PCM vol. 3 Issue 9

Vol 3. Issue 9 | September 2017
YOUR GATEWAY TO THE WORLD OF PAYMENTS
THE BIG FINTECH SWEEP
Looking at the interplay of
innovation & regulation

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Contents
STORIES
4
PSD2, from a retailer’s standpoint
7
10
13
There’s never been a better time for payment vendors
to up their partnership with retailers
Raise the bar
Accelerating Digital Disruption: an Interview
with Gregory Cronie
17
20
24
26
29
32
33
Start-up Spotlight: Cheddar Up
PSD2: Challenges & Opportunities from a
Merchant PoV
Why is PSD2 exciting for you?
A Winning Transformation
Can we bridge the Atlantic?
Hot Jobs
Industry Events Calendar
Amir Abdin
Founder & Editor-in-Chief
amir@teampcn.com
https://nl.linkedin.com/in/amir-abdin-21365683
Duc Dang
Production Editor & Head of Creative
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3

THOUGHT LEADERS CORNER
PSD2, from a retailer’s standpoint by
Market Pay (Carrefour Group)
by Frédéric Mazurier
We are seeing a very strong trend where payment
is concerned: a digital revolution, increasingly
dominant security aspects, regulatory changes,
and new purchasing behaviour all of which are
driving innovation in payment solutions (technical and service
innovations, etc.) to make this switch less painful, smoother
and more secure.
We are dealing with an ecosystem that is hard to understand,
a market that is no longer the preserve of banks, one that has
fragmented between a large number of players offering more
or less comprehensive solutions, a complex and moving system
where there are considerable economic, security, regulatory,
and technical challenges, without including international
disparities and retailers’ requirements, which vary depending
on business activity, location, size of network, and type of
customer.
With major challenges for companies: absolute security, the
need for new payment solutions with systematic research on
cost optimisation, the obligation to adapt to new purchasing
behaviour (consumers are increasingly sensitive to innovation
and increasingly used to getting everything for free, etc.), a
need to increasingly generate greater preference and loyalty
(in services, the shopping experience, etc.).
The impact of the revision of the Payment Service Directive
(PSD2) on the European ecosystem is therefore significant.
This new directive will encourage competition and innovation
by creating new prospects for non-banking operators, with the
continuing aim of improving customer experience.
“
Payment will become the strategic point of interaction for value
creation and driving the customer relationship
“
From harmonization to innovation
PSD2 takes account of these technical developments and new
practices that have appeared in the payments market since the
adoption of PSD1 in 2007, and defines certain rules regarding
new intermediaries in the payments market namely Third-
Party Providers, the importance of whom has increased rapidly
over the past few years, and who are profoundly changing
payment codes.. The boom in payment service providers (PSP)
and bank data aggregators, and in new payment practices
(mobile) or payment methods (contactless, instant payment)
will change the payment service sector.
“PSD2 goes beyond harmonisation; it promotes
innovation in all payment services. Mass-market
retailing knows how it will take up its place in
this new ecosystem.“
But Open Banking and APIs have no value in themselves. These
are quasi amenities made compulsory by the regulations and
by technological innovation. The challenge is not the technical
connection, but the ability to imagine and market on a large
scale new and useful marketing services for customers.
4

THOUGHT LEADERS CORNER
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.
Customer relationship at the heart of the future success
of PSD2
Payment is an engaging and powerful interaction point
between the company and its customer. A ‘transaction’ may
enhance, or on the contrary undo the ‘customer relationship’.
PSD2 gives power to the customer, and requires us to work
on the best possible payment solutions, which boost the
company’s performance and its relationship with the endcustomer.
Payment will no longer be an isolated act: we
need to look at the purchasing experience as a whole, in a
personalised way, and create cross-channel solutions that
allow you to interact with your customer before, during, and
after the payment transaction.
This means that customer knowledge is crucial, and that
retailing is no longer only about products on shelves. With 55
million loyalty cards, 6.5 million credit cards, and 13 million
daily transactions at Carrefour, Market Pay must explore new
territories, imagine new experiences, and adjust to, and meet
the new challenges and requirements of Carrefour customers.
Market Pay must draw up and implement the best payment
solutions, designed according to market standards and enable
the Carrefour retailer and the Carrefour Banque to turn this
interaction point into a genuine opportunity for enhancing
the customer experience.
Maximum data security
Security aspects must not be neglected, as payment security
and data protection are important issues, especially where
customers’ trust and fraud prevention are concerned given
that the use of new technologies multiplies the number of risk
scenarios, e.g. identity theft, the risk of malicious behaviour,
and information leaks. Strong authentication or two factor
authentication is a major measure in PSD2; on the other
hand a compromise must be found between authentication
measures and a simple and smooth customer transaction path
because the customer experience must not suffer as a result.
Furthermore, we must not underestimate the link between
PSD2 and the GDPR, both of which are pushing companies
further still in their obligation to assess and handle risks
relating to the processing of personal data. As is the case for
PSD2, the regulation on personal data puts the individual back
at the centre of decisions, raises their awareness, gives them
control over the use of data that concerns them, and allows
them to benefit from the use of their data. All in all, a great
challenge to meet, which could well be the key vital to winning
our customers’ trust.
Nevertheless it will be a while before this new trend is
accepted
PSD2 will make it easier to create innovative and valuable
customer experiences by pooling the collective knowledge
of banks and retailers. However, in order to respond to the
impetus given by the European regulations, certain technical,
operational and business elements have to be clarified/
constructed:
• Create a common solution at a European level. A marketled
standardization effort is required to supplement the
legal framework provided by the PSD2 and the EBA RTS.
• Guarantee access for a minimum cost to the APIs (if
not, there will not be market developments, marketing
innovations, and new players)
• Educate clients (pedagogy on the new services)
• Create a big data economic model
• Protect the confidentiality and integrity of data (data
security will be at the heart of our concerns - when it
comes to transmitting banking information, it is crucial
to keep a close eye on security issues).
In the months between now and the entry into force of PSD2,
there is likely to be a lot of twists and turns in the transposition
of the directive at national level and the interpretations that
will be made.
Market Pay
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 wholly-owned
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.
5

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THOUGHT LEADERS CORNER
RetailNOW Reflections:
There’s never been a better time for payment
vendors to up their partnership with retailers
by Georgina Nelson
This year’s RetailNOW event may have taken place
in Las Vegas, but the theme seemed to be centered
more around finding sure fire bets than uncertain
gambles. Organized by the Retail Solutions Providers
Association (RSPA), there were some compelling speeches,
debates and conversations, and I found very similar questions
emerging throughout. Where does the future of retail lie?
What are the challenges retailers are facing? And what are
the innovations that can help retailers turn these challenges
into opportunities?
A major theme to emerge from the event was that of how, in
the payment technology landscape, the key to attracting and
retaining customers is differentiation. As keynote speaker Bill
Garcia said: “There’s a misconception in the world that price
is all that matters. Don’t chase to the bottom. Differentiate to
add value.” A panel discussion on the topic of “Value-Added
Solutions – The Key to Customer Retention” further highlighted
the importance of diversifying product offering, particularly
in today’s market of relatively inexpensive POS systems, and
looked at how those value adds can impact a provider’s bottom
line.
So what value adds can the payments industry offer to the
retailer that can really make a difference?
One of the biggest challenges – and opportunities – retailers
are dealing with today is that of understanding the customer
experience, and building on that understanding to develop
all areas of their business – stores, ecommerce, product lines,
marketing campaigns. As Christy Thompson of ScanSource
said in her digital marketing breakout at RetailNOW: “The
days of Don Draper advertising are over. The campaign was
king and built on gut instinct, not data. You need to validate
why your customers engage with you. Then you can build your
communication strategy.”
While in the past, retailers have turned to marketers to help
them assess and inform customer experience strategies,
payment providers now also have a stake in this game. In
fact, the payment industry is uniquely positioned to build
its partnership with merchants by enabling access to some
of those technologies – particularly when it comes to data
collection.
Traditional methods for collecting customer experience data –
receipt surveys, for instance – tend to yield a very low response
rate, which makes it problematic to use the data collected in
order to develop actionable insights. Without the data to tell
them what their customers think, how can companies make
informed decisions – from high level strategic decisions to
something as simple as “should we change the chairs in the
restaurant?”
7

