Reach Global FinanceDiscuss your requirements
Card programmesPlatformPayment servicesSecurityHow it worksInsightsDiscuss your requirements

Business models

One debit card approach does not fit every business.

Explore programme structures around the people, entities, funding flows and responsibilities in your operating model.

A corporate meeting room arranged for programme planning

Business models

Select the operating model before shaping the card programme.

Different structures change who participates, who funds activity and where programme responsibility sits.

  1. 01 / Model

    Business structure

    • Single or multiple entities
    • Central or distributed teams
    • Routine or time-bound activity
  2. 02 / Foundation

    Four programme answers

    • Who uses the programme
    • Who provides funds
    • Who owns decisions
  3. 03A / Pattern

    Workforce programmes

    Corporate, field and project use cases begin with role and purchase requirements.

  4. 03B / Pattern

    Network programmes

    Groups, platforms and distributed organisations require explicit participant relationships.

  5. 04 / Review

    Feasibility and approval

    Providers assess the proposed entities, use, markets, funding and operating model.

  6. 05 / Design

    Programme brief

    The selected model produces documented requirements, responsibilities and open dependencies.

Illustrative solution-selection map. Business-model examples are planning frameworks, not confirmation that a programme, feature or market is supported.

These pages describe programme design considerations, not a promise that every feature or market is available. Final scope depends on assessment, due diligence and approval.

Choose an operating model

Start where the business is different.

The model changes who participates, who provides funds, who needs visibility and how responsibility should be divided.

01

Corporate spending

Put company spending into a programme your teams can follow.

Define who needs to use a card, what business purchases it should support and how responsibility should work across employees, managers and finance.

Explore this model
02

Multi-entity groups

Bring structure to spending across entities, brands and business units.

Map programme ownership, funding responsibilities and oversight before cards are introduced across a corporate group.

Explore this model
03

Platforms and marketplaces

Explore a card programme designed for your platform model.

Start with the participants, permitted use and proposed movement of funds rather than a predetermined feature list.

Explore this model
04

Field and fleet operations

Keep field spending aligned with the work.

Define how distributed teams need to pay for approved business costs while preserving clear ownership and responsibility.

Explore this model
05

Projects, travel and events

Separate temporary spend without losing accountability.

Scope card use around a defined budget, team, purpose and lifecycle for work that does not fit routine purchasing.

Explore this model
06

Distributed networks

A programme framework for businesses that operate through many locations.

Clarify what the central organisation controls and what each location or participant is responsible for before a programme is proposed.

Explore this model

A common foundation

Every model still needs the same four answers.

  1. 01Who participates?
  2. 02What business purpose does it serve?
  3. 03How are funds expected to move?
  4. 04Who holds responsibility and oversight?

Programme discovery

Bring us the operating model. We’ll help define the programme questions.

Tell us how your company operates, who needs to pay or get paid and what the solution should achieve.

Discuss your operating model