TORI Perspectives Summer 17 01

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Issue 7 | Summer 2017

Contents
Introduction 3
Introduction from Editor,
Katie Lawton
Blockchain. A Bank Killer? 4
Business Analyst, Oliver Charlton,
explores Blockchain and its impending
impact
C-Suite Chit-Chat 6
Countrywide CTO, Steve Thomas,
talks about the ‘Digital Disruption’
sweeping through the real estate sector
Digital Disruption:
The Winners and Losers 8
Digital Marketing Consultant,
Dominic Yacoubian, writes a witty
article on the movers and shakers past
and present
7 Things 10
We get to know TORI’s new Head of
Cyber Security Nigel Munden
PSD2 and Open APIs:
Banking’s Uber Moment? 12
Chris Archibald delves into Open
Banking driven by the upcoming
PSD2.
Bring bucket-shaking
to the 21st Century 14
Read about the contactless bucketshaking
trial that we took part in with
our charity partners, CLIC Sargent.
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Issue 7 | Summer 2017
Welcome back!
This is Perspectives, our
regular publication aimed
at giving you a fresh view
of enterprise.
INTRODUCTION
Welcome to the seventh issue of TORI Global’s
‘Perspectives’ magazine. Every quarter we
cover issues and trends in the business world
with insights and interviews from leading
professionals in their industry. This time we’re
focusing on Digital Disruption.
We begin with a witty article from Business
Analyst, Oliver Charlton, who has a passion
for Blockchain. He discusses its origin and the
implications of its future, particularly in the
current FinTech arena.
Next we have an interview with the Chief
Technology Officer (CTO) of leading estate
agency group, Countrywide, Steve Thomas. We
ask him about the impact Digital Disruption is
having on the property market and how the role
of CTO has changed.
Thirdly, Dominic Yacoubian, Digital Marketing
Consultant, compares businesses that have ridden
the wave of Digital Disruption and those that
have drowned in the flood of new technology
and change.
Following that we have a light-hearted interview
where we get up close and personal with our
new Head of Cyber Security, Nigel Munden.
Find out his desert island discs and what he
would be doing if he wasn’t in Cyber Security!
The last two articles in this issue are all about
payments. The first being a review by Digital
expert, Chris Archibald, of PSD2 and Open
Banking. Can we compare what’s about to
happen to the payments sector to Uber? And
finally, TORI helped trial the ‘tap to donate’
bucket-shaking initiative by CLIC Sargent in
collaboration with JustGiving. They are looking
at how to bring fundraising to the 21st Century
by introducing contactless donations and we
wanted to get involved!
Whether you’re reading this on the tube or in the
office, we hope you enjoy a little perspective…
Best Wishes
Katie Lawton
Editor
I would love to hear your thoughts so please contact me with
any feedback: katie.lawton@toriglobal.com
3

