Empowering Innovation,
Streamlining Operations for Growth
Streamlining Operations for Growth
Improving performance for high-growth and
Fortune 1,000 payment technology organizations
Experience
- Fortune
200Operator - 5x
GrowthNew Venture - Start
UpExecutive Leadership Team - Past Board MemberWomen in Cleantech
Operations isn't just about about processes and data; it’s about the story and the people.
Services
Operations & Financial Performance Improvement
Uncover and improve performance across product, client, 3PL distribution, and partner (ISV) operations to unlock growth.
- Improve operating margins
- Accelerate time-to-revenue
- Reduce speed-to-market
- Improve working capital
Operations & Financial Performance Improvement
Uncover and improve performance across product, client, 3PL distribution, and partner (ISV) operations to unlock growth.
- Improve operating margins
- Accelerate time-to-revenue
- Reduce speed-to-market
- Improve working capital
Integrated Payments
Go-To-Market Product Delivery
End-to-end POS hardware launch framework to align cross-functional teams such as product and operations, as well as 3PL distributors, manufacturers, and HSM providers.
- Smooth project management
- Increase process reliability
- Improve speed-to-market
- Improve the merchant experience
Integrated Payments
Go-To-Market Product Delivery
End-to-end POS hardware launch framework to align cross-functional teams such as product and operations, as well as 3PL distributors, manufacturers, and HSM providers.
- Smooth project management
- Increase process reliability
- Improve speed-to-market
- Improve the merchant experience
Start-up Advisory &
Fractional VP of Operations
- Identify balanced, comprehensive performance metrics for profitable efficient growth (PEG).
- Employee engagement and development.
- Multi-year operations organization design.
- COO/CFO thought partnership on critical business initiatives and challenges.
Start-up Advisory &
Fractional VP of Operations
- Identify balanced, comprehensive performance metrics for profitable efficient growth (PEG).
- Employee engagement and development.
- Multi-year operations organization design.
- COO/CFO thought partnership on critical business initiatives and challenges.
Business Impact
Achieving product-market fit requires more than just an exceptional product, particularly in the payments industry. It is essential that the product is aligned with upcoming industry compliance shifts and interoperable with 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, navigating the Apple emerging hardware program to facilitate entry into reseller channels.
As the product evolved through subsequent generations, she spearheaded launch and expansion initiatives, leveraging payment partnerships, distribution channels, and thought leadership. 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.
In fast-growing companies, especially those undergoing mergers, growing pains are inevitable. The pressure to deliver synergies and the need for organizational restructuring often lead to knowledge silos and process gaps. Over time, these gaps can evolve into complex inefficiencies, particularly in non-core business activities.
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.
At a leading merchant acquirer, 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, resulting in approximately $1.72M in recurring cost savings.
What does $1.72M in cost savings translate to in sales? The answer is substantial. 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.
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 acquirer, 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, resulting in approximately $1.72M in recurring cost savings.
“Cost savings are a force multiplier, amplified by operating margins.”
What does $1.72M in cost savings translate to in sales? The answer is substantial. 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.
In 2015, EMV drove a major technology shift disrupting payment industry product go-to-market motions.
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 the product go-to-market motions improved dramatically, highlighting the impact of our comprehensive approach. Building relationships to navigate complex challenges and drive significant performance improvements.
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 the product go-to-market motions improved dramatically, highlighting the impact of our comprehensive approach. Building relationships to navigate complex challenges and drive significant performance improvements.
A medium sized department at a Fortune 1000 merchant acquirer had hit a boiling point. The company had experienced high growth and on paper this department had grown with it. Yet performance was suffering and employees were burnt out. The issues weren't entirely clear because the data didn't align with what employees were saying.
Our founder was asked to help. Leveraging a comprehensive approach she uncovered the disconnect between employees and upper management. Her recommendation streamlined the ISV 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.
Our founder was asked to help. Leveraging a comprehensive approach she uncovered the disconnect between employees and upper management. Her recommendation streamlined the ISV 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.
What Others Are Saying
- Strategic Programs Director, Fiserv
Fintech Advisory Board, Kennesaw State UniversityJennifer is the epitome of outstanding leadership. She is approachable, available, charismatic, humble, and collaborative.
We had the opportunity to build a cross-functional coalition in retaining a key account after a major payment platform migration. The enterprise client was unhappy to say the least and ready to move the business elsewhere.
Jennifer set the tone for keeping the team focused on logic and action to move the needle of progress while maintaining line-of-sight on the bigger picture. In the end, the client felt acknowledgment and saw the tangible results of her leadership. So, we won the retention of key account. - FinTech ExecutiveJennifer and I worked together at Infinite Peripherals for a number of years. Throughout our time there, Jennifer consistently demonstrated her professionalism and extensive knowledge in the payments industry. Her understanding of payment solutions, coupled with her exceptional organizational skills, made her an invaluable asset to our team.
Jennifer's unwavering commitment to her work was truly inspiring. She was always focused and dedicated to meeting deadlines and delivering high-quality results. Her ability to remain calm under pressure and handle complex situations with ease was truly remarkable. - Chief Product Officer at ParadisePOS
WSAA Board MemberJennifer stands out as a natural leader, showcasing her expertise in operational excellence, consistently delivering impactful results, and serving as a source of inspiration for those around her. 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.
Specifically, Jennifer possesses deep FinTech knowledge, specifically with hardware and enterprise payment solutions. Her expertise in this domain further solidifies her position as a standout leader in the industry.
Contributed Articles
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.
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.
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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.