THOUGHT LEADERS CORNER
Georgina Nelson
Founder & CEO of TruRating
Georgina began her career as a leveraged finance lawyer at Clifford
Chance. Georgina then joined Europe’s largest consumers’ association,
Which? where she was responsible for advising the EU and the UK
government on their technology strategy, as well as advising internal
teams on their online propositions. It was in this role where she
identified a market need for mass, representative, reliable consumer
ratings. She saw how this need could not only serve to improve the
world of business but also be valuable to consumers alike. With this
vision, she set about realizing the huge potential of TruRating by
bringing together a wonderful team, exciting customers and partners
in the payments industry with the ultimate objective to bring the truth
back to ratings.
This is where TruRating can help. It gives merchants the
opportunity to ask a single question at the point of payment,
and the ease and simplicity of this method of data collection
means they are seeing response rates of up to 88%. This level
of data, which is available in real-time and, crucially, links
sentiment to spend, is providing retailers access to insights
that have never before been available.
We’ve achieved over five million ratings for our customers,
and in doing so have learned a great deal about how gathering
customer data can be used to drive changes within the business.
Changes that make customers happier, and it may sound
obvious but it bears emphasizing: happier customers spend
more. Our data shows that retail customers who are impressed
by their overall in-store experience spend a whopping 43%
more on average that those who are disappointed.
In a more specific example of how this data can be used to make
positive changes, one of our clients asked their customers to
rate their product range. In response to their findings, they
changed not the range itself but simply the way that the range
was displayed, with new promotional displays and a change
in layout. This resulted in happy customers spending 12%
more – a fantastic return on a very simple and inexpensive
investment.
Success stories like the above are one of TruRating’s biggest
goals – to equip our customers with the means to improve, by
empowering their customers to speak to them using the POS.
Our win at the RetailNOW ‘Shark Tank’ challenge is perhaps
reflective of the industry’s interest in technologies that enable
them to provide the experience that answers – and exceeds -
their customers’ expectations.
Outgoing RSPA Chairman of the Board Tom Reichart said at
the show, “The retailers who are changing are those who are
winning.” But the key to success also needs knowledge of
which changes are going to be the right changes – otherwise
you’re just gambling. The payment industry has the potential
to be a significant partner in helping the retailer identify those
key success factors, by unlocking access to unprecedented
levels of data and customer insights.
TruRating
TruRating is the first mass point-of-payment consumer feedback
system, providing accurate ratings from 88% of validated
customers. By asking one anonymous question via the payment
terminal, TruRating enables every customer to instantly feed back
on an aspect of their experience. Businesses benefit from timely
insight that links sentiment to basket data.
8

- NEVER JUDGE A BOOK BY ITS COVER -
When successful anti-fraud risk manager, Edoardo Fiorentini is approached
and asked to help find a way to carry out a fraud successfully, it is the
beginning of a journey into the secretive world of e-commerce fraud with
some astonishing outcomes.

THOUGHT LEADERS CORNER
Raise the bar
by Edoardo Fiorentini
Ifind it ironic that my book title got misinterpreted as a
guide for actual fraudsters. The English say goes exactly
“never judge a book by its cover” and many fell into this
small marketing trick. Nevertheless, the stories in the
book are meant to be a wake-up alarm for all e-commerce
business owners and managers who deal with fraud.
Fraudsters are highly evolved and it’s been many years that I
hear people in the industry stating that the good fraudsters,
you will never catch. But it’s time to stop.
Established businesses have decent rates in preventing fraud
to be an economic issue for the company, but smaller ones
need to outsource to third parties. Others are still convinced
that when you have a valid authorization, you will never get a
chargeback.
I’ve been providing trainings to Risk people for years and at
the time, everyone just works individually for his company.
People at conferences and meetings were surprised on how
freely I gave space to my mouth, sharing methods, processes,
rates and ideas. For free. But this happened only inside
this industry, basically pushing fraudsters towards less
sophisticated e-commerce webs.
DIt’s time to stop. How am I not responsible for the fraudster I
pushed away, when he targets a small shop who barely makes
the end of the month?
Fraudsters and the information they use, should be blocked
globally, to be effective. And while there are tons of initiatives
and “vertical” specific solutions, we are still just trying to
push fraudsters “somewhere else”.
I’ve decided I had enough and I won’t be an accomplice of
fraudsters going to their second on the list.
We need to stop their attempts on a global level. Everyone
in the industry needs to implement some fraud prevention
system — or hook to an existing one. Funny how this message
can be extrapolated also from the PSD2 directive…
While I have no doubt that many providers will comply
getting some sort of risk detection in place, many merchants
will be late for this train.
The book is for them. It’s my expert opinion of years spent
networking in this industry. You should be scared! You need
to put something in place to prevent AT LEAST these obvious
cases.
Many small merchants, however, won’t be able to react quickly.
The B&B on the green hills of Tuscany doesn’t have enough
volume to justify a fraud solution. And fraud providers need
a minimum transaction volume to justify the expertise, so he
can’t get anything? Or should he transform himself into an
antifraud expert?
Of course not, but reading my book should give them a general
sense of what is going on and how they should modify their
processes, just to be safe…
10