BLOCKCHAIN – A Bank Killer?
By Oliver Charlton
The hype surrounding Blockchain
has been in full swing for some time
now, with much clamouring about
its potential uses. One of the most
popular statistics to be bandied about
is that Blockchain could reduce banks’
infrastructure costs by between $15-
20bn a year by 2022 1 .
An impressive statistic no doubt and not something to be
sniffed at. But my question is this; is Blockchain a bank
killer? To clarify, by “banks” I am referring to retail banks as
opposed to investment banks. But before I venture into the
nascent world of Blockchain, some context.
Much has been made by the rise of the FinTech industry,
particularly here in Britain. It has been acknowledged for
some time now that the FinTech industry is pinching the
lunch of the incumbent banks. It has also been noted
that the banks are beginning to worry about this. A recent
report from PWC suggests that “83% of the respondents
from traditional financial institutions believe that part of
their business is at risk of being lost to standalone FinTech
companies; it reaches 95% in the case of banks” 2 .
Areas such as payments, FX transfers and
Peer to Peer (P2P) lending services have
been noticeable FinTech fortes so far.
But until recently the more core banking
services such as current accounts and
wealth management have been noticeable
absentees from the FinTech resume;
that is until the likes of Atom, Monzo
and Starling have received full banking
licences from the UK regulator.
The well-established banks seem to be responding in
a number of ways that are not without contradiction.
At a Brexit debate at the Oxford Union, the MEP David
Hanan gave an impassioned speech on British business,
but was alarmed at some of the conduct of the banks.
He expressed his surprise when beginning his tenure in
Brussels at the lobbying of banks for more regulation – it
was only the big banks that had the pockets deep enough
to pay for the compliance bills 3 .
“Blockchain sits at
the confluence of the
reputation economy
and technological
progression.”
Conversely, there have been murmurings of large banks
trying to partner with FinTech whippersnappers, although
there doesn’t appear to have been anything of note yet.
Technological disruption is not the only thing worrying the
big banks. It is no secret that after the Financial Crisis the
reputation of banks took a hammering. By way of concrete
evidence for this, the Millennial Disruption Index revealed
that 71% of millennials would rather go to the dentist than
listen to what their bank has to say! Furthermore, half of
millennials are counting on tech start-ups to change the
way banking is done today 4 .
Those two statistics will certainly not surprise anyone, but
the global recession of 2008 triggered something more
unexpected – a new type of economy; the reputation
economy.
Companies such as Uber and Airbnb have been the two
most notable surfers of this reputational wave. Talking to
an Uber driver recently, he told me that being held at knife
point in his minicab for the cash he was carrying, triggered
his move to Uber. But it is not only the cashless element
of Uber that has been fundamental in its success. The
bilateral reputation scoring, and the trust that it instils in the
service, for both Airbnb, Uber and many others, has been
the hallmark of the reputation economy.
It is no coincidence that Airbnb recently ‘acquirehired’
a Bitcoin wallet company for their expertise in
Blockchain; the CTO and co-founder
Nathan Blecharczyk, mused recently
“The question is whether there’s a way
to export [a user’s reputation] and allow
access elsewhere to help other sharing
economy models to really flourish” 5 .
Blockchain sits at the confluence of the
reputation economy and technological
progression.
So why should banks be worried? As mentioned earlier,
the constituent parts of retail banking have been broken
down and consumed by various FinTech companies – a
banking buffet if you will. But several items have been out
of reach. I’d argue that whilst banks may save $15-$20bn
a year through the use of Blockchain - it is a double edged
sword. This is because Blockchain gives access to areas of
banking that have previously been unappetising to FinTech
companies, due to their heavy regulation. Whilst there is
no sign that the level of regulation will diminish, Blockchain
offers a route to market previously unavailable.
4

