Every engagement has a scope agreed in writing before it begins and a point at which it finishes. We do not bill open-ended hours, and we do not stretch a piece of work past the point where it is earning its place. Where the scope needs to change, we say so and agree it with you rather than absorbing it quietly into the next invoice.
Our primary work is for businesses and public bodies that make or receive payments, rather than for the firms selling payment services. Where we hold provider relationships and referral arrangements, they are declared openly. The recommendation to a client is always what serves the client.
Every engagement starts with a conversation that costs nothing and is treated as confidential. Sometimes it becomes clear within twenty minutes that there is nothing here for us to do, either because the arrangements are already keenly priced or because the volumes are too small for the work to be worth anyone's time. When that is the case we say so on the call, and where we know of someone better placed, we will give you their name.
We would rather turn work down than take on something we cannot do well.
The payments cost stack is complicated enough without the advice adding to it. Our reports say what we found, what it is worth and what we suggest doing about it. The weekly essays cover the economics and history of the market — including current developments, regulatory proceedings and interviews with practitioners — written for people who want to understand the substance rather than a summary of last week's news.
The first conversation takes half an hour, costs nothing and commits you to nothing. If there is nothing here for you, we will say so.
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