In the first episode of Behind the Checkout, Gr4vy’s podcast, John Lunn, Founder and CEO of Gr4vy, sits down with payments strategist Dwayne Gefferie to ask the questions the industry discusses privately but rarely puts in a press release. They cover merchant headaches, BNPL, tariffs and local payment schemes, quantum computing, AI and why payment orchestration is having its moment. The conversation below is lightly edited for clarity.
Key insights from the episode
Dwayne Gefferie is a payments strategist with more than two decades in payments and data.
John Lunn is Founder and CEO of Gr4vy, the cloud-native payment orchestration platform.
John Lunn: Welcome to Behind the Checkout, a Gr4vy podcast. I’m John Lunn, the CEO and co-founder of Gr4vy, and today we have our special guest, Dwayne Gefferie, payment strategist, known to many of you around the world. Welcome, Dwayne.
Dwayne Gefferie: Thank you very much.
John Lunn: This is one of our first ever podcasts at Gr4vy, and we’re really interested in talking about what’s going on. What we’re trying to do with this podcast is ask the questions that everybody’s asking but is too scared to stick on a corporate press release, and really talk about what the hell is going on. We’ll take things that come out of this, expand on them in later podcasts and bring in other experts. We’re both payment geeks. I love payments, I love talking about payments and I learn new things every day about payments. So on that note, let’s kick off and start with the big picture.
John Lunn: How would you describe the state of payments around the world? Are we moving forward, or are we just adding complexity right now?
Dwayne Gefferie: I think the current state of payments has never been more exciting. I’ve been in payments for well over two decades, but I’ve also studied the history, and payments has been a slow burn in getting people to accept changes to the way they pay. We went from a cash society, cards were introduced, and adoption grew over time. I think this is probably the first year that cash is being overtaken by cards and digital wallets across the world. We’re now 50, probably 60 years into this card-based society, but that also means a lot of the underlying infrastructure is so legacy.
What I’m seeing right now is a whole new wave of technology, everything from cloud-native technologies to different APIs to the embeddification of payments. All of those things are creating so many different opportunities. You see ISVs and SaaS companies wanting to get a piece of payments. You see legacy payments players going around the world asking, who do we need to acquire to get that little bit of technology that’s going to keep us in the race?
For me as a strategist, as somebody who’s enjoyed payments for so long, it’s the best time to be in payments right now, because there’s so much happening and so much opportunity. You can be an analytics person and you’re going to be great in payments. You can be a product person and you’re going to build some awesome products. You want to sell? This is the biggest market out there, because everybody’s going online and everybody is doing omnichannel. Not to mention the other things encroaching into the space, like crypto and AI.
“It’s the best time to be in payments right now, because there’s so much happening and so much opportunity.”
Dwayne Gefferie, payments strategist
John Lunn: I’m equally as excited. I saw a graph the other day showing the evolution of payments. We went from shells, which were not very inflation-proof, to coins, notes and checks, and there hadn’t really been any payment innovation for a long, long time after the invention of the check until the card came. Since then, it’s been growing exponentially. We have Moore’s law for computers; I think we need our own law, maybe a Gefferie law, for how quickly payments is evolving, because it seems to get faster every single year. And when things change, it creates a lot of uncertainty.
John Lunn: This is causing headaches, right? If you’re sitting here as a retailer, you’re thinking, what the hell am I supposed to do? What headaches are merchants feeling at the moment when it comes to payments? Is it fraud, tech debt, just keeping up with consumer preference?
Dwayne Gefferie: I think consumer preferences are not really a headache, much more of an opportunity. When you look at merchants and what they’re trying to do, they want to make sure every single customer who comes to their website or their door is able to pay as easily as possible. Everything from UX and UI technologies to conversion optimization, those things are all fine. Then comes that dreaded payment moment: what’s the authorization? That’s where the challenges are.
If you’re in Europe, we have PSD2, or pretty soon PSD3, where we’ve mandated things like 3DS, which create more friction within that process. People say, well, I don’t have that on me, or I don’t have my mobile phone, or I don’t have that code, so I’ll do it a little bit later. And merchants then need to implement that globally, where not everybody has adopted it. So I would say regulatory divergence is really that thing. In the US, you have things like Durbin 2.0 that are probably going to introduce a lot of that as well. You just get different friction, and all of that identity that comes in there.