Issue 7 | Summer 2017
Blockchain can allow start-ups to access areas such as
mortgages, personal and business loans (although this has
already been disrupted somewhat by the likes of Funding
Circle, Kick Starter and Crowdcube), current accounts and
credit cards. The reason for this is partly down to credit
checks, KYC and AML, all of which can become more
readily available and cheaper. There are a number of other
reasons why Blockchain can help the smaller companies
competing in this space.
Top of the list is audit and compliance – not the hottest
of topics – but a rather expensive and time-consuming
one, that smaller companies would rather not do. Deloitte
have said that “companies would benefit in many ways:
standardisation [through Blockchain] would allow auditors
to verify a large portion of the most important data
behind the financial statements automatically. The cost
and time necessary to conduct an audit would decline
considerably”6.
Smaller companies
could also reap the
benefits of smart
contracts which would
help drive automation
up and costs down.
“The cost and time
necessary to conduct
an audit would
decline considerably”
There are already those that have noticed the opening up
of potential market share through the use of Clockchain.
For instance, Chris Gledhill who was an innovation
technologist at Lloyds Bank has started Secco, a
Blockchain inspired bank which has yet to acquire its
banking license, but is certainly at the leading edge of this
new type of banking.
Theoretically, there is nothing to stop banks using all the
benefits of Blockchain (and many are already looking
to exploit the benefits). They could buy their way to
Blockchain bliss through acquisitions or through building
internal capability. A couple of issues remain however.
Firstly, the time that it takes for incumbent banks to figure
out how (and then implement) the integration between
Blockchain technology and its existing infrastructure, is
a window of opportunity for the start-ups to exploit. But
there is a more esoteric reason for why banks may struggle
to defend their market share; they will have to be bold.
This article may have seemed a bit doom and gloom,
especially if you’re reading it from the viewpoint of
an incumbent. The coming together of the reputation
economy, dissatisfaction with traditional banking and trust
technologies such as Blockchain, are all good news for
customers. If you are reading from the perspective of an
incumbent bank, then Steve Jurvetson, partner of VC firm
Draper, Fisher, Jurvetson has hit the nail on the head: “big
companies will never do something substantial or worth
thinking about or worth writing a history book about in their
core businesses” 7 . Innovation naturally occurs outside of
the core business and that is precisely where big banks
will need to focus if they are to be successful in riding the
Blockchain wave – if not they’re heading for a wipe out!
WHAT IS BLOCKCHAIN?
Blockchain is best thought of as a database, the
contents of which is distributed across a network.
Blockchain was developed to provide the platform
for the cryptocurrency Bitcoin, and is a form of
distributed ledger.
A distributed ledger is the method by which records
are distributed across a network, thus meaning the
entire network has access to the data on the ledger.
The transparent nature of Blockchain creates a
‘single version of the truth’ that can be verified by
everyone on the network.
The excitement surrounding Blockchain is due to
the possibilities surrounding the disintermediation,
security and traceability of units of value (whether
that be company stocks, diamonds or personal
information).
1 The Fintech 2.0 Paper: rebooting financial services – Santander
Innoventures, Oliver Wyman & Anthemis
2 Blurred Lines: How FinTech is shaping Financial Services – PWC
3 EU Debate - Oxford Union. Daniel Hannan MEP, https://www.
youtube.com/watch?v=tzNj-hH8LkY
4 The Millennial Disruption Index, http://www.
millennialdisruptionindex.com/
5 Quartz, Airbnb just acquired a team of bitcoin and blockchain
experts, http://qz.com/657246/airbnb-just-acquired-a-team-ofbitcoin-and-blockchain-experts/
6 Deloitte, Blockchain Technology: A game breaker for accounting?
7 Mckinsey & Company, Inside the Mind of a Venture Capitalist,
http://www.mckinsey.com/industries/high-tech/our-insights/insidethe-mind-of-a-venture-capitalist
5

