Helping payments companies navigate business-critical transitions.
Helping payments companies navigate business-critical transitions.
Alignment. Clarity. Execution.
I help payments companies navigate business-critical transitions by building alignment and clarity with execution discipline.
What I Do
but the path to execute isn't:
- Strategic initiatives aren’t gaining traction
- Product launches are delayed or quality is suffering
- Department performance has eroded, yet the data doesn’t match what people are experiencing
In these situations, the problem itself isn't clear. And without a clear problem, there's no clear solution.
This is where I come in.
I bridge the gap between people and performance.
I partner with leaders and teams to uncover the root issues blocking progress, sharpen the strategic plan, and put reporting in place so results are visible and sustainable.
Both as a consultant and operator, I have been a change agent my entire career - working with teams to:
- Build trust and work towards a common goal
- Build new functions in support of new products
- Develop new or enhanced business performance reporting
- Uncover the real issues buried in poor data
- Coach up or formally train managers
- Design scalable operating models
Who I Work With
Executives and Founders facing pressure to grow, improve costs, or turnaround operations.
Product and Operations leaders determined to break through roadblocks and scale with confidence.
Who I Work With
Executives and Founders facing pressure to grow, improve costs, or turnaround operations.
Product and Operations leaders determined to break through roadblocks and scale with confidence.
The Difference with Me
Unlike big consulting firms that deliver decks, or internal teams too close to the problem, I bring:
- People-first leadership — I connect the dots between people and pain points, building trust and momentum
- Engineering mindset — a structured, outcome-driven approach to untangle complexity
- Big-Picture Perspective — seeing across functions to align strategy with execution.
I usually step in as an interim or fractional operator (think Chief of Staff), embedding with your team quickly - without the overhead of a full-time hire or detachment of a traditional consultant.
The Difference with Me
Unlike big consulting firms that deliver decks, or internal teams too close to the problem, I bring:
- People-first leadership — I connect the dots between people and pain points, building trust and momentum
- Engineering mindset — a structured, outcome-driven approach to untangle complexity
- Big-Picture Perspective — seeing across functions to align strategy with execution.
I usually step in as an interim or fractional operator (think Chief of Staff), embedding with your team quickly - without the overhead of a full-time hire or detachment of a traditional consultant.
Past Success Highlights
Past Success Highlights
- Product Launch Driving 5x GrowthFounder Owned
Payment Hardware Provider - Rescued an EMV Launch Post-MergerFortune 1000
Payment Processor - Corrected $31.2M ARR Equivalent OversightFortune 200
Fintech Multinational - Stabilized Merchant Attrition - $57k/monthFounder Owned
Boutique ISO - Improved ISV Integration Time by 33%Fortune 1000
Payment Processor - Improved Consigned Inventory by $4.2MFortune 200
Fintech Multinational
Business Impact Case Studies
At the same time, a Fortune 1000 organization was further impacted by post-merger activities, negatively contributing to time-to-market and product quality. The company contracted our founder to transform an underperforming go-to-market product delivery model under the Integrated Payments division.
Drawing on deep payment hardware launch domain expertise and exceptional leadership skills, our founder implemented strategic planning enhancements and strengthened operational governance. By fostering connections between cross-functional teams and vendors, she transformed the product launch process for semi-integrated point-of-sale (POS) solutions.
The quality and speed of product go-to-market improved dramatically. What began as “chaos”, with no clear understanding of what was needed to launch, transformed into a disciplined process delivering 450+ hardware combinations annually, 99.2% on-time and with rigorous quality control.
This outcome highlights the power of a comprehensive approach: building strong relationships, navigating complex challenges, and driving measurable performance improvements.
Achieving product-market fit requires more than just an exceptional product, particularly in the payments industry. It's essential that the product is aligned with upcoming industry compliance shifts and interoperable with processing partners and distributors.