The second big headache for a lot of merchants is the rising impact of fraud. We’ve always dealt with chargebacks and disputes, but in comes generative AI, and all of a sudden these attacks become much more sophisticated, much more orchestrated across different platforms and channels. A lot of the scammers and fraudsters are also much more patient, because if they find something they can exploit, they’re going to try to exploit it to the maximum. We see reports not just from Mastercard and Visa but across the world; I call it the $400 billion problem, where in the next decade you’re going to have massive losses from the fraud associated with payments. You can try to do anything on our side with AI and machine learning, but the fraudsters don’t have to play by the rules. The fraudsters don’t have a board that they need to approve it with before they can go on. So most of the time they’re ahead of the game.
“The fraudsters don’t have a board that they need to approve it with before they can go on. So most of the time they’re ahead of the game.”
Dwayne Gefferie, payments strategist
The last part, and we’ve seen it over the last decade or so, is technical debt at the PSPs, the legacy players. Innovation is actually happening outside the scope of payments. What merchants are saying is, hey, we want to move forward, but you’re not moving as fast as the industry is moving forward, or as we want to move forward. Some companies are really good at technical development and are doing extremely well, but the old legacy players are not adapting, so other players are coming in and filling those gaps. Those are some of the challenges merchants have to face and make decisions on.
John Lunn: With payment methods popping up left, right and center, how the hell do you manage that as a merchant? Take Buy Now, Pay Later. We’ve all got our favorite BNPL provider, and there are quite a few of them. As a merchant, do you need to support all of them, or some of them? You go to a new country, pick Indonesia, and there are lots of different alternative payment types running there. Do you need to implement every single one, just in case? And how do you deal with your checkout? You’re going to end up looking like a casino with flashing lights everywhere. How do you make those decisions?
Dwayne Gefferie: Whenever I deal with enterprise merchants or scaling merchants going across the globe, I ask, what are you trying to achieve? Of course you want to go into a new market and capture as much market share as possible. But it’s really about identifying who you target. There could be 25 different payment methods, but if 24 of them are being used by a demographic that’s not even the one you’re targeting, you don’t have to worry about that.
“There could be 25 different payment methods, but if 24 of them are being used by a demographic that’s not even the one you’re targeting, you don’t have to worry about that.”
Dwayne Gefferie, payments strategist
So it’s understanding who you are as a business, what service you’re selling, and how people already behave with the product you’re selling. Take subscription-based businesses: cards are still a great way to process those transactions. But if you go into Europe or Asia, where it’s much more account-to-account, what is the best solution for that? And are you the type of merchant that can actually drive a consumer to make the decision you want them to make?
For fashion and retail, that’s why I think Buy Now, Pay Later did extremely well. There was a young, hungry demographic, fast fashion was all the rage, and people were trying things on without going to the shop. You were ordering five or ten pieces of clothing and could return them for free. That’s where BNPL was able to capitalize: let people order as much as possible, and when they return items, they only start paying for the things they hold on to. So it’s about understanding who you are as a company and who you’re targeting, playing into their preferences, getting as much of that audience to convert as possible, and then slowly but surely adding whatever needs to be added so you can get as close to 100% of the possibilities as you can.
John Lunn: I think that’s a really good point about which customers you’re trying to attract. I’m doing a talk at MRC in Barcelona with a company that deals with luxury retail, and they don’t want to add Buy Now, Pay Later, because their customers would find it offensive that you’re suggesting they can’t pay for it now. That’s a very different type of audience. To continue on BNPL: most major companies are trying to stop the order-ten-items-and-return-nine habit, because it’s killing them. So what does that mean for BNPL? If that stops, do people stop using it, or is it just too much of a habit now?
Dwayne Gefferie: Even though I love Buy Now, Pay Later, and I think it’s a great evolution of what we have, consumer behavior basically getting its needs met, overall I don’t think its share of global volume in the short term is going to be more than 5%. Digital wallets and cards still dominate, and digital wallets supported by cards are still among the number one payment methods in the world. What we need to get our heads around is why people are using BNPL. Like I mentioned with fashion, it was much more of a let me try all of these things out, send some back, and then pay, either all at once or in installments.