6

Issue 7 | Summer 2017
C-Suite Chit-Chat
with Steve Thomas
A quick Q&A with Steve Thomas,
Chief Technology Officer of Countrywide.
1 4
What are the biggest changes
that the property industry
has seen in the last few years?
The biggest changes are around, and
I’m going to use a common term
here, ‘Digital Disruption’ as well as
new entrants coming into the market
in terms of offering quick speedto-market
solutions. Over the next
few months we’re going to see the
digitisation of Lettings – that’s an area
that historically has been pretty much
all face-to-face so across the industry
we’re going to see some changes.
2
How is Countrywide
adapting to these changes?
We’re adapting to the changes by
looking at smaller tech companies that
we can plug and supplement into our
larger line of business. The days are
gone where you pick a solution and
it does the full end-to-end breadth of
your offering. We also need the ability
to plug in things quickly.
3
Where do you think
Countrywide should look
to innovate next in order to
retain market share?
We need to innovate across the value
chain of the customer. Not necessarily
picking out one area, but looking
at the value proposition. Customers
start with wanting to buy a home, it’s
then serving them with a mortgage
that gives the customer choice over
whether they want to do it face-toface,
over the phone or digitally.
How are you managing the
cultural aspects of Digital
Disruption?
That’s a difficult one. It’s about
behaviours isn’t it? We are a business
that’s been historically run on people
and relationships. You’re moving
more, or looking to move more, to an
online channel. It’s really an ongoing
piece to look at how you reward and
keep your talent. We put a lot into
our people and they are key to any
success.
5
How do the incumbents of
the property sector (such as
Countrywide) stay one step
ahead of disruptors?
Disruptors won’t necessarily have the
breadth and depth of experience to
run it end-to-end. You need to know
what customers want. We’ve been
doing this for years, we understand
the market, we’re credible. What it’s
really about is trying to match people
to property and property to people,
and it’s making that simpler and an
easier journey.
6
How do you think the role
of CTO has changed over the
last 5 years?
I think it’s broadened heavily. We’ve
got to have the ability to advise on
technology and the business. Looking
at the digital journey or the analogue
journey, if you want to call it that,
or the hybrid journey. We need to
have the technology to underpin
the value propositions. Days have
gone where we can say that we’re
just going to give you the capability
and the enablement of technology.
It’s ensuring that you can actually
showcase or prove that the technology
is working for those user journeys and
business processes.
7
Has the role become about
engaging with people?
The role has always been very
human. In terms of selling or buying
internally and your relationships.
Whichever department you’re in
in a company, you’re a salesman
internally. If you go back 5 years, the
role of CTO was, dare I say this but,
associated with cables and wires. Now
it’s connecting technology to the
Target Operating Model. How you’re
going to win business and how you’re
going to serve your customer better.
8
What new challenges are
CTOs facing today?
It’s probably keeping abreast with it
all. The markets and technology are
constantly changing. There’s always
new technology coming out! It’s
getting the time and the bandwidth to
be sure you’re aware of the latest and
greatest. You want to have that key
differentiator, that competitive edge.
It’s not just about keeping things
running.
Thank you for talking to Perspectives,
Steve!
7

Digital Disruption is nothing new, but
at the same time it is not going away and
continues its drive at growing pace from
channel to channel, catching snoozing
incumbents unawares as it tears along.
Digital Disruption
– the Winners and Losers
It all started with the dot-com bubble which, whilst
promptly burst, echoed in a new era of consumer
behaviour that quickly disrupted traditional business with
a ferocity never seen before. It forever changed how
information was exchanged, the very meaning of social
interaction, how goods and services traded and even
the core of how businesses had to act. With the birth of
consumer sharing; 90% of consumers say their buying
decisions are influenced by reviews and 86% say negative
reviews influence their purchase choices.
Who remembers Encyclopædia
Britannica? First published in 1768 it
was an early victim of disruption when
Microsoft started giving away Encarta
free in the late 1990’s. And since the
internet provides such a rich resource of
information (not necessarily accurate of
course), the printed version finally came to
an end in 2010, after 142 years, and now
exists solely as digital content.
And since, Digital Disruption has swept from sector
to sector like a sci-fi film nanite virus, collapsing very
established household brands in its wake as if they never
saw it coming. We have seen significant disruption across
retail, travel, finance, media and entertainment seeing
brands such as Alders, the third-largest department store
in the UK founded in 1862, Woolworths, founded 1909
which had more than 800 stores, and Virgin Megastores
all disappear from the high street.
8
Digital Disruption has
swept from sector to sector
like a sci-fi film nanite
virus, collapsing very
established household
brands in its wake as if
they never saw it coming.
FinTech firms have allowed us to do our banking online
using a mobile app instead of taking up our free time
going to a physical bank branch. They are challenging
banks and other types of regulated financial institutions
across a broad range of products and services and in
order to stay competitive and relevant, Financial Services
providers need to harness the spirit, skills and dynamism
of FinTech or at least collaborate with them!
RegTech is providing more automated advice, for example
with the use of software robots called “chat-bots” that
can operate faster and at a fraction of
the cost of a human. For example, Credit
Suisse announced in May 2017 that it had
deployed 20 robots that take queries from
employees related to compliance.
Now we are seeing PropTech significantly
disrupting the property and property
lending sector. New platforms for buying,
selling and renting houses cut out the
middleman offering significant savings
as well as offering the buyers and sellers the ability to
control to process transparently in much the same way
as the aforementioned FinTech start-ups. In exactly the
same way as FinTech and retail disruption before it, this
rising tide of PropTech start-ups represents a fundamental
challenge to the more traditional retail estate agency
businesses. Some well-known high street brands,
established for more than 30 years have been overtaken
by PropTech start-ups less than 3 years old. And in
some extreme cases, not just overtaken but seeing these
start-ups now almost 3 times the incumbent’s value! Take