THOUGHT LEADERS CORNER
Edoardo Fiorentini
Risk Management Expert
Edoardo Fiorentini, known as Edo in the industry, is a risk expert with
years of experience with some of the biggest players in the market.
After publishing this book, he co-founded AI Detection, the smart fraud
prevention that regroups all e-commerce buyers, sellers and solution
providers to build a safer web.
The book is a collection of fraudulent methods and the most
obvious ways to prevent them. If there is even a single point
in the book that makes you want to go back to your office and
implement something, then you may need additional help
from some of the leading companies out there.
If you just had some laugh instead and nodded in few chapters,
congratulations, either you are not the responsible of a risk
prevention department, or you already knew it all!
This book is not a guide but it may still teach a couple of things.
Hopefully on how to protect your business better.
Of course, names, places and companies had to be redacted to
protect the innocents!
I’ve asked few friends to write a story about a smart fraudster,
how they did it, how they caught him. Many decided to go
public with their full name. Others smelled possible issues
with their companies and opted to be anonymous. Regardless
of their specific name, you have few of the best stories out
there, written by experts who are leaders of their markets. I
want you to understand how smart fraudsters failed and I’m
not challenging any fraudster here, I know how good they can
be, but the others?
The messages are simple:
To my colleagues: watch out! You need to get better.
To the wannabe-fraudsters: don’t even bother trying!
Of course, AI is the vibe of the moment. Everyone has it or
is planning to implement it. You can imagine my face when
I asked for clarifications and got fed back a ML description.
An Artificial Intelligence can LEARN and guess what, it’s a
Machine. But then it will follow what it wants to do.
I know that if I need a smart robot, I won’t give him too much
freedom (Terminator anyone?), but if the AI is designed to be
interested in something.
The last few weeks saw me busy finding the right path towards
this direction. An AI who thinks freely. An AI who can request
access to different sources — “to check an idea”. An AI who
can properly give a risk score based not only on data, but on
intelligence. And I want it to be free for all the ones who can’t
really afford an external provider.
The first results are so encouraging that we had to check
multiple times that were correct.
If AI is the way to go, it becomes as important as having the
right fraud analyst to support its continuous training.
Therefore, I added few articles published before on the subject.
You need to remember that your people are your treasure,
your richness, the historical knowledge of your platform. Let
them read my book if you think will help and hear them out.
They may actually have some good ideas for your business!
I doubt this will be the winning approach if we don’t get better
in detecting and preventing fraud. I heard talking about
Machine Learning and few more innovative solutions. I also
tested few solutions and indeed, if you still have an old IBM
System from 1980, these represent awesome improvements.
11

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EXPERT INTERVIEW
Accelerating Digital
Disruption: an Interview
with Gregory Cronie
Gregory Cronie is a Payments and Financial Supply
Chain professional with 20+ years experience in
Finance and Treasury, Financial Supply Chain and
Payments. Last 10 years he worked for companies
like ING Commercial Banking and PayPal. He is a
mentor at Startupbootcampamsterdam for the
Fintech program and also the founder and owner of
2knowlab.
Arapidly changing payments
industry is threatening
incumbent banks’ payments
revenues and customer
ownership. In addition, the revised
Payment Services Directive (PSD2) is
driving European banks to a defining
moment. The directive is set to accelerate
the digital disruption that is reshaping
the financial services industry. However,
this does not only pose challenges but
also opportunities which can be seized.
Therefore, we interviewed Gregory
Cronie, CEO & Founder of 2knowlab, a
niche consultancy that focuses on the
payments, financial supply chain, and
FinTech industry.
PCM: Can you tell us about yourself
and your organisation?
Gregory: I’m a Payments and Financial
Supply Chain professional with 20+ years
experience in Finance and Treasury,
Financial Supply Chain and Payments.
Last 10 years did work for companies like
ING Commercial Banking and PayPal. I’m
a mentor at Startupbootcampamsterdam
for the Fintech program. I’m the founder
and owner of 2knowlab.
2knowlab
2knowlab was founded in December
of 2016. We see ourselves as ‘business
navigators’ that accelerate businesses
based on knowledge sharing, ideation
and gamification. We give expert
guidance with a personal touch based
on a hands-on mentality. Currently
we primarily focus on three domains:
Financial Supply Chain, Online
Payments and Fintech.
PCM: As 2knowlab also focuses on
FinTech, how do you evaluate the
FinTech ecosystem in Europe? How
do you evaluate the position of
Amsterdam (Netherlands) regarding
to FinTech ecosystem in Europe?
Gregory: Although the US is attracting
the largest investments in Fintech and
is also well represented in the list with
the highest valued startups, Europe as
a region is also performing well. On the
one hand one might say that it’s a pity
that the European Fintech ecosystem is
spread over several hubs like London,
Amsterdam, Berlin and Stockholm.
On the other hand this also ensures that
Europe has quite a diverse population
of Fintech startups centered around
different topics. Also the fact that Europe
has multiple Fintech startup hubs gives
startups the possibility to choose the hub
they think is best for them and their idea.
I think Amsterdam is doing a really good
job as a Fintech startup hub. It’s a good
thing that we have established Fintech
companies like Adyen, Backbase and
Payvision that really have a global reach
and set the stage for the new challengers
that recently have been founded or will
be founded in the near future. I’m also
excited by the fact that Amsterdam hosts
a Fintech bank like Bunq.
I do like the underlying principles of
Bunq and am really curious to see how
successful they will be over a longer
period. I also would like to mention that
Startupbootcamp Amsterdam is also a
strong force in creating the right basis
in Amsterdam for Fintech Startups to
be successful. And the way that Holland
Fintech is facilitating the Fintech
ecosystem in different ways is also a
contributing factor to make Amsterdam
a hotspot for Fintech startups.
PCM: PSD2 will have a direct effect
on all EU member states from 13
January 2018. How would you
advise merchants to prepare for this
regulatory hurdle?
Gregory: When talking about PSD2
there are many topics we could focus
on. I would like to call out two things.
13

EXPERT INTERVIEW
The first one is the change of scope for
commercial agent exemption per 13
January 2018. This change of scope does
impact online merchants that operate a
marketplace i.e. online merchants that
sell goods on behalf of a 3rd party. In
short: these merchants need to become
a Payment Institution or need to change
their payment process in a way that
customer funds doesn’t settle on the
merchant bank account or specially
created trust bank account. My advise
to these merchants is to make an
assessment as soon as possible to see
if this also applies to them since time
is short to implement the necessary
changes.
The second one is related to the new
requirements related to strong customer
authentication. The new rules that have
been published in the guidelines are
likely to cause friction for consumers in
the check-out process. To be prepared
on try and mitigate the impact I do
advise merchants to work closely with
their PSP’s and acquirers to understand
how the strong customer authentication
guidelines will be implemented by
them and try and understand how it
will impact their business and their
processes.
PCM: With the rising trend of FinTech in
general and implementation of PSD2
in particular, what are the threats and
opportunities for banks and FinTech
companies in the upcoming years?
Gregory: The ‘new’ landscape that is
being shaped by the rise of Fintech
and implementation of new regulations
like PSD2 means different things
for different players in the market.
However, one thing can be said for
sure: the role of banks and Fintech will
change. To what extent, will depend on
how players will deal with all the new
dynamics. Will they act proactive or
will they act reactive?
Looking at banks one of the biggest
threats I anticipate is the risk that they
will be disintermediated by Fintech
companies and their role in the value
chain. It could even be that their
position will be diminished from
currently being customer facing and
in the lead turning into non-customer
facing and becoming only an ingredient
of the customer experience.
My expectation is that the banking
industry will transform from an
industry with vertically integrated
players that offer lots of products and
services themselves to an industry
with horizontal platforms where
many different providers can offer
their products and services through
API’s via the platform to consumers.
In this scenario, the platform will
be responsible for the consumer
onboarding and experience and not the
service/product provider (e.g. bank).
The main question for banks is whether
can they act quick enough and become
one of the leading horizontal platforms
where they sell their own and 3rd party
products and services or if they will
become a 2nd tier player and transform
into factories that only produce products
and services that are sold through 3rd
party platforms.
Fintech companies also might become
one of these horizontal platforms
or a service provider to one of these
platforms. For Fintech companies the
challenge will lie in elements like:
can they create a seamless customer
experience that really meets customer
demand, can they create enough ‘trust’
for consumers to interact with them,
how do they overcome consumer
acquisition challenges etc. ?
PCM: What would be the role of
regulatory bodies in bridging the gap
between FinTechs and Banks?
Gregory: In an ideal world the regulator
or legislator would try to create a ‘level
playing field’ where Banks and Fintechs
can compete and work with each other
in a fair way so that consumers can
benefit from innovative products are
relative low costs. I know the European
parliament has published PSD2 with an
intend to create a ‘level playing field’
and a foundation for what is called
‘open banking’. Though the reality is
that with the way the EBA (European
Banking Authority is mandated to draft
technical guidelines) has drafted some
of the requirements that relate to access
to account. In particular what is called
screen scraping and the availability of
a dedicated interface, banks are still
in the lead and have means to slow
down innovation and open banking
as such. Taking this into account I’m
afraid that PSD2 might not bring all the
benefits that the market is expecting
with regards to access to account/open
banking.
PCM: Next to PSD2 blockchain is also
one of the trends with big impact on
the financial industry. What is your
view on that?
Gregory: In my opinion blockchain is
a very interesting technology that can
bring lots of benefits to the financial
industry when used in the right way.
Also do I think that it can be very
disruptive. Especially the application
of smart contracts in combination
with the fact that the system operates
on a decentralized basis makes it very
powerful tool for innovations in the
financial sector. It will definitely be a
driving force that will help creating
these horizontal platforms I mentioned
before.
Also, it wouldn’t surprise me if in the
medium term some of the problems &
friction related to access to account and
strong customer authentication will be
resolved by solutions that are blockchain
based. Though I also want to emphasize
that blockchain is ‘just’ a technology, the
success and adoption do depend on using
it for the right use cases that really solve
customer pain points.
14