Buy Now, Pay Later is definitely here to stay, but I think it’s going to be placed within different payment methods. In the UK, for instance, we already have cards where you can make a purchase and later decide to flex pay in installments. It’s like Brazilian installments, which have been there for decades, and now it’s catching on. Merchants will continue to adapt, and BNPL players themselves are already experimenting. Klarna has its own card, basically saying if a merchant doesn’t offer Klarna, you can still pay there and we’ll deal with everything on our side. Because that’s basically what it is: a flexible way for people to pay, wrapped in a nice payment method. Now they’re adapting and saying, we’re not going to be everywhere, but how can we make it more accessible to everybody else?
John Lunn: I’m in the US, and every morning is a surprise when I wake up and watch the news. So we’ve got to talk about tariffs and de-globalization. A lot of the evolution in payments has been around globalization: helping nations that aren’t necessarily card-based come online, and bringing that to US retailers. But we’re going the other way right now. We’re becoming less globalized, and these tariffs are kicking in. The non-availability of cheap Chinese goods in the US is going to be interesting. But what is this going to do to payments? Is it a good thing or a bad thing?
Dwayne Gefferie: I think the more we get what I call these three blocs, and the more they harden, the more payment flows will follow within them. First, I think there are going to be a lot more hard currency controls. You see it in countries like Brazil and Nigeria, which are really adamant about their own currency. That suddenly needs to be something merchants address. You want to be in Nigeria? What are the methods you need to use? And what’s your strategy as the finance department, or as a payments provider in the middle? How do you get those currencies exchanged and settled? That might be an opening for stablecoins and other things to come in, but that’s probably another discussion.
I also think data localization clauses are going to start coming in. Look at India and Saudi Arabia, where national schemes are pushing Visa and Mastercard a little more into the background. I worked on Saudi Arabia payments back in 2018 with mada. We were working with Netflix, which really wanted to be in the Middle East, but everybody had extremely low authorization rates because they were submitting USD transactions on mada cards and getting hard declines. I think we’re going to see more of that, where local schemes say: if you want to do business in our country, first we need you to have an entity set up here, and you’re also going to have to work in our currency. It becomes much more about where you’re from, what your entity is, and whether you’re submitting in the currency they want, and then all of a sudden you see much better authorization rates.
For merchants, that means we’ll see more and more multi-acquiring strategies, because with all these rule changes they need to be extremely flexible. You will need people who are really going to dive deep into the data, because things will not be spelled out. You’ll have to find the issues and monitor them as they happen, so that whenever a new tariff comes in or a new data residency mandate lands, you can find solutions. That’s where orchestration and other things can play a big part. You’re going to see more and more merchants have to apply a multi-acquirer, multi-local-method type of strategy, and even have multiple entities, to make sure they maximize that.
“You’re going to see more and more merchants have to apply a multi-acquirer, multi-local-method type of strategy, and even have multiple entities.”
Dwayne Gefferie, payments strategist
John Lunn: People like to kick the big card companies; it’s a favorite hobby in payments. But the truth is, they’ve done a great job of gluing the world together. You can take your card and use it pretty much anywhere in the world. One of my friends traveled to India recently, got in a taxi, tried to pay, and realized the only accepted payment methods were local ones, available only to people based in India. He ended up having to borrow money to pay his taxi fare. It raises the question: you’ve got all these local payment methods, whether it’s Pix in Brazil or UPI in India, but they’re not interconnected in any way at all. As a consumer that’s difficult if you’re a traveler, but as a retailer it’s even more complicated, because you might have money going into one place that needs to go somewhere else to pay suppliers. I think there’s lots of opportunity in gluing this whole thing together, from both a settlement and an acceptance point of view.
John Lunn: One of the things that keeps me awake at night is quantum, actually. Weirdly, I studied quantum as part of my marine biology degree; I won’t explain why. And it seems to be happening faster than we thought it would. With all new technology, everybody goes straight to the doomsday scenario, but one of the real threats of quantum is encryption. It laughs at encryption openly. I think you could crack an RSA algorithm in about six seconds or something. All payments are basically based on these algorithms; that’s how security works. So any thoughts on whether quantum is going to eat our lunch, and what we’re going to do about it?
Dwayne Gefferie: It’s a challenging topic, absolutely, and I’m looking at it as well. If we take one step back, we’ve seen so many developments lately on encryption. Vaulting is something I’m diving really deep into, especially Network Tokens and using them with orchestration. If quantum computing comes in and is able to take network tokens, or whatever it is, and rig it, that’s going to be the challenge.