Issue 7 | Summer 2017
Purplebricks, launched 2014, less than a year floated and
now, less than 3 years down the road valued at £560m.
So how does this happen? Firstly, let’s get some context.
Over the last 30 years’ business start-ups have seen a
success rate of around 10%, 1 in 10 business start-ups
succeed, 9 fail. With tech start-ups this is exactly the
same, for every successful tech start-up out there, there
are 9 defunct. The difference is generally scale. Tech startups
that do succeed tend to grow at a massive rate, but
they are not always the innovators we might think. Many
are 2nd or 3rd iterations of previous attempts that failed.
One thing that definitely came from the 2008 Financial
Crisis was wiser consumers far keener on saving money,
hence the boom of discount sites in 2010. So when
someone wants to sell their home and is faced with the
choice of the traditional estate agent, who are famously
not trusted and wanting to charge 3% of the sale fee
(which with the current average property cost in the
UK being £235k would cost them £7k) OR a self-serve
platform for around £800, some of which don’t even
charge if there is no sale, I think there would be little
uncertainty of which route to go.
And on the whole, those businesses that have survived
the disruption have come out of intensive care completely
changed from the bottom up and hardly resembling their
former selves. They have adapted quickly and completely
reinvented themselves. Debenhams for instance is looking
to close 10 stores and is working to make its physical
stores “more digital” by placing a greater emphasis on
leisure experiences befitting an era of “social shopping.”
Sergio Bucher, who joined the company from Amazon in
October 2016, announced the “Debenhams Redesigned”
and said “shopping with Debenhams should be effortless,
reliable and fun whichever channel our customers use. We
will be a destination for ‘social shopping’ with mobile being
the unifying platform for interacting with our customers”.
If we look at the great successes of disruption, such
as Apple or Amazon, never have these businesses sat
back and waited for trends to emerge. Instead they
continuously evolve and innovate, seizing any opportunity
to continue to disrupt.
So why have so many fantastic (as they were) businesses
and household brands failed and why do so many
incumbents continue to fail to spot or react to disruption?
For many it is the good old fashioned head in the sand,
others the boiling frog scenario where they are all too
focused on today, managing the status quo no one is
looking at what is happening around them. For many it is
more complex, they may be tied to legacy systems which
might take years to replace. The reality is, there are many
reasons why companies fail to react, but there really is no
excuse for failing to address disruption, there are always
solutions.
Digital Disruption is, after all, not a negative thing. The
transformation it brings enriches our lives and creates
ever better experiences for all of us. It is only negative
for companies that choose to ignore it. So, the simple
solution is don’t ignore disruption, it is happening and will
continue to do so. Embrace it, indulge it and use it as a
competitive advantage.
9

7 Things
with Nigel Munden
Nigel is our new Head of Cyber Security
at TORI, having previously worked at
Intel. We asked him a few questions to
get to know him a little better…
Desert island discs – what 3 records would
you take with you?
That’s a tricky one because I have quite an eclectic
taste in music. Firstly I would probably choose Blur,
then Ed Sheeran, and the 3rd would be John Mayer.
Quite a different mix.
If you could meet anyone living or dead,
who would you meet?
I would like to meet Ayrton Senna for what he did
for Formula 1 and dying so young. However the
person who probably interests me the most is Bill
Gates. He has an interesting balance between what
he did in the 70s and 80s to establish Microsoft,
making his billions, but most interestingly, what he
is doing with his wife – the foundation. The amount
they are investing and how much impact they are
having around the world. I would love to know how
they make selections of where to invest.
If time and money weren’t factors, what
skill would you like to master?
Guitarist……my desert island discs all had a strong
guitar element to them and I’ve always wanted to
be able to play the guitar.
10