EXPERT INTERVIEW
PCM: What are your recommendations
for FinTech companies and start-ups
to take advantage of these major
changes?
Gregory: Focus on the customer: don’t
focus on just technology and user
experience. It’s very important that your
solution really addresses a customer
pain point which is solved by your
solution. Understand how your solution
will bring value to consumers and how
you can charge for it. Also, don’t see
banks as your enemies. Even though
they are the incumbents there is still a
lot that can be learned from them. Also,
don’t forget that how innovative your
solution might be, there is a big chance
you need to integrate it with a bank or
a financial institution in some sort of
way to deliver your solution. So, you
also better understand how they work
as well. And especially if you want to
do something in payments: do take the
time to understand how the ecosystem
works and which place you want to take
in the value chain.
2knowlab
2knowlab was founded in December of 2016. We see ourselves as ‘business navigators’
that accelerate businesses based on knowledge sharing, ideation and gamification. We
give expert guidance with a personal touch based on a hands-on mentality. Currently
we primarily focus on three domains: Financial Supply Chain, Online Payments and
Fintech.
15

Spotlight
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.

STARTUP SPOTLIGHT
Nichole Montoya,
Co-Founder & CEO of Cheddar Up
“CHEDDAR UP IS REINVENTING
HOW ORGANIZERS COLLECT. THE
PLATFORM HELPS HUNDREDS
OF THOUSANDS OF ORGANIZERS
MOVE AWAY FROM PAPER AND
CLUNKY TOOLS AND OFFERS
A LOW-COST, USER-FRIENDLY
PLATFORM TO MOVE ONLINE,
MANAGE COLLECTIONS, AND
SAVE TIME. ”
Collecting money from a group of friends for joint gifts,
trips, or dinners is usually a trying experience. In
almost every case, someone needs change for a large
bill, someone claims he’s already paid his portion of
the tab, and someone asks if he can pay at a later date. We talk
to Nichole Monoya, co-founder & CEO of Cheddar Up which is
a web-based tool that simplifies the process of settling group
payments without relying on cash or checks.
PCM: Tell us about Cheddar Up. How did this idea come
to be?
Nichole: Cheddar Up was born out of the need for an
organizational, payment-focused toolset. I was looking for
a payments-forward, evite-like tool, but it didn’t exist. I was
writing a lot of checks and filling out a lot of paper forms, and
it was slowing me down. And I was just on the paying side
of it. I imagined being the organizer – who was receiving all
those checks and paper forms – and quickly understood the
administrative burden of it all that needed to be solved.
I studied the market and surveyed my peer group and they all
had the same challenges. So we set about creating and growing
Cheddar Up.
PCM: Why is it called Cheddar Up?
Nichole: Our name is sort of a play on words. “Cheddar” is a
slang term for money, and the concept of settling “up” refers
to paying someone. The combination of those two combined
created a brand that we felt was just playful enough to solve
this universal problem. It’s a light-hearted name and brand
that takes the once cumbersome task of collecting from many
people – and makes it easy and approachable. It’s also a brand
that can appeal to just about any demographic or use case.
PCM: Why is Cheddar Up needed?
Nichole: Cheddar Up helps organizers simplify collecting. An
“organizer” can be just about anyone – PTA volunteer, booster
club president, HOA treasurer, team parent, direct seller…the
list goes on. But they typically have a few things in common.
They need a tool that:
• Can accommodate changing and ongoing collecting needs
• Can be easily handed off to the next person taking over
• Can centralize and organize payments and information
from many people (avoiding payments coming at them via
many different payment methods)
PCM: What makes Cheddar Up different?
Nichole: Many things make Cheddar Up different. In addition
to payments and forms, one-stop track-ing, and easy start and
handoff…Cheddar Up has low fees and anyone can pay on
Cheddar Up WITHOUT having to download an app or become
a registered user. We’ve eliminated all barriers to entry for
both organizers and payers.
17

STARTUP SPOTLIGHT
An easy way for the collection of funds from a group
PCM: What were some of your biggest challenges for
launching this business?
Nichole: We’ve been doing this for several years and are
now the leader in the space for this type of group collecting.
Along the way, through extensive testing and iterating, we’ve
become crys-tal clear about the problem we’re solving, how
we acquire users, and how we make money. Our patience
and responsiveness on these regards has resulted in the high
growth that we’re currently experiencing.
PCM: Tell us about your expansion plans and how you go
about choosing the next region you expand into?
Nichole: In terms of geographic expansion, we are currently
focused on the U.S. and Canada markets. We base our
geographic expansion plans on market need and the needs of
our growing number of strategic partners.
PCM: What are the 3 things you want people to know about
your company?
Nichole: I think the 3 things that people should know about
Cheddar Up are:
• We are a payment toolset and platform that helps
organizers collect. You can be up and running with a
custom collecting page in minutes…for free.
• We don’t compete with Venmo. We are solving a different,
very important problem that involves a lot more than just
payments.
• Cheddar Up is EASY and people love it. We recently
launched a brand-new platform and the response has been
phenomenal. If you haven’t used it yet, chances are you
will shortly in some capacity.
We’re also expanding our product offering – adding high-value
features for our power users who subscribe to Cheddar Up’s
monthly plan options. Continued enhancements to our subscription
features is currently a high priority.
18

Payment Collective
To get a more complete view on the all
businesses in the payments ecosystem, in this
rubric PCM showcases how merchants deal
with payments and fintech challenges.

