A digital payments platform hero, 2880×1620
Work › A digital payments platform
Two audiences, one clear system, and a $30M raise.
Client
A digital payments platform (anonymized, no client name attached)
Sector
Fintech
Role
Value proposition strategy and go-to-market communication design
Overview
Value Proposition DesignJobs to Be DonePositioningGo-to-marketIdentityWebsitePitch materials
Value proposition strategy and go-to-market communication design for a fintech platform selling into two audiences at once, investors and the financial institutions who’d have to adapt their own infrastructure to work with it.
founder-facing pitch material, before/context reference, 1800×1200
01
Nobody had heard of them, and their own materials made that worse.
Two very different audiences had to be convinced at once. Investors, including government agencies, needed to believe in the business enough to fund it. Financial institutions needed to believe in it enough to adapt their own card issuance, processing, marketing, and tech-enabled tracking infrastructure to work with the product, a real operational commitment, not just a signature.
Nobody had heard of the company, and it had no track record to point to. Worse, its own communication hadn’t caught up to how complex the offering actually was: brand assets that weren’t concise, copy that overcomplicated the pitch instead of simplifying it, and decks so chaotic they were a weak tool even for the founder presenting in person, the one person who understood the business best.
02
Split the story by audience, on purpose.
Run Value Proposition Design and Jobs to Be Done in structured sprints to pull everything out of the founder’s head, the full scope of an omni-channel service, and organize it into one clear, hierarchical set of ideas. Get the internal picture straight before trying to communicate it to anyone else.
Then translate that hierarchy differently for each audience rather than building one generic pitch and hoping it landed everywhere. Splitting the communication, investors, banks, and other institutional categories treated as genuinely separate conversations, was itself the strategic call that moved the needle, not a formatting decision made after the fact.
the hierarchy/framework translated into audience-specific materials, 1800×1200
brand/marketing system overview across surfaces, 1800×1200
03
The raise closed. The system kept working.
The $30M raise, funded in part by government agencies. Small U.S. banks that had been slow to adopt new technology came on board. Government adoption followed in two countries. Marketing funnels built on the new positioning held their ground and proved effective, not just launched and abandoned.
The website and pitch decks stopped being placeholders and became real, working marketing tools. The same underlying system, templates, tracking, a shared library, gave the founder and team a way to communicate consistently going forward, so they weren’t rebuilding the pitch from scratch every time a new investor or bank conversation came up.
“Did amazing work to help crystalize our vision.”
— CEO, digital payments platform
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You already know something isn't landing.
You’ve probably known for a while. What you don’t know is whether it’s the message, the brand, or the website, and guessing at it costs more than asking.