The counter aspect is that, for the first time in probably a good 20, maybe 30 years, payments companies will be forced to really look at their cybersecurity strategy. What are you actually doing? Every single year we still see so many card leaks. Of course, vaulting and network tokens are great developments, but imagine quantum attacks being able to break into your networks overnight, take all of that data and run with it, extracting as much money as possible. I have to dive a little deeper into quantum and how it will really affect us as an industry.
“For the first time in probably a good 20, maybe 30 years, payments companies will be forced to really look at their cybersecurity strategy.”
Dwayne Gefferie, payments strategist
But what I like about innovation and development is that for every reaction, there’s a counter reaction we have to come up with. When chargebacks came on the scene, we had to figure out new ways of dealing with them, and that created new companies. There was a time when chargebacks were just a nuisance and you couldn’t do anything about them. Nowadays you have alerts, scoring systems and fraud engines doing a phenomenal job, and that created a sub-niche within the industry that a lot of us data geeks went into. So quantum is one of those things we have to study a lot more, to understand how it will affect us. No doubt it will affect everything, and money and finance is probably one of the first things any scammer or fraudster who gets their hands on this technology will try. The reaction then becomes: what are we doing to prepare ourselves? How are we making payments more secure, and what cybersecurity strategies do we have in place to mitigate as much of that risk as possible?
John Lunn: I think it’s less likely to be an individual, or even a group; it’s more likely to be a state, given the price of a quantum machine.
John Lunn: Misconceptions in payments: what is the one misconception that winds you up, annoys you, and you wish would go away?
Dwayne Gefferie: I probably have a few, but the one I’d pick is a spiral we’ve gone down, and I’ve said it myself: the commoditization of payments, the idea that everything is the same thing. The biggest misconception is that payments is a commodity, just something you do, and that’s it.
Whenever I talk to companies and merchants and try to make them understand why I’m so excited about payments, it’s because I believe it’s really a way for companies to control a lot more of their margins, and they can use it as a growth engine if they truly optimize it. Yes, you can accept payments, but if you really understand consumer behavior, it’s not just the payment that matters. From the moment shoppers see the logo of Mastercard, Visa, Amex, PayPal or their favorite BNPL provider, that can already be a trigger for them. Payments is where we end up, but oftentimes people are already subconsciously deciding: I want to buy something, I might not be able to afford it right now, but wait a second, they have that BNPL method. Or wait, I do have my credit card around here somewhere. It’s all about brand recognition. If merchants use it well, they can grow their business a lot quicker.
They can also control a lot more of their margins. On a global scale, understanding that payments is not the same everywhere lets you control your margins across the world. From the US, what’s your strategy for Europe, for Asia, for Latin America? That’s really the misconception a lot of people, especially on the merchant side, need to get out of their heads. It’s not all the same, it can add a lot of benefit, and it helps if you understand what you’re doing with it.
John Lunn: In my years of experience, I’ve often been on projects where payments is the last thing people think about. They build the amazing e-commerce website, get to the end and go, okay, we need to do payments now, and then find it doesn’t work like that. And then people say, I’ve implemented payments, I’m done. That’s another misconception that drives me up the wall. You plugged in a PSP seven years ago and everything’s great, and I’m like, no, you are leaving money on the table. It’s not turn it on and then leave it.
“You plugged in a PSP seven years ago and everything’s great, and I’m like, no, you are leaving money on the table.”
John Lunn, Founder and CEO of Gr4vy
Dwayne Gefferie: No. I don’t do it anymore, but I’ve run a couple of consultancy companies, and when we were figuring out how to make revenue, payments audits were always the easiest thing for me. I’d find a company doing a billion dollars that was focused on building a product and going to market, and had set and forgotten its payments provider. I’d knock on the door and ask, what are you using right now? We integrated company X. When did you do it? About seven years ago. And you’ve never looked at it? I’d say, if I do an audit on a billion dollars, I’m pretty sure I can find you optimizations, either in conversion or in reduction of costs, of at least 1%. On a billion dollars, I can either save you or make you $10 million, just like that. Give me all the data and I’ll do it, only if I can prove it.
John Lunn: At least. Honestly, we see eye to eye on that.
Dwayne Gefferie: I’ve done two, three, four, 5% in either revenue uplift or cost reduction. Companies keep doing it, especially now with all these AI companies that come in, plug in whoever has three lines of code and just go at it, which is great and fantastic that you can do. But all of a sudden you’re at 800 million users and you tend to pay a lot for it, instead of taking two steps back and saying, we can actually use this for a lot more.