Andreas Schulze
Director of Payments at Gameforge
Andreas Schulze owns the position as Director of Payments at Gameforge
4D GmbH, one of the leading MMO online games publishers in Europe.
In this role, he is responsible for Gameforge’s payment strategy. In his 16
years in the payments industry he worked for various companies. In doing
so, he has built up a strong background in strategic business planning,
designing payment systems and schemes, international patent applications
as well as dealing with regulatory requirements

PAYMENT COLLECTIVE
PSD2: Challenges & Opportunities from a
Merchant PoV
In this month’s Payment Collective we interviewed Andreas
Schulze, who is the Director of Payments at Gameforge. He
points out how PSD2s is influencing the industry from a
Merchant PoV. Moreover, Andreas shares some advice on
how to keep up with the changes.
PCM: Tell us a bit more about yourself (your background and
what has led you to pay-ments & Gameforge specifically)?
Andreas: I currently own the position “Director of Payments”
at Gameforge 4D GmbH. In this role I am responsible, endto-end,
for Gameforge’s payment services, online shops and
our anti-fraud ecosystem, which covers ninety countries,
fifty languages and 100+ payment methods worldwide. Our
payment portfolio is based on 40+ payment and anti-fraud
service provider partnerships. During my 16 years in the
payments industry, I primarily worked in strategic product
management roles for companies like First Data Interna-tional,
Qpass (now Amdocs), debitel and 1&1.
PCM: What impact will the EBA Regulatory Technical
Standards on Strong Consumer Au-thentication (SCA) have
on retail payments (the payments ecosystem in Europe) in
your opinion?
Andreas: PSPs (Payment Service Providers) and PISPs (Payment
Initiation Service Providers) will have to develop SCA (Strong
Consumer Authentication) strategies, which in the end will
enable customers to choose their preferred way to authenticate.
This will be the key for the service providers to maximize user
acceptance and to be competitive.
Depending on how SCA will be accepted by the users, offering
non-SCA payments may become a competitive advantage.
TRA (Transaction Risk Analysis) as a measure to reduce fraud
and therefore to achieve exemption from SCA will increase
the costs of PSPs, at least due to EBA fraud reporting and
audit requirements. However, it will also create new revenue
opportunities, e.g. new anti-fraud services for merchants.
The same applies to anti-fraud services or solu-tion providers.
On the other hand, in most cases merchants will have to pay to
benefit from these services i.e. if they want to further reduce
fraud to fulfill the RTS SCA ex-emption requirements and at the
same time carefully apply the anti-fraud measures to prevent
an increase of their false positive volume.
a value less than 30€ - at least temporarily.
PCM: The second Payment Service Directive (PSD2) is
a fundamental piece of payments-related legislation in
Europe. What are the main opportunities and challenges
from a merchant point of view?
Andreas: In terms of opportunities, competition will get
tougher in the payment services industry caused by new
players entering the market, especially new PISPs, who will
drive lower merchant payment costs because card payments
will lose relevance and therefore the amount of acquirer and
scheme fees to be paid, will decrease.
Due to the low fraud risk in bank-to-bank money transfers,
costs related to fraud and chargebacks will decline if users
switch to these payment methods offered by PISPs.
It will also push the innovation of more user-friendly payment
funnels and user authen-tication options.
If we finally add instant payments, PSIPs are an even harder
challenge for the payment cards industry, since funding risks
for merchants will be reduced to almost zero.
The past has already shown that whenever new PSIPs enter a
market, they quickly gain market share, while card payments
show decline in growth.
As for Challenges, in the future, there we will see numerous
new players in the market. As a result, the risk of selecting the
wrong service provider will increase.
The higher complexity from a service offering, fees structure
and market coverage per-spective requires increased efforts
for screening and evaluating PSPs/PSIPs to mitigate the risk.
Since the SCA strategies of merchants will differ, users will
ask “why do I have to pass a SCA procedure for merchant A but
not for merchant B”, so customers might switch their merchant
of choice.
Subscription service revenues will suffer from too strict
recurring transactions regula-tion and the related cumbersome
procedures users have to pass.
The exemption from SCA for “Low Value Transactions” may
require new pricing strate-gies e.g. for digital goods merchants,
since these customers might tend to preferably buy carts with
21

PAYMENT COLLECTIVE
PCM: How will the introduction of these new changes in
legislation affect your opera-tions?
Andreas: There will be less chargebacks, less related costs and
likely, a lower loss of revenue due to a decreasing number of
credit card payments connected to a successful appliance of
SCA.
Payment costs will decrease, caused by an intense competition
between the PSPs/PISPs.
For us as a merchant, RFP processes for screening and
evaluating service and solution providers will get more
complex and time consuming.
In the beginning, we will face lower conversion rates, at least
until we figure out the right SCA option offering and/or an
effective appliance of SCA exemptions.
PCM: What can you advise other merchants to do to keep
up with the upcoming regulatory changes?
Andreas: SCA, make yourselves familiar with SCA and the
solutions offered by service providers, now and in the future.
Track any changes to PSD2 and RTS, especially if the SCA
exemption requirements change. If you do not have the
resources to do so, involve Consultants in the process.
Elaborate a strategy of how to deal with SCA, figure out which
SCA exemptions could be relevant for you and do not forget to
take your customers’ needs into consideration.
Speak with your current PSPs, which SCA options they
will offer and what will they offer to support achieving an
exemption from SCA. Evaluate if the offering meets your requirements
and what you would have to do to enable SCA or
the appliance of its exemp-tions. Define a strategy on how to
test different setups.
If necessary, i.e. you do not get what you need from your PSP(s),
you should screen the market for more appropriate service
providers which better meet your requirements.
It might be necessary to onboard new PSP´s/PISPs to test setups,
which are not possible with your current service providers.
The goal should be to identify the best setup for you and your
customers step-by-step.
Keep an eye on the market, especially, which PISPs cover a
significant share of your cus-tomer base. Take these PSIPs
into consideration when managing your payment partner and
method portfolio.
Gameforge
With more than 20 titles and over 450 million registered players,
Gameforge is the leading provider of free-to-play massively
multiplayer online games (MMOs) in the western hemisphere.
Headquartered in Karlsruhe, Germany, the group offers its online
games in more than 75 countries
22

WORKSHOPS
Payment Services
Directive 2 (PSD2)
Pending Challenges and
Hidden Opportunities
Payments & Cards Network’s Group PSD2 workshop is
designed to dive deeper into the business and opportunities
side of PSD2 and give attendees an understanding of how
PSD2 will affect their business and what they can do.
GET IN TOUCH NOW
Andrew Mullineux
Business Leader Contracts - Payments | FinTech
andrew@teampcn.com
+31 20 3030 257

