End 2 End delivery of a new, API enabled, Payments technology Platform


Client name

Mastercard London, Peterborough, UK

Length of EA assignment

24 months

Number of EA Consultants provisioned



Our client, Mastercard, driven by technology to deliver robust customer experiences, connecting consumers, financial institutions, merchants, governments and businesses worldwide. A pioneer in striving for a cashless society.

The Executive embarked on a multi-year program of work to launch a next generation technology platform in The global Prepaid Payments and Cards division. The strategy was MVP, followed by a business transformation to enable a shift into new market verticals, beyond their existing business.

Recognising that internal capability and experience were light, an internal decision was taken to procure external change capability, with global, cross discipline experience to mobilise a significant programme. The team encompassed a workforce of >120 resources and was being targeted on delivering MVP technology within 12 months, including a go-to-market framework to enable business launch within 24 months. EA were engaged to manage the full life-cycle delivery, encompassing internal resources and numerous external suppliers.


EA facilitated a rapid readiness to mobilise assessment, using cross discipline workshops to capture inputs for decision making.

This initial ‘health check’ delivered early visibility of the potential risks that could impact launch. EA sought acceptance of the necessary mitigation plans and these were signed-off by sponsors and built into the baseline plan v1.0.

EA established a light touch, but robust governance structure – the design of which was focussed on expediting and controlling decision making, and ensuring Risks were under active management control. The Steer-Co, comprising of ExCo members and senior level SMEs was pivotal in managing status against the approved plan, whilst providing a framework that ensured early intervention occurred where support was required. The Steer-Co and masterplan were underpinned with SME and tech focussed working groups, there to ensure client and third-party suppliers worked to a common agenda.

In order to provide certainty and transparency of the outcome driven milestones, a Programme Execution Office (PEO) was launched alongside an internal project management function. Headed by the EA Transformation Lead, and supported by a delivery backbone covering SAFE and Agile delivery and milestone management, governance and control reporting (multi-time-zone), people and resourcing (120+), testing and assurance, outcome and value-based prioritisation.

As an extension to the PEO, and at the heart of the decision making, a Design Authority was established. This empowered cross functional leadership groups, overseen by EA through a chief architect, this played an essential role in addressing early, fundamental designs and compliance, including rapid analysis of technical challenges as the complex ecosystem of components was put together; cloud microservices, database infrastructure, real-time and batch processing, API definition and deployment, digital card management and user program management.

Key to meeting programme milestones was deploying a fit for purpose testing strategy and plan. This process oversaw the successful implementation of a new performance and integration testing capability. EA provided the Test Lead, who worked alongside internal test functions to deliver a suitable strategy and sustainable plan.

In parallel to the technical build activity a CIO based functional readiness review was undertaken to determine the change in skills and experience to run and change the incoming platform. A clear training, skillset and process action plan was defined, alongside operational leadership, with regular monitoring established to track cross functional evolution to meet platform/market launch timelines.

In summation, EA complimented the clients teams through the provision of senior, experienced central capabilities. Our team acted as the spine for the programme, ultimately there to ensure delivery execution occurred and that necessary course corrective action took place as early as possible during critical phases of delivery.



Result / Impact

Greenfield, next generation platformLaunched in 12 months (over 50 components, multiple environments) within budget

Product and business capabilityEnabled transformation into global markets to generate high volume new income streams

Embedded top-bottom run and change oversightImplemented a control structure to proactively drive 3 year integrated roadmap

Testing competency enhancedImplementation and embedding of a Performance and Integration testing capability

Benefit RealisationDelivered operations and technology combined transformation strategy and roadmap, including evolution of SAFe methodology to portfolio level, with route to benefits management clear and understood

Change ManagementChanged internal perception of ability to land significant/complex programmes of work within defined timelines. Legacy value, organisation less resistant to change in future

Selected Projects


0.1 Transformation

Moving the Digital conversation forward

Our client, Planet, a high growth, acquisitive, PE backed tax free business sought to position itself more centrally into the payments space. This strategy required a more digitally enabled business and one which held data at the core.
To drive momentum and help translate the” PowerPoint vision” into a cogent, prioritised plan and business case. EA were selected to help support.


0.2 Transformation

Pursuing a US listing for a UK Fintech

Unpicking a 10 year old ‘start-up’ and readying the finance function for a potential US listing required specialist expertise, intense focus, and a collaborative work-ethic. Our client, Worldremit, selected EA to help prepare for a potential future event.