Issue 7 | Summer 2017
What are your favourite 3 cities you have
visited?
I would probably choose London as my favourite
city. I’ve been lucky enough to have lived in quite a
few places, however I’ve never lived in London even
though my daughters live there now and I do things
there a lot. It’s such a multicultural city with so many
exciting things going on. The breadth of what you
can do in London is just about wider than anywhere
else in the world.
The second city I would choose would be San
Francisco. We lived quite close to it while living in
the States and I loved the cool little suburbs. It’s a
really laid-back, friendly city.
The third is Paris. We used to live on the outskirts of
Paris and once again it’s an interesting city – lots of
museums, good sports venues but also the food!
If you could time travel, where would you
go and why?
a. 100 years into the future - I think it would
be fascinating to see just how things have changed,
how we travel, how we communicate and most of
all how we solved Cyber Security
If you weren’t doing what you do now,
what career would you love to have?
I’d probably be an Architect. It’s something I’ve
been interested in from a young age actually. When
playing with Lego I used to make freaky looking
buildings. These days I’m interested in the work
of Norman Foster and Anish Kapoor. I’ve always
watched Grand Designs and have aspirations of
building my own house.
Why did you join TORI?
There’s a big opportunity at TORI. Cyber Security
is everywhere, in everyone’s lives and impacts us
at all different levels. I want to work in a way that
has a holistic view of Cyber Security that is best for
the customer rather than working on products and
solutions and how they can be implemented. TORI
offers that space.
11

Application Programming Interfaces, or APIs, are
nothing new - they used to drive your mouse or
keyboard. But over time, they’ve moved beyond the
domain of hardware engineers and into the realm of
software developers. In fact, they represent the core
business of some of the largest companies in the
world. Salesforce, Facebook, Amazon… the list goes
on. Where once it was de rigueur for businesses to
have a website and later a mobile app, now it’s APIs
that set the standard of the new digital economy.
PSD2 and Open APIs:
Banking’s Uber Moment?
So, where’s banking in all of this?
Coming into effect in January 2018, Payments Service
Directive 2, or PSD2, is a data and technology-driven
initiative which aims to enable the consumption of
banking services from a broader range of banking
service providers… anytime, anywhere. It will increase
competition, innovation and transparency across the
European payments market (while simultaneously
enhancing the security of internet payments and account
access). And while PSD2 doesn’t prescribe the use of
APIs, conventional wisdom has it that APIs are the most
effective way of delivering Open Banking.
Once implemented, PSD2 has the potential to change
the face of payments in the way Airbnb revolutionised the
hospitality sector. Most intriguing are the ideas we haven’t
thought of yet. A few of the features we should expect:
• More choice of service provider and product.
Expect to see some new entrants to the payments
landscape that have never before been regarded as
banks. The large tech and social media companies are
the obvious candidates; free from the encumbrances of
traditional players, they will bring the innovation that has
become their hallmark.
• Greater customisation of products. Subject to
customer consent, Open Banking will open-up access
to more customer data than ever before; spending
habits, travel patterns, social networks… personal data
that is not the traditional preserve of banking will be up
for grabs. And with this proliferation of data, banks will
be able to offer customers more tailored products, at
more specific times.
• Permissioned control of access to customer data.
We’ve become accustomed to accepting cookies
on websites and clicking ‘OK’ to the user licencing
agreements on operating systems, social networks and
any mobile app that wants to access location services.
Instinctively, we are more cautious with sharing personal
financial data. Yet the social network way of handling
consent is coming to banking…
So, should we expect a sudden and dramatic
transformation of payments services from January
next year? While it’s possible that one or two market
participants (not just banks now; this is a post-PSD world
after all!) will make a bold start, most people agree that the
impact on day-to-day payments across the Eurozone will
be more gradual. For starters, the changes will most likely
be local to different member states, rather than through a
single, dominant, pan-European solution.
12