Why is PSD2 exciting for you?
PSD2 is a step toward open banking, which will see a new financial landscape gradually emerge over the coming years. PSD2 will
drive innovation in Europe and really start to effect a change for consumers and the financial industry as whole as the larger
financial incumbents (the banks) are disrupted and new FinTech organisations, through a combination of regulation and new
technology, are able to offer new and innovative services to customers. Banks have traditionally held Centre stage in the world
of finance but that will gradually change and they may even start to cut back on the traditional services they offer (like loans
and mortgages) and function more like a platform which other Companies access.
The really exciting part for me is the new services and offerings from the FinTechs (and some of the banks), which will hit the
market. Banks have been very slow to innovate over the years but with PSD2 that innovation will come from outside of the banks
and there’s going to be some very exciting developments over the next few years allowing people to have much more personalised
and flexible options when it comes to banking and financial products.
I think for many people, financial technology is a huge unknown, which operates in the background, but it’s also something
that touches us every day. When I started at PCN I really started to think about it and get very involved with the excellent work
being done inside both the Banks and FinTechs and the enthusiasm in the industry in infectious.
Working at PCN in the way that I do, meeting people, talking about ideas and hearing stories about how people are trying to
make the world a better place through innovative use of technology is extraordinary and somewhat inspirational. I feel quite
lucky to have the position that I do and the window that PCN has given me into the FinTech world.
What do you do for your clients and when should they reach out to you?
I am interested in speaking to anyone involved with Projects in the Payments and FinTech domains. My day-to-day role is heavily
focused on both business development and consulting around resource needs. For me that always starts with understanding a
client’s project, knowing what they are trying to achieve and what they need to achieve it. Sometimes clients know what they
want and they need someone with the networks, tools and recourses to find it but sometimes it’s not so clear, so there can be a
larger element of consulting at the beginning before I go out to our networks and suggest solutions in the form of people with
the knowledge and technical expertise to deliver.
Andrew Mullineux
Business Leader - Contracts & Project Services
Andrew Mullineux is the Head of Contracts and Project Services Division
and is based in Amsterdam. He brings 10 years of experience delivering
contract recruitment services to both small and large corporate clients
across parts of Africa, Europe and Russia. Andrew’s focus at PCN is on
engaging with Project teams across Europe on subjects such as PSD2,
Instant Payments, Open Banking, Innovation and Blockchain along with
running our workshops.
24

Executive Profiles
In this BRAND new 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.

EXECUTIVE PROFILES
A Winning
Transformation
by Robert Green
A
lot of changes have taken place at iPayment since OB
Rawls took over as CEO and President in November
of 2016. Under his guidance, the company has raised
$550 million in new bonds and converted $250
million from debt to equity. iPayment has now experienced
three consecutive quarters of revenue and EBITDA growth.
Accounts on file, average size of transaction and merchant
processing volume have all grown.
“It’s all been fundamentals,” says OB, “we work as a team and
execute together.”
OB Rawls grew up on a farm in Washington, N.C. He jokes that
OB stands for “Odd Ball,” but it’s actually O’Bealie, a name that
first belonged to a Scottish ancestor who came to America.
Rawls’ grandfather went by Bealie, but was often called “Billy.”
That didn’t sit well with him.
“He said, ‘Just call me OB; that’s what stuck,” Rawls says. “The
unfortunate part about it is not having a middle name.”
Although Rawls has a son named O’Bealie, he and his wife
also gave him a middle name so he is not the fifth in the line.
Rawls graduated from East Carolina University with a degree
in social work and corrections, which he likens to a psychology
degree because of its behavioral studies. He took his first job
as a parole officer for the state of North Carolina.
Rawls did some extradition work, bringing felons back to North
Carolina from other states as well as the United Kingdom,
Brazil and Argentina. Standing 6-foot-3 was an advantage.
“This was the mid ‘70s, so there was still a lot of residual stuff
left over from the drug era,” Rawls says.
He liked the travel, but not the complacency he found at the
state level where older colleagues weren’t keen on “young kids
who worked really hard.”
After a couple of years, a friend working at NCNB (later
NationsBank) recruited Rawls to become an outside collector.
“I didn’t know what it really meant, but it paid more money
than I was making,” he says.
Rawls eventually worked his way from repo man to branch
manager after attending the bank’s first branch management
school. He lived in eight cities in North Carolina and Virginia
and earned his Executive MBA in Finance and Marketing from
Queens College in 1991.
OB Rawls
CEO, iPayment, Inc.
Running the credit card acquiring program for NationsBank
introduced Rawls to the payments business just as interstate
banking was beginning to unfold.
However, NationsBank had some real estate loan problems and
-- like other banks with similar issues -- decided to jettison
its merchant portfolios because it was important to get cash.
“We created a joint venture,” Rawls says, “sold half of the
portfolio to an Atlanta-based company called First Financial
Management Corporation (FFMC), which also acquired
Western Union. In about a year First Data came along and
bought FFMC, so they got us and Western Union and helped
leverage the company and grow.”
Rawls left NationsBank, where he was SVP of merchant
services, to become President of Unified Merchant Services, a
NationsBank/First Data joint venture that was the ninth-largest
merchant processing company in the U.S.
He subsequently went to the United Kingdom to build the
Lloyd’s Bank joint venture for First Data, creating Cardnet
Merchant Services. That marked Rawls’ first foray into
international activity.
“It was a lot of fun, especially for a country boy from North
Carolina,” he says. “It put a lot of really good tools in my toolbox,
negotiating with the British, learning the other cultures and
that everything’s not the same way it is in Atlanta.
“It was the beginning of an eye-opening, mind-broadening
process. I’d lived a pretty sheltered life, growing up and
working for the bank. I was always very comfortable. I really
didn’t have an understanding about how big the world was.”
26

EXECUTIVE PROFILES
OB continously found new ways to drve innovation
Rawls left First Data to join Caredata.com, a healthcare
technology company in Atlanta. He was EVP Sales and
Operations responsible for $37 million in revenue. During his
three-year tenure, the company purchased and integrated 20
healthcare data companies, becoming the largest physician
credentialing organization in the U.S.
Rawls then spent seven years with Hypercom Corporation as
SVP. He was responsible for global sales and operations teams
(inclusive of software development, distribution and logistics
support operations) that produced more than $400 million in
revenue.
In his office, Rawls has a photo of Hypercom executives ringing
the closing bell at the New York Stock Exchange.
“There were times when we were a troubled company,” he says.
“We were doing really well in the public space, but it took a lot
of money to grow the business.”
Rawls returned to the United Kingdom in 2006 to rebuild the
Hypercom distribution network outside the U.S. He traveled
to 46 countries in 2006 and 37 in 2007. That included a lot of
time in Brazil working with a support business that serviced
250,000 countertop terminals.
After a change in leadership, Rawls and Hypercom parted ways
amicably. He spent time in international consulting before
being asked to rejoin First Data. Prior to joining iPayment in
early 2016, Rawls served as Senior Vice President and General
Manager, Partner Solutions, where his role included engaging
with First Data’s top ISO reseller partners.
Based in California, twenty-one-year-old iPayment has always
been one of the top five ISOs (Independent Sales Organization)
in the US, but was struggling the past few years. The selection
of OB to run the company was an important first step toward
positive change, given his experience and stellar reputation
for transparency and integrity. He has the respect of his peers
in the industry. Says First Data Executive Vice President Barry
McCarthy, “OB is a true professional who has played many
leading roles shaping the payments industry. He’s a deep
subject matter expert, widely admired and well connected.”
“I began at iPayment by telling the iPayment story. First to
the capital markets, then to the employees and customers.”
he says. “Next we did a revamp of the leadership team.” His
small management team was expanded and jobs were made
more discrete. “One thing I learned from Frank Bisignano (CEO
of First Data), is that you hire really talented people but give
them smaller jobs with intense focus,” he says. “Because of
this, we now have better numbers and higher achievement.”
Other changes include a higher commitment and greater focus
on the customer as well as movement into desirable verticals.
Ten percent of company revenue is now from the petroleum
business and the company has begun forays into smaller ticket
items with stickier customers, like parking.
“iPayment is becoming more of a technology company rather
than just a straight processor,” says OB, “and offering more
solutions to our customers. This is the path forward for all
processors, to become technology and solutions companies.”
The company has recently hired a new leader of integrated
payments and just launched their own payment gateway.
Half of iPayment’s sales are direct via the efforts of its own
sales team and half come from partners (sub-ISOs, agents
and referrals). “While we are concentrating on more organic
growth, we do have some high quality partners in fast growing
verticals, such as petro, hospitality, wineries and others,” he
says.
27

