Over multiple cycles, we helped CoralPay sharpen its strategic focus, embed an excellence discipline, and translate analysis into prioritised execution. This spanned market and product diagnostics, structured ideation, capability building (EFQM), and portfolio prioritisation (WSJF).
Our Approach
We ran a repeatable facilitation arc:
Scan & Decide: performance and market scan → SWOT → Internal-External (IE) Matrix framing.
Plan & Commit: Strategic planning sprints that converted insights to product-level initiatives with KPIs/milestones and accountabilities.
Sequence & Fund: Product portfolio sequencing using WSJF with a transparent scorecard to allocate scarce delivery capacity for maximum economic benefit.
Execute & Learn: EFQM‑informed excellence practices; dashboards and periodic reviews to drive deployment effectiveness.
Our Findings
Strong product momentum and clear paths for amplification
Across channels such as C’Gate USSD, Fast Channel, Pay with Bank Transfer, and DigiPOS, the reviews show consistent traction, healthy transaction growth, and clear levers for further expansion. Even where Revenue per Transactions (RPTs) tightened, the underlying usage growth, brand recognition, and entrenched market presence position CoralPay to capture more value through smart pricing, partner optimisation, and channel deepening.
Significant untapped value within high‑potential products
Products like BillerOne and components of the Card business have demonstrated early‑stage promise, strong market appetite, and accelerating adoption curves. The challenges identified highlight major growth headroom; from improved resourcing to wallet activation, better UX flow, and expanded merchant/partner onboarding. These products can become breakout revenue engines with focused investment.
Expansive market opportunities validated through analysis
Market and competitor insights show a rapidly digitising financial landscape filled with opportunities:
- Growing customer migration to digital channels
- Increasing acceptance of alternative payment methods
- More merchants seeking integrated solutions
- Banks open to partnerships and technology augmentation
These findings confirm CoralPay is well‑positioned to lead by leveraging its brand equity, technical capabilities, and partner ecosystem.
Clear differentiation advantages emerging from internal capabilities
Strengths identified in the SWOT sessions, such as internal expertise, proprietary technology, strong partner relationships, and reliability in certain product lines, indicate CoralPay has foundational strengths that competitors cannot easily replicate. These provide a springboard for premium positioning, bundled services, and cross‑product monetization.
Organisation increasingly ready for strategy, structure, and scale
The EFQM‑based Business Excellence assessment surfaces a team that is:
- Open to structured improvement
- Eager to build stronger processes
- Engaged in refining strategy
- Willing to adopt performance discipline
This cultural readiness is a major strategic asset, enabling faster implementation and more consistent execution.
Strategic Outcomes for CoralPay
A unified, insight‑driven strategic direction
Through the facilitated sessions, CoralPay gained a cohesive strategy grounded in real product performance, market trends, and organizational capabilities. This clarity ensures teams are aligned on where the business can win and how to prioritise their efforts.
A powerful, actionable portfolio of initiatives
Each product now has:
- Clear growth pathways
- Well‑defined KPIs
- Practical milestones
- Ownership structures
This transforms strategy from theory to a living execution system that accelerates progress.
A rational, transparent prioritisation engine (WSJF)
The introduction of WSJF (with a functional scoring workbook) gives CoralPay a world‑class decision tool to:
- Focus on the highest‑value opportunities
- Deploy resources where they matter most
- Make trade-offs with confidence
- Build consensus across teams
This is a major maturity uplift for long‑term product planning.
Stronger organisational capability for continuous excellence
The Business Excellence workshop equips the team with a shared performance language and tools to:
- Strengthen leadership effectiveness
- Improve processes
- Achieve better customer outcomes
- Maintain strategic discipline
This creates a scalable operating system for growth.
A repeatable strategic planning and review cadence
CoralPay now has a structured, repeatable model:
Scan → Diagnose → Strategize → Prioritise → Execute → Review
This ensures every subsequent strategy cycle becomes even more efficient, data‑driven, and impactful.
Strengthened cross‑team collaboration and leadership alignment
The sessions facilitated open dialogue across business, product, technology, and executive groups, resulting in:
- Shared understanding of opportunities
- Enhanced ownership of initiatives
- Greater clarity on dependencies
- Stronger alignment behind a unified growth vision
This positions CoralPay to execute faster and more cohesively than before.