John Lunn: It’s a very quick way to get ahead at work, especially in this environment. You actually start giving money back to your business rather than asking for money. It’s a great way to get the promotion you need.
John Lunn: Let’s talk about AI a little bit. Every conference you go to now, at least half the talk tracks are about AI. When it comes to payments, we’ve been using machine learning, however you want to classify that, for years. Lots of people are misclassifying AI at the moment. I’ve been there since the first fraud models built at CyberSource back in ’97, ’98. Machine learning has been well used in fraud, just not branded as AI. So where else is AI going to affect payments?
Dwayne Gefferie: I always say there are three main ways AI can impact a business. First, everybody needs to take their preconceived notions and leave them at the door. For reference, I’ve worked within payments and with data for the entirety of my career. I also went back to university and got a bachelor’s and a master’s degree in information sciences, before we called it data science, and restarted my career as a data scientist over a decade ago, at [Adyen, to confirm] as their first data scientist. I’ve had every data role since: head of data, VP of data science and analytics, and I ran a data science and analytics consultancy. Through that whole period, I had to beg everybody to just put everything in a data warehouse so we could build amazing things with it.
If you want to use AI in a payments company or any other company, the first level is productivity. In the news over the last couple of weeks, I think it was Shopify saying, basically, if you’re not using AI, what are you doing at this company? It can do great wonders for productivity. If you’re writing an email, do you really need to spend an hour on a single email? Or can you brain-dump your thoughts into ChatGPT or something similar, send 20 or 30 emails in that hour, and spend your time thinking at a higher level instead of booking the next call or responding to a basic email?
The second level, which a lot of companies in payments are already using, is code. We write a lot of code: front end, back end, services. Generative AI capabilities are getting better and better. I’m not saying go all in with something like Cursor, which I love by the way, but start using Copilot, start looking at Codex. If you have multiple developers heads-down coding their next feature, how are you improving those techniques? Can you train the AI on the way you write code internally? Can you use it to do better audits? Doing that can make a 1x developer, maybe not a 10x developer, but definitely a 5x developer, so they can crank out more code and you can release a lot more features. The best payments companies are not the ones doing one or two features a year, but the ones releasing something every single week or every sprint and testing new things.
“The best payments companies are not the ones doing one or two features a year, but the ones releasing something every single week or every sprint.”
Dwayne Gefferie, payments strategist
The third level is where you want to become an AI-driven company. It’s not just about productivity or writing code, but asking how machine learning and generative AI can make the whole company better. Can we take our customer service and, instead of shooting tickets back and forth, create a product that takes a lot of the weight off customer service, so we can hire people to focus on the difficult problems? Once you can say that around customer service, sales, marketing, product and everything you do, you’re truly AI-driven and not shying away from it. That’s where I see a lot of payments companies making huge steps.
To leave you with a statistic: I think it was Deloitte that had a report saying that out of all financial companies, including payments companies, probably 80% of C-level executives were talking about AI, but only 2% or 3% were actually implementing it, even basic things like having ChatGPT available. There are a lot of preconceived notions about it, but we need to move past them and find ways to use it. You don’t have to use a proprietary model. You can use an open-source one internally and build from there. That’s where we need to get to.
John Lunn: Agreed. I think we’re going to do a feature on agentic AI in one of these podcasts, and how that’s going to change everything, so I’m looking forward to that.
John Lunn: We have to talk about orchestration, because that’s what we do here at Gr4vy. There have been orchestration companies around for a while, and there’s a new generation, which I’m proud to say we’re part of, but it’s certainly having a moment. Every RFP and RFI going out now talks about orchestration. What changed?
Dwayne Gefferie: I think orchestration is the antidote to fragmentation. It abstracts everything: your acquiring, your APMs, your fraud tools, all of those components. I like to talk about the unbundling of financial services and the unbundling of payments. What really changed is that the bigger companies, the Googles and Facebooks of the world, were already taking all those components and building them out themselves probably over a decade ago. They were the original orchestrators, dedicated to optimizing all of that. Then we had a whole wave of orchestrators being built, but merchants weren’t there yet.
“I think orchestration is the antidote to fragmentation.”