EXECUTIVE PROFILES
With the company now steady on a path of upward growth, its
board has asked OB and his team to add 100,000 new customers
in the next 12 months. They have six employees in Atlanta
today, all working from home, and OB says that he will open
an office in Atlanta when they reach a dozen. “We’re also open
to making larger investments in Atlanta,” he says.
The transformation of iPayment is a great story for the payments
industry but also reflects an economic truth discovered by
private equity funds some time ago – the payments business is
highly responsive to better management. “Private equity loves
this industry because they know that good management can
get them many multiples of what they invest. It’s been proven
many times in recent years,” says OB.
“We will provide all services to our business customers,”
says OB of iPayment, “becoming the place where small and
medium-sized businesses come to get their business solutions
– credit, debit, gift, loyalty, hardware and now, merchant cash
advances,” OB says. ”We recently announced the formation
of iPayment Capital, offering merchant cash advances to its
customers. Only half of processors have an extension like this
one.”
understanding of what merchants need today. “We believe
that selling a merchant a solution based on three or more of
our products will increase the lifetime value of that merchant
relationship to us by over 8 months,” says OB. “Today, a small
business can look and act like Amazon if they want to. This
provides the stronger returns that attract PE firms.”
SMEs, or small to medium sized businesses, are the entire
focus of iPayment. “Small business today is growing in this
country,” says OB, “re-energizing everywhere. More people
are empowered to invest in themselves and this bodes well
for our company.”
For all the changes that he has inspired at iPayment, OB
attributes all positive changes to common sense and teamwork.
“I’m a big believer in never being afraid to ‘inspect and correct.’
It’s a simple thing, made more difficult by the fact that people
naturally want to avoid problems. I try to coach my people to
look for problems and not be afraid to face them.”
“Other than that,” he says “all I can say is that I’m fortunate to
be the leader of iPayment. It’s really all about the team. They
have a winning attitude.”
Increased complexity in their business offerings means
longer sales cycles and more complex sales. iPayment is
equipping their sales teams with more training and a better
28

SPECIAL FEATURE
Can we bridge the Atlantic?
by Peter O’Halloran
YES WE CAN!
On October 3rd we’ll be holding the world’s first Europe - US Fintech event, connecting
two fintech communities - FintechIreland and FinTech Atlanta
Why?
It’s not easy to grow a Fintech business. Finding the right
partners, suppliers, investors and mentors is difficult. And
these don’t always exist in your home country. Luckily, there
are innovators all across the globe who can help.
FintechBridge exists to help make those connections, to tip the
scales in your favour, and ultimately to help change financial
services for the better.
What?
FintechBridge is an event that connects you into another
Fintech ecosystem, in three ways:
Who?
Because FintechBridge is a non-revenue organisation, events
are entirely dependent on help from the Fintech community.
We’re absolutely delighted to be supported for this event by
the following sponsors:
Dublin Business School (@DBScollege)
Feedzai (@feedzai)
Metro Atlanta Chamber (@atlchamber)
Payment and Cards Network (@PaymentsNet), for their
kind sponsorship to our media partners The Merchant Risk
Council (@MerchRisk) and The Garage at Tech Square (@
SandboxATL).
We really appreciate it!
1. Information about the ecosystem – the facts & figures,
the movers & shakers, presented by Fintech leaders
2. Making connections – we help you to find
and connect with the people you want to reach
Click here to learn more
3. FintechBattle – we provide a platform for upcoming Fintech
firms to pitch their company
29

SPECIAL FEATURE
Fintech Ireland doesn’t consult or provide any such paid type services. We don’t raise revenue and therefore we make no profit.
All costs associated with Fintech Ireland’s activities are paid by the collaborators or event sponsors. Our collaborators may
offer services pro-bono / for fees unrelated to the Fintech Ireland project. Fintech Ireland is supported by like-minded financial
professionals, academics and advisers who are keen to foster the development of Ireland as a leading global fintech centre.
Fintech Atlanta is a coalition of companies (from Fortune 500s to startups) and other organizations working to cement Atlanta
as the recognized global capital of financial technology. The group’s priorities are to fund and fuel efforts to RECRUIT, RETAIN
and EXPAND businesses and jobs across the FinTech ecosystem in metro Atlanta and the state of Georgia.
Fintech Bridge: Fintech Atlanta & Fintech Ireland - Tuesday, 03/10/17 Agenda.
Date: Tuesday, 3rd October 2017
Time: 13:00 Atlanta / 18:00 Dublin
Venue
Atlanta: The Garage at Tech Square, 848 Spring St NW, Atlanta, GA 30308 - VIEW MAP
Dublin: Dublin Business School, Auditorium 1.1, 13/14 Aungier Street, Dublin, D02 WC04 - VIEW MAP
Registration & Networking – Atlanta [12.00-13.00]/Dublin [17.00-18.00]
Opening [18.00-18.20]
Welcome Ireland – Peter O’Halloran (Collaborator, Fintech Ireland) & Andrew Quinn (Finance & Accountancy Course
Director, DBS) [18.00-18.10] – No Slides
Welcome Atlanta – Grant Wainscott (Senior Director of Technology Ecosystem Expansion, Metro Atlanta Chamber) [18.10-
18.20] – No Slides
Fintech Ireland Scene – Peter Oakes (Founder, Fintech Ireland) [18.20 -18.30] - Slides
o What does Ireland’s Fintech ecosystem look like and how is it evolving
Fintech Atlanta Scene – Barry McCarthy (Chair, Fintech Atlanta) [18.30 -18.40] - Slides
o What does Atlanta’s Fintech ecosystem look like and how is it evolving
Panel Session: International Scaling from US & from Ireland [18.40-19.00] – No Slides
o Scaling from Atlanta with Ireland as a European hub
o Scaling from Ireland with Atlanta as a U.S. hub
o What are possible implications & opportunities for Irish & U.S. Fintech firms with Brexit
Moderators: Peter Oakes (Dublin), Grant Wainscott (Atlanta).
Panellists (Dublin): Maura McGrath (Joint Venture Services, Elavon), Peter O’Halloran (VP, eCommerce - International -
First Data), Gabriel Moynagh (CEO, Sysnet Global Solutions), Ciaran Cassidy (Global Head of eCommerce Product, Global
Payments.
Panellists (Atlanta): Barry McCarthy (EVP, Head of Network & Security Solutions, First Data), Jill Bentley (Marketing
Manager North America, TruRating),??? TBD Global Payments.
Panel Session: Funding – Venture Capital & private equity investment [19.00 -19.20] – No Slides
o What specific Fintech sectors are investors looking at now?
o Venture Capital and private equity investment insights
o Market trends and challenges
Moderators: Peter O’Halloran (Dublin), Grant Wainscott (Atlanta). Panellists (Dublin): Sinead Fitzmaurice (Co-founder
TransferMate Global Payments), Thomas Olszewski (Associate, Frontline Ventures).
Panellists (Atlanta): ??? TBD, ??? TBD.
Fintech Battle: Ireland & Atlanta. 6 start-ups / 5 minutes each [19.20-19.50] – Slides
Presenter (Dublin): Emer Cummins (Business Development Manager, DBS).
Fintech Battlers: ???, CEO at Irish Fintech#1, ???, CEO at Irish Fintech#2, ???, CEO at Irish Fintech#3.
Presenter (Atlanta): Kristina Morris (Project Coordinator at FinTech Atlanta).
Fintech Battlers: ???, CEO at Atlanta Fintech#1, ???, CEO at Atlanta Fintech#2, ???, CEO at Atlanta Fintech#3.
30