Issue 7 | Summer 2017
In that sense, you can expect varying degrees of adoption
based on respective countries’ digital maturity and
localised innovation. PSD2 also lends itself to a phased
roll-out; account information provision is likely to come
before payments services. And then there’s the planned
introduction of strong customer authentication - this won’t
go-live for another year at least (January 2019). Most
commentators agree that the tipping point will be the entry
of a large social network as a Third Party Provider (TPP).
When you start receiving your account information through
Facebook and paying merchants through WhatsApp, that
moment probably will have arrived…
Coinciding with the implementation of the General
Data Protection Regulation (GDPR), PSD2 presents an
ideal opportunity for payments providers to balance
data access with data control… optimising sharing
and protection. How can they do this? Well, do you
remember that social network-esque agreement to
enhanced banking services? At the same time, you could
specify a right to be forgotten after a certain amount of
time, or inactivity. Similarly, consent could be subject to
constraints, like transaction size or value, cross-border
payments or credit worthiness.
So, what are the barriers? As with all financial
transactions, trust remains vital. Twinning payments
services with Amazon’s Alexa voice service might offer
an appealing new channel, but if the APIs that interact
with back-end banking services are insecure, unreliable
or unstable, customer trust will be undermined, perhaps
fatally. A successful move to Open Banking will need highperforming,
high availability and permissioned solutions
that comply with data-related legislation.
Through APIs, Open Banking allows businesses to open
their digital doors to anyone with a good idea. But in
the context of banking, they also present some serious
integration challenges. That new payments API still has
to work with core banking systems (amongst others) to
provide the very data upon which account information and
payments are reliant.
Uber brought disruption to the taxi business. PSD2 and
Open Banking can revolutionise the payments experience,
but it’s unlikely to be through a single banking service
provider; incumbent or not.
13

BRINGING
BUCKET
SHAKING
TO THE
21st
CENTURY
TORI has been supporting CLIC Sargent,
the UK’s leading cancer support charity for
children and young people, for a year now.
We jumped at the opportunity to be able to
test out new fundraising technology that
could help boost donations significantly.
CLIC Sargent teamed up with JustGiving, and other
charities, to pilot a live TapDonate prototype. This is a
contactless bucket that enables people to make a donation
with a simple tap of their debit card or mobile phone, using
Apple Pay.
At the beginning of summer, TORI volunteers took
part in the trial for CLIC Sargent by testing this exciting
technology at Baker Street tube station in London, and
encouraging commuters to tap to donate.
Sarah Colberg, Lead Account Manager, CLIC Sargent, said:
“Our nurses and social care teams across the UK fight tirelessly for
children and young people with cancer, and support whole families
through the hardest of times.”
“But we can’t do this without the support of our brilliant
fundraisers.”
“We’re excited to be taking part in the JustGiving trial and so
grateful to the TORI volunteers for donating their time to help us
test out these new contactless buckets.”
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Issue 7 | Summer 2017
Jonathan Waddingham, Senior Product Manager from
JustGiving, said:
“People are increasingly opting for card payments, rather than
carrying cash, and so we want to create an app that will enable
supporters to give in the way that suits them. In doing so, JustGiving
is creating equal opportunities for charities of all sizes to access new
types of giving technology so that we can continue to grow the world
of giving.”
Following the cashless trials the results will be shared by
JustGiving with the sector as a whole, and will help to
provide insight into the future trends of charitable giving.
CLIC Sargent hopes that the learnings from the trial
will enable them to remain at the forefront of charitable
innovation and help to raise vital funds in the fight for
young lives against cancer.
Today, 11 more children and young people in the UK
will hear the devastating news that they have cancer.
Treatment normally starts immediately, is often given
many miles from home and can last for up to three
years. Although survival rates are over 80%, cancer
remains the single largest cause of death from
disease in children and young people in the UK.
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