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.
Programme design, not a predetermined feature list. Final scope depends on the business, intended use, participating entities, jurisdictions and approval by the relevant providers.
Corporate spending
Connect everyday company purchases to clear accountability.
The programme starts with employees, departments, purchase purpose and budget ownership.
- 01 / Users
Teams and purchasing roles
- Employees and departments
- Approved business purpose
- Routine and exceptional spend
- 02 / Governance
Budget and approvals
- Funding responsibility
- Proposed access and spend rules
- Exception ownership
- 03A / Cardholder
Approved company purchases
Participating roles use cards only within the programme ultimately agreed.
- 03B / Administrator
Programme operations
Finance and authorised administrators manage the responsibilities assigned to them.
- 04 / Service layer
Approved programme parties
Eligibility, card provision and available controls depend on responsible providers and terms.
- 05 / Finance
Oversight and records
Transactions and exceptions return to the company review and reconciliation process.
Model snapshot
Make the operating model visible.
These three questions establish the structure that the rest of the programme needs to support.
- Who uses it
- Employees, departments and approved purchasing roles
- Who funds it
- The participating company under the agreed programme structure
- Who controls it
- Authorised finance and programme administrators
Design considerations
Questions to settle before implementation.
The programme brief should explain purpose, responsibility and exceptions in terms the business and programme providers can assess.
Cardholder scope
Identify which employees, departments and purchasing roles have a defined business need to participate.
Purchase purpose
Separate routine company purchases from exceptional, restricted or higher-risk activity.
Funding and approvals
Document budget ownership, proposed funding and the approvals required before money is spent.
Oversight and records
Define the review, reconciliation and record-keeping requirements the approved solution should address.
Operating flow
Turn the concept into a programme path.
Scope the users
Document participating teams, roles and the business reason each group may need a card.
Map the spend
Describe intended purchases, budgets, approvals, exceptions and the proposed source of funds.
Review the programme
Assess the proposal for eligibility, due diligence and programme feasibility.
Prepare implementation
If approved, agree onboarding, operating responsibilities and launch requirements with the relevant parties.
Programme outcomes
A clearer basis for review and delivery.
A clear programme brief
The intended users, purchases, funding model and oversight needs are documented in one place.
Shared responsibility
Employees, managers, finance and programme administrators understand the roles proposed for them.
An approved delivery path
Implementation proceeds only after the programme scope, applicable checks and responsibilities are agreed.
Common questions
Before you begin.
Can a programme cover employees and departments?
Employee and department use cases can be considered during discovery. The participating groups and final structure depend on eligibility and programme approval.
Does every employee automatically qualify for a card?
No. Participation is not automatic and may depend on the approved use case, onboarding requirements, eligibility and applicable terms.
Can our existing expense policy shape the programme?
Yes. Your policy can inform the requirements and responsibility model, while the final configuration depends on the solution approved for the programme.
Programme discovery
Discuss this business model with us.
Tell us how your company operates, who needs to pay or get paid and what the solution should achieve.
Discuss corporate spending