SPECIAL FEATURE
Fintech Battle: Poll Voting Results and Prize Awards [19.50-19.55]
Prize Presenter (Dublin): Lexi Koutrelakos (Fintech Atlanta) & TBD Feedzai.
Prize Presenter (Atlanta): Grant Wainscott (Senior Director of Technology Ecosystem Expansion, Metro Atlanta Chamber)
& TBD Feedzai.
Prizes: The Fintech Startup winner from each location wins a subsidised trip to the opposite location, to connect with
Fintech companies, innovators and dealmakers!
Wrap up [19.55-20.00] – Peter O’Halloran (Collaborator, Fintech Ireland) & Grant Wainscott (Senior Director of Technology
Ecosystem Expansion, Metro Atlanta Chamber).
Post Event Networking: 15:00 (Atlanta)/20:00 (Dublin)
Atlanta: The Garage at Tech Square, 848 Spring St NW, Atlanta, GA 30308 - VIEW MAP
Dublin: Hogan’s Bar 35-37 South Great George’s Street, Dublin, D02 AX50 - VIEW MAP
Sponsors
Media Partners
Facilities Partner
31

HOT JOBS
Hot Jobs
SENIOR NEW BUSINESS
DEVELOPER
New York, remote
HEAD OF
EMEA
Amsterdam Area, Netherlands
SOLUTION ENGINEER /
PRESALES MANAGER
Atlanta, USA
TERRITORY SALES MANAGER /
REGIONAL VP SALES
Atlanta, USA
PAYMENT PROCESSING
SPECIALIST
Atlanta, USA
MICROSOFT AX
DEVELOPER
Madrid, Spain
HEAD OF
APAC
Hong Kong
RETAIL PAYMENTS SUBJECT MATTER
EXPERT
Atlanta, USA
PSD 2 CONSULTANTS -
BUSINESS & TECHNICAL
Amsterdam, Netherlands
HEAD OF CORPORATE
INFRASTRUCTURE
Atlanta, USA
DIRECTOR OF NEW
INNOVATION
Atlanta, USA
SENIOR PRODUCT
MANAGER SHOPPING
Stockholm, Sweden
These are the latest job opportunities we have available!
For more information please visit www.teampcn.com/jobs
or check out our international Job Board at www.payment.jobs
32

EVENTS
Events
Dubai, UAE
Revolutions in payments, treasury technology and fintech have begun
to dominate treasury tactics and strategy. The Middle East Corporate
Banking Forum 2017 (12-13 September 2017, Dubai- UAE) will aim to
offer better insights on current trends, market scenarios and future
strategies for success in the complex landscape of this sector.
12-13
Amsterdam, The Netherlands
12-14
Attending this conference will let you be part of an advanced, inspiring,
open, and P2P-passionate peer environment of experienced peers
with quite mature P2P functions from number of industries and with
typically a global responsibility span. This event should give a very
good benchmarking point for what to aim for as world-class P2P
function with limited resources we all have, and definitely should leave
everyone with a good range of fresh, interesting and implementable
ideas to benefit from.
St. Albans, UK
eTail Connect September is the one-stop shop for senior retail
executives! This interactive, forward-thinking forum dedicated to topics
surrounding the omni-channel experience, mobile technology, data
analytics and the customer journey, content marketing, and customer
experience provides you with the opportunity to benchmark, share
ideas, find solutions for your business and build lasting relationships.
12-13
Bangkok, Thailand
14-16
The 3rd edition of RetailEX ASEAN is an annual trade show and
conference that caters to retailers in ASEAN. RetailEX ASEAN 2017 is
committed to bring success to the retail industry, with focusing on
two exhibit profiles; Retail Shop Fitting and Retail Shop Technology.
RetailEX ASEAN 2017 is the hub where all retail owners come together
to share ideas, explore the retail market trend and meet new buyers.
33

EVENTS
Paris, France
Between 19 and 21 September 2017, Paris Retail Week will once again
showcase French Expertise and will be the only event in Europe which
addresses the omni-channel problems associated with 360° retail. For
three days, Paris will be the capital of connected commerce by bringing
together 600 participating companies and 30,000 professionals.
Request your free badge
19-21
Dubai, UAE
24-25
The 2nd Annual Financial Services’ Customer Experience Summit
reacts to these challenges proactively. 15+ cross-industry CX speakers
from Mashreq Bank, First Abu Dhabi Bank, Citibank, RAK National
Insurance Company, Prime Minister’s Office of UAE, Al Etihad Credit
Bureau, Bank Albilad, Union Insurance and more will be speaking
on the most burning issues in the CX field. This summit, which is
being organized by Fleming., is the only Customer Experience event
dedicated to the BFSI sector in the GCC region.
Lagos, Nigeria
The digital banking landscape in Nigeria is expected to transform the
country to Africa’s fintech hub. In line with Central Bank of Nigeria’s Vision
2020 goal of being among the top 20 economies, the Government has
initiated the cashless Nigeria policy. The New Age Banking Summit –
Nigeria Edition will bring together carefully selected industry experts,
to provide insights into the key trends and challenges of banking in the
digital era.
26-27
34

EVENTS
26-27
Dubai, UAE
You are about to witness the Future, because the Future is NOW!
Alpha One Event’s Middle East NXT Banking Summit is designed
to gather the region’s top banking experts from both worlds, the
business and technology. Investing in the next wave of seamless
software and hardware banking technology is significant to ensure a
superior experience leading in business sustainability.
London, UK
eCommerce Expo is the only event that covers the entire ecommerce
landscape, offering:
• Actionable insight from 150 masters of their craft
• Cutting-edge ecommerce technology from over 100 suppliers to
optimise user experience
• Intelligent conversations with peers who have adapted to the
changing needs of the ecommerce customer
Join the community this September and start your journey to
ecommerce excellence.
27-28
28
London, UK
WIRED Security returns to London for its second year, with 20 new
industry-leading speakers, plus an exciting selection of startups and
growth-stage companies working in the fields of software, intelligence
and security services. The one-day event is ideal for policymakers,
hackers, enterprises, regulators, security software specialists, data
brokers, cryptographers, social media companies, academics,
startups, law enforcement and the intelligence community.
35

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