FINTECH CASE STUDIES
Fintech - Fleet Payments Pre M&A
0-6 months | Small Enterprise
Problem:
A prospective acquirer of a SaaS fintech fleet-management business required a rapid, focused assessment of the target’s commercial model, credit risk, technology and operations, and regulatory exposure
Commercial review:
Revenue mix (interchange, fees, subscription), ARPU by segment, churn, contract concentration, and merchant acceptance footprint
Underwriting rules, loss reserves, chargeback trends, collections process, and fraud-detection controls.
Credit & fraud review:
Tech & ops audit:
Payments stack, processor/issuer links, integrations (telematics/EV charging), and vendor SLAs.
Financial stress tests:
Modeled downside scenarios, defined KPIs
Result:
- Delivered a clear, decision-ready due-diligence memo that reduced valuation uncertainty and identified key value-creation levers.
- Identified near-term commercial and credit improvements, as well as critical technology gaps to be addressed prior to closing.
- Recommended conditional deal protections - including purchase price adjustments and a credit reserve/holdback - and a 100-day integration plan focused on billing stabilization, tighter underwriting, and merchant onboarding.
Sales Transformation at a B2B Corporate Payments SaaS Company
6-12 months | Atlanta, GA | Large Enterprise
Problem:
Identified a critical imbalance in the company’s sales organization, driven by prior decisions that had over-weighted online digital channels while deprioritizing and weakening direct sales capabilities.
In response, the company made a strategic decision to move up-market by reorganizing the sales structure, strengthening the direct sales organization through improved processes and automation, and refocusing digital channels on attracting larger clients.
Action:
- In the first phase, led the design of the new sales organization, including definition of the organizational structure, key sales processes (such as lead management and distribution), sales KPIs, and the supporting business case and implementation roadmap.
- In the second phase, led the transformation execution, overseeing a cross-functional working group comprising leaders from each sales channel and core functions, including product and marketing.
Result:
The redesigned sales organization significantly improved the company’s ability to acquire medium and large clients, enhanced customer experience, and reduced attrition and bad debt. These improvements were critical to achieving sustainable growth in a mature and highly competitive market.
Technology Strategy for a Fintech Company
0-6 months | Atlanta, GA | Large Enterprise
Problem:
A fintech company decided to refresh its IT and technology strategy to align with a change in business strategy.
Action:
Served as strategy leader, leading the development of the technology strategy and defining a comprehensive transformation plan from the current-state (As-Is) to the target-state (To-Be) architecture.
Developed, planned, and quantified all key strategic initiatives, assessing business benefits, costs, required resources, and both direct and indirect value.
Provided ongoing senior oversight of strategic initiatives, monitoring performance, progress, and delivery against objectives.
Result:
The updated technology strategy and execution of strategic initiatives accelerated time to market, improved customer experience, and delivered a material impact on financial and operational performance, including segment revenues, attrition, and product satisfaction.
Fintech Products Roadmap Development
0-6 months | Large Enterprise
Problem:
A large telecom company decided to expand into the fintech sector and required the development of a strategic roadmap.
Action:
Analyzed options for integrating banking and telecom services, including synergy estimation and development of the supporting business case.
Result:
Developed a fintech strategy and business case targeting 15% of total telecom revenue within five years.
Fintech Strategy Development
0-6 months | Atlanta, GA | Large Enterprise
Problem:
The fleet and fuel card business unit required a turnaround strategy to restore double-digit growth in a mature, saturated market.
Action:
- Developed a five-year strategy for the Fintech (Fleet card) business in the North American market (~$1B in annual revenue).
- Led strategic product feasibility assessments, business case development, and market launch for new offerings, including EV payments, short-term credit, and corporate payments.
- Launched and led a cross-sell strategic initiative to drive incremental revenue and customer penetration.
Result:
The strategy helped reverse a negative market share trend and improved revenue tp stable growth.