Dwayne Gefferie, payments strategist
We’ve now reached the point where merchants understand the power of payments, and they understand they’re now in charge of rebundling the payment stack into the ideal setup that works specifically for them. That’s where orchestration really fits in. It’s a company saying, I’m taking control. I don’t need to own everything, but I want to have the control and I want to put the components together. I want to put the Lego blocks together to create my ideal payment stack, one that optimizes and works for me.
We’re also seeing the threshold being lowered. The volume you needed to even think about orchestration used to be high, because the added cost was so significant. Now there are many players in the market with their own unique perspectives. I remember it used to be in the billions, then in the hundreds of millions, and now I’ve even seen companies at tens of millions thinking, we need to orchestrate because we’re global. Maybe we’re doing $10 million or $20 million, but we’re operating from Australia all the way to the US: three or four million in Australia, a couple of million in Europe, a couple of million in the US, and there’s not necessarily one party that can give me everything I’m looking for across the board. A lot of them are trying, but sometimes you just need an orchestrator so you can have it the way you want, because you have a slightly different model, or a provider isn’t willing to take on your merchant category code and work with you on that.
John Lunn: From my perspective, the uncertainty in the market, whether it’s tariffs or recession, means merchants need to be able to move quickly right now. If something changes and you’ve got an 18-year-old legacy platform sitting there, you could be dead by the time you fix it. That’s what happened in the last recession: some companies realized they couldn’t move quickly enough, and they just weren’t going to make it. So having a flexible platform right now that allows you to move quickly with changes is almost a necessity, and actually you’re at risk if you don’t. I don’t know what’s going to happen tomorrow, frankly. I wake up, watch the news, and think, here we go. If you can’t move, can’t change and can’t be flexible, you’re going to end up in trouble.
John Lunn: Last one. If you had a magic wand and could fix anything in payments around the world, what would you fix?
Dwayne Gefferie: That’s a challenge. I’m going to bring it back to my data roots. I would create a universal open standard that every scheme, issuer, wallet and PSP must honor. We have all these proprietary formats, and at the end of the day they only benefit the companies that own them. But as we work with orchestration and data sharing, where we want to benchmark and do all those other things, we need to finally let merchants treat all of their payment data as an asset and not as a liability, shackled to whoever issued the original card or processed the transaction. I want to see openness and a standard, so that if I’m working with five different players because I choose to, I can just put everything in one place, run a dashboard, run a benchmark analysis, and get to the results or make the decisions I want to make.
That would be an ideal dream. I’ve had this conversation over the last couple of weeks, with people asking me why the standards differ so much. I think it’s because everybody has their own interpretation. It would be great even if it just started with the card schemes, so that companies aren’t turning a decline reason into some magic mumbo jumbo. I love the raw acquirer response. I need the log data so I can reconstruct what happened, and I wish all the providers would just give me that. Nowadays, with AI and everything we have, we could probably come up with a format that becomes an open standard for all of us, so we can all improve, all share and all become better.
Because at the end of the day, only when a transaction succeeds do we all succeed. The issuer succeeds, the acquirer succeeds, the merchant succeeds, the customer succeeds, the orchestrator succeeds. Everybody wins when that transaction goes through. But even when it doesn’t go through, everybody wins, because the last thing you want is a transaction going through that shouldn’t have. So if we have those standards and can use them, I think that would be a great thing. That’s what I would use my magic wand for.
“Only when a transaction succeeds do we all succeed.”
Dwayne Gefferie, payments strategist
John Lunn: Hopefully a bit of Gr4vy fairy dust can help with that one. I really appreciate your time today, Dwayne, and we’d love to have you back once we’ve done a few of these, to give your opinion on what we’ve been talking about with other people. Payments is constantly moving, and I’m sure people will bump into you at payment conferences around the world. Thank you.
Dwayne Gefferie: Thank you, John. It was a great pleasure.
Watch more conversations with payments leaders in the Behind the Checkout series. To see how a payment orchestration platform gives merchants control over providers, routing and payment data through a single integration, talk to the Gr4vy team.
From Apple Pay and Google Pay to Click to Pay and PayPal, a new wave…
Q3 2026 at Gr4vy was about giving merchants more control over how they take payments…
A payment orchestration platform connects you to multiple payment providers through one integration and routes…
Credit cards lead Canadian payments at 43%, with Interac debit at 25% and e-Transfer rising.…
Credit cards lead Japanese e-commerce at 55%, but konbini cash takes a fifth of online…
Checkout used to be a destination. A final step where users reviewed their cart, entered…