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Verifying the Invisible Subscriber

Verifying the Invisible Subscriber

Verifying the Invisible Subscriber

How Accessing 1datapipe on the Provenir Marketplace Can Unlock Device Financing and Microlending in Emerging Markets

Telcos across emerging markets are hitting a ceiling with their traditional business. Voice and SMS revenue keeps eroding and mobile data plans have become a commodity that gets re-priced downward whenever a new entrant undercuts on tariffs. Average Revenue Per User (ARPU) is flat or falling in market after market.

Ultimately, as a telco operator, there are two ways to grow revenue: – add more subscribers or generate more revenue from your existing subscriber base.

In emerging markets, the greater challenge is attracting and onboarding new subscribers, most of whom have no credit bureau record. This article explores how telcos can reliably identify and onboard applicants quickly and cost-effectively without unknowingly admitting fraudsters or adding unnecessary delays and inconvenience to genuine customers.

Verifying the Subscriber when Traditional Credit History Doesn’t Exist

Every device-financing or microlending program in an emerging market runs into the same wall: how do you verify the individual or assess the onboarding risk when oftentimes there’s no mortgage history, revolving credit line, or credit bureau record. Traditional underwriting assumes a paper trail that a huge share of the addressable market in emerging markets simply doesn’t have.

The instinct is to reach for alternative data. The problem is that microloans and device financing — often $30 to $300 — cannot absorb a heavy per-applicant onboarding bill. A $2 all-in IDV call on a $50 handset loan isn’t a rounding error; it can be the entire margin. So, the real design question is where to use cost-effective alternative data, and where in the workflow it should sit.

How 1datapipe can Assist with Applicant Identity Verification

1datapipe is an identity intelligence partner recently added to the Provenir Data Marketplace, specializing in emerging markets. It builds on a deterministic identity graph across 30 emerging markets and describes its “Living Identity” approach as resolving fragmented data into persistent, verified identity entities maintained over time with full provenance, auditability and explainability, — as opposed to traditional providers who offer point-in-time verification as part of a broader, more expensive all-in IDV check typically including document authentication.

As well as asking “does this name, ID, and phone combination match the applicant’s submitted details right now?,” its ID Graph capability asks, “has this identity been stable and coherent over time, across multiple authoritative sources?” Coverage runs across markets in LATAM, Southeast Asia, MENA and Africa with over two billion verified profiles — precisely the geography where credit bureaus are patchy or absent.

Even if a credit bureau exists in a region, accessing a credit report presents a significant cost of acquisition; — often one that can wipe out much of the profit. Additionally, they can’t help with thin-file applicants, because there’s no credit history. So, the key questions are “is this person who they say they are, and have they existed consistently long enough to be a trustworthy counterparty?” Identity persistence becomes a proxy for stability when repayment history doesn’t exist.

Consequently, the more cost-effective approach treats identity verification as a waterfall. Placing deterministic identity resolution high in the waterfall, before credit bureau reports and/or extensive IDV checks, means you’re not paying for these checks — or an agent’s time — on an application that’s fraudulent, synthetic or duplicated.

1datapipe’s identity intelligence is a key factor in reducing fraudulent applications that erode the margins of telco and other microfinanciers, an issue growing in emerging markets where historically accurate and comprehensive identity data has been very challenging to access. Additionally, housing it within Provenir’s Data Marketplace allows lenders to leverage 1datapipe’s identity intelligence along with other data sources covering identity, fraud, credit risk, open banking and affordability without building and maintaining separate integrations. That “pick and mix” architecture is the difference between a six-month integration project per country and a configuration change in a decision flow.

Why this matters more for device financing and microloans than any other products

Larger loans can absorb a $5–$15 all-in verification cost because the ticket size and interest income justify it. Microloans and device financing can’t absorb that cost, which is exactly why they’re the products most often declined outright to avoid onboarding fraudulent applicants. In the process, however, genuine, thin-file applicants are declined, and the associated subscription revenue is lost. Accessing cost-effective data sources first and only accessing a credit report or IDV check for the applicants on which additional checks are warranted — is what turns “we can’t afford to know this customer” into “we can afford to serve this customer at a sustainable margin.” In markets where the credit data is thin, absent, or simply too expensive for a $75 handset loan, that sequencing decision is arguably more important than the underwriting model itself.

If these challenges resonate with you, learn more about 1datapipe® and how it enhances the Provenir ecosystem at the link below:

Learn More About 1datapipe®

Lucy King

Lucy King

Written By

Global Commercial director, 1DataPipe

mark-jackson

Mark Jackson

Written By

Director of Telco, Provenir

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FAQ

Decision