Built for Executive Decision Making
One view of payment intelligence in the language of revenue, customers, cost and risk.
Instead of hundreds of reports
Executives receivedecisions, not data
- Prioritised actions ranked by business value
- Expected business impact in revenue, LTV and cost
- Confidence scoring on every recommendation
- Business rationale in plain executive language
- Historical context from enterprise memory
Top recommendations this quarter
Adjust retry timing for renewal declines in DE and NL
+US$3.1MIssuer soft declines cluster in a predictable window; current retry schedule misses it for two providers.
Effort · Low
Route high-value card-not-present traffic to secondary acquirer
+64 bpsApproval differential is consistent across four months and holds after controlling for basket mix.
Effort · Medium
Reduce 3DS challenge rate on trusted repeat cohorts
+US$1.7MChallenge friction on low-risk returning customers drives abandonment without measurable fraud benefit.
Effort · Medium
Executive dashboard
liveRevenue
US$0.0B
Approved value
Approval rate
0.0%
+128 bps YoY
Customer lifetime value
US$0.0M
Protected
Revenue leakage
US$0M
Addressable
Payment cost
0.0%
Lower per success
Customer
0%
Involuntary churn down
Executive alerts
- Issuer decline spike · DACH · 2 days
- Renewal failures above forecast · SaaS plan
Enterprise benchmark
0.0 pts
Below peer set
Forecast
US$0M
12-month capture
Trend analysis
Every recommendation answers five questions
If a recommendation cannot answer all five, it isn't ready for an executive decision.
Anatomy of a PayIntel recommendation
What happened?
Approval rate on DACH renewals fell 210 bps over eight days against baseline.
Why?
Two issuers tightened soft-decline behaviour; current retry timing falls outside their window.
Business impact?
US$3.1M annualised revenue at risk and US$7.4M of customer lifetime value exposed to involuntary churn.
What should we do?
Move renewal retries into the issuer-preferred window for the affected BIN ranges.
Expected outcome?
+150 to +190 bps on affected cohort within two cycles, at 88% confidence, low effort.
Governance
Each recommendation carries an owner, a baseline, an expected outcome and a measurement date — so payment intelligence can be governed like any other enterprise value driver.
Board reporting
One narrative for the board: what changed, what it cost, what was recovered, and what the enterprise learned.
See it in your context
Four business scenarios showing how enterprise payment intelligence creates value.