neighborhood, centrally
situated in metro Atlanta. P20 organizers are expecting
an even larger gathering than at the inaugural event in
London, as top financial leaders again come together to
set the world’s agenda on the future of money, and how
people exchange it.
To watch the P20 inaugural conference
31

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32

Events
LONDON, UK
NOVEMBER
14-15
FinTech Europe 2017 summit will bring together FinTech and banking
professionals to assess collaboration to advance processes, technologies
and efficiency
Discount Code: PCN2017
AMSTERDAM, NETHERLANDS
NOVEMBER
14-15
The World Rail Festival 2017 will be in its 7th year and it continues to grow
and attract a large audience of rail operators from around the world. The
conference will host hundreds of attendees, 100 speakers and 40 exhibition
booths.
LONDON, UK
NOVEMBER
21-23
The Internet of Banking and Payments Summit will look to bring together
the payments eco-system, including: banks, retailers, device manufacturers
and payment providers to discuss how IoT payments can be harnessed for
frictionless customer experience in light of PSD2
30
PARIS, FRANCE
NOVEMBER
28-29
The Consumer Identity World is the place where you can dive deeper into
the world of CIAM. Learn more about privacy by design, Consent Lifecycle
Management and the needs of your customer
Discount Code: ciwt17save10

Events
CANNES, FRANCE
NOVEMBER
28-30
TRUSTECH is the Largest International Event dedicated to Trust-Based
Technologies with unprecedented networking opportunities and not-to-bemissed
Keynote Speakers
SANTA CLARA, USA
NOVEMBER
29-30
IoT Tech Expo is bringing together over 6,000 attendees from across the
entire IoT industry with representatives from sectors including government,
energy, education, transportation, healthcare, logistics, manufacturing,
agriculture, insurance, retail, and many more, this event is not to be missed
PALM SPRINGS, USA
29 NOV
-
1 DEC
8th Mega Event Worldwide is the place to make business contacts with
executives managing Loyalty Programs, Ancillary Revenue Programs & Co-
Brand Card Programs at many of the world’s largest airlines and travel brands
Discount Code: PCN

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discuss a specific topic, don’t hesitate to contact us.
Get in touch today and be featured in the next edition:
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