Business Case Formation
Straata turns a strategic payments question into a quantified, multi-scenario, board-ready case in 2 to 6 weeks.
When payments upside needs a board-ready decision.
Straata sizes the revenue and cost model, investment required, operating effort, and risk-adjusted path leadership can decide on.
The current baseline is split across finance, contracts, customer cohorts, and product plans.
A single upside forecast hides adoption, cost, capacity, and execution risk.
Leadership cannot compare options on one economic basis.
Fund product, distribution, compliance, and operating capacity.
Choose the control, economics, capital, and risk posture.
Approve a multi-year build against a defensible payback path.
Carry transition cost and execution risk for a measurable return.
You leave with conservative, base, and upside scenarios; the people, product, vendor, compliance, capital, and timing each requires; and a clear approve, reject, sequence, or investigate-further recommendation. Those confidence cases sit inside three strategic paths: reprice, restructure, and expand.
The board buys the workbook, not the deck.
The deck carries the narrative; the workbook is the source of truth your analyst can pressure-test; the walkthrough locks the decision.
Leadership and the analyst pressure-test the inputs together, revise the case, and leave with one recommendation and one explicit approval threshold.
Decision frame, owner, and approval threshold
Current revenue, cost, take-rate, attach-rate, and capacity baseline
Customer-cohort and adoption model
Build, buy, vendor, and operating-model scenarios
Board-ready deck and driver-level workbook
Recommended path, sequencing, and executive walkthrough
The case develops in sequence, with a deliberate review and revise loop before the final presentation.
Challenge the assumptions, return to the draft, and close the open questions.
Bring finance, contracts, customer cohorts, product plans, capacity, and the current operating model into one baseline.
Model the commercial levers, adoption path, operating effort, cost, capital, timing, and downside sensitivity on one basis.
Build the narrative deck and the driver-level workbook together so every recommendation traces back to an assumption.
Pressure-test the model with the accountable owners, resolve the open assumptions, and revise the recommendation before it reaches the board.
Walk leadership through the economics, risks, sequencing, and approval threshold, then leave the working model with the team.
Proof / Public-Safe And De-Identified
Modeled means scenario output built from engagement inputs rather than realized revenue.
A de-identified platform’s take rate was modeled from 8 bps under referral to 135 bps under PayFac.
A de-identified referral book at roughly half the take was modeled to move to 85 percent under PFaaS.
Most ISV payments programs fail not for lack of opportunity but for lack of a board-grade case.
For CEOs, CFOs, boards, product leaders, and payments leaders evaluating PayFac, PFaaS, processor, or go-to-market investments. Not for teams that need a single-fee audit, a live vendor RFP, or an ongoing operating owner.
Strong fit. A capital decision needs quantified scenarios, explicit assumptions, and a recommendation leadership can approve.
Use This ServiceRoute to the Payments Diagnostic. Establish the current economics and quantify the operating problem before building a capital case.
Start The DiagnosticRoute to Sponsor Bank Architecture. Choose the operating model, sponsor bank, economics, and risk ownership before bringing that direction to the board.
Choose The ModelBusiness Case Formation resolves the approve, reject, sequence, or investigate-further decision. It does not replace operating diagnosis, vendor selection, architecture design, or ongoing ownership.
What Happens Next
The first call defines the decision, available data, approval threshold, and whether a 2 to 6 week case can resolve it.