Our founder, an early employee at Infinite Peripherals, played a pivotal role in the launch of the first Apple mobile point-of-sale hardware. She was instrumental in introducing the first-generation product, the Linea Pro, partnering with the Apple MFi team to certify the hardware — making sure it integrated seamlessly with iOS devices and upheld Apple’s brand reputation.
As the product evolved through subsequent generations, such as the evolution to data encryption, she spearheaded launch and expansion initiatives; integrating 20+ payment gateways and enabling data key injection facilities (KIFs). Her efforts significantly contributed to positioning Infinite Peripherals as the industry leader in mobile point-of-sale (POS) solutions.
Over a span of several years, Infinite Peripherals emerged as a dominant provider, supporting mobile point-of-sale initiatives with prominent organizations like VISA, DataCap, Williams Sonoma, and United Airlines.
Non-core activities, by their nature, aren’t mission-critical. They’re not what gives a company its competitive edge, so they naturally receive less attention and fewer resources. Here's how.
- Less Strategic Focus: These activities aren’t central to the company’s goals, leading to a lack of management oversight.
- Lower Investment: Companies prioritize investments in core activities, leaving non-core areas lagging in technology, training, and process improvements.
- Lack of Expertise: The best talent is drawn to the core functions, leaving non-core areas with less experienced personnel, which only amplifies inefficiencies.
At a leading merchant services provider, our founder deployed a comprehensive strategy, aligning merchant data with historical merger strategies, financials, and other data sources. This approach revealed inefficiencies within non-core activities, revealing $1.72M in annual, unnecessary spend.
“Cost savings are a force multiplier, amplified by operating margins.”
How does this compare to revenue? Cost savings act as a force multiplier known as the profit leverage effect. With a 5.5% operating margin, this company would need to generate $31.2M in sales to achieve the same $1.72M in operating profit.
In simpler terms, saving $1.72M annually is equivalent to $31.2M in annual recurring revenue.
Targeting inefficiencies in non-core business activities isn’t just about trimming costs—it’s about unlocking hidden value. By identifying and eliminating these inefficiencies, companies can achieve significant cost savings that directly the bottom line.
For this company, these efforts were equivalent to generating over $31.2M in annual revenue, highlighting the power of operational efficiency. Even non-core activities, when managed strategically, can become a critical driver of profitability and long-term growth.
Our founder was asked to help. Leveraging a comprehensive approach she uncovered the disconnect between employees and upper management. Her recommendation streamlined the developer integrations certification process resulting in 33% faster timeframes and substantially improved employee wellness.
One of the issues was the breadth of work. As organizations grow, it becomes imperative for teams of generalists to transition into specialized roles to ensure scalability and operational efficiency.
People are not robots. Generalists, despite their versatility, face challenges in managing the increasing complexity and volume of work. Specialization enables team members to concentrate on specific areas, enhancing their expertise and productivity. This transition streamlines processes and improves quality.
- Unlocking Hidden Value
3 Reasons Why Non-core Business Activities are a Significant Source for Cost Savings
RSPA | September 3rd, 2024
Executive Summary
Organizations experiencing rapid growth, especially from merger and acquisition, face a variety of challenges. This includes the need to scale and realize synergies quickly while simultaneously managing the complexities of organizational restructuring. Unsustainable growth compounds inefficiencies particularly within non-core business areas. By focusing cost management initiatives in these often-overlooked areas, organizations can uncover significant hidden value to enhance long-term profitability.
What People Are Saying
- Jennifer is the epitome of outstanding leadership. She is approachable, available, charismatic, humble, and collaborative.
- Jennifer stands out as a natural leader. Her strong presence, coupled with a keen ability to connect people and foster collaborative achievement, positions her as a valuable asset for any company in search of a visionary leader.
- Jennifer was wonderful to work with and demonstrated exceptional expertise in team-work, coaching, and implementing, “The Right” change to demonstrate improvement. She is a gem for any high-performance team!
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The information is for general information purposes only. Moreton Bay Advisory assumes no responsibility for errors or omissions in the contents of the Service, Business Impact, or other.