Year‑by‑year: what was facilitated and why it mattered
Purpose
Kick‑off a structured strategy process to reclaim market leadership through disciplined market analysis, customer personification, and product/service ideation.
Approach
We convened an ideation session organized in three steps: market trends, personas, and “How might we…?” problem‑solving. We also introduced a Business Excellence module and a planning & reporting dashboard concept to translate ideas to execution.
Findings
The market scan highlighted macro headwinds (inflation/FX), intensifying competition (banks, retail fintechs), tightening regulation, and financially squeezed customers—signals to pivot toward resilient, value‑clear propositions and stronger bank/partner alignment.
Outcomes
A first list of opportunity spaces and an execution habit: teams would pair action plans with dashboards to track deployment effectiveness. This laid the runway for deeper product economics work the following year.
Purpose
Align leaders around performance optimization and growth, codifying a two‑day session flow from retrospective to action plan.
Approach
Facilitated an agenda covering 2022 business performance, project reviews (e.g., Direct Routing/Mandate/Debit, CIP, Card acquiring/issuing, Merchant Onboarding), and a working block on “Strategy for Growth & Market Share 2023”, culminating in recap, action plan, resourcing, and timelines.
Findings
The structure exposed friction points (integration gaps, reliability expectations from partners) and reinforced the need for measurable growth bets per product line.
Outcomes
A shared cadence and ownership model for growth initiatives across business and development teams, enabling the deeper analytics and prioritisation introduced in 2024.
Purpose
Move from generic ambition to evidence‑based product strategy: quantify current performance, focus via SWOT/IE, translate to initiatives with trackable milestones, then sequence medium–long‑term bets via WSJF.
Approach
- Product performance review of USSD, VAS, BillerOne, Fast Channel, Cards, Pay with Bank Transfer; capturing revenue per transaction (RPT), growth, challenges, and opportunities.
- SWOT & IE‑Matrix education and a CoralPay‑specific working canvas to link product diagnostics to strategy choices.
- Strategic planning tables for short‑term initiatives per product, with explicit milestones/KPIs (e.g., concession monitoring for USSD; direct billers and telco plays for VAS; wallet, CX and resourcing for BillerOne; CIP adoption and process controls for Fast Channel; routing and minimum web values for Cards; bank/PTSP expansion for Pay with Transfer; DigiPOS pilot & APIs; Verge as a cross‑channel lever).
- WSJF introduced in the guides and operationalised with a scoring workbook to rank new product bets by Cost of Delay vs. Job Size.
Findings
- C’Gate USSD: Still profitable; RPT dropped amid macro pressure and heavy concessions; need discipline on concession economics and partner strategy.
- VAS: Weakening RPT and partner switching behaviour; opportunity in direct billers and telco product expansion, underpinned by sharper analytics.
- BillerOne: Promise evident; UX gaps around wallet funding and insufficient resourcing; push for standalone posture, referral loop, and KPI system.
- Fast Channel/CIP: Profitable; growth via more banks on CIP and stronger product‑risk governance.
- Cards: Very high volume growth but negative RPT; mitigate via direct card routing, Verge‑led channel steering, minimum web transaction values, and Point of Sale (POS) acquiring/issuing expansion.
- Pay with Bank Transfer: High RPT; bank/ Payment Terminal Service Provider (PTSP) expansion and merchant selling as near‑term levers.
Outcomes
- A product‑by‑product action plan with measurable KPIs (e.g., “xx banks with increased USSD limits,” “xx% increase in direct VAS billers,” “BillerOne wallet live by xx,” “CIP volume/value targets,” “minimum web value enforced by xx”).
- A WSJF playbook and tracker (workbook) to continuously re‑rank medium/long‑term bets such as C’Gate Marketplace Hub, Merchant/Customer Onboarding platforms, Recurring Debit, Agency Banking on app, E‑commerce storefront, etc. (scored on User/Business Value, Time Criticality, Risk Reduction/Opportunity Enablement, and Job Size).
- A reusable SWOT/IE facilitation guide to keep future sessions focused and decision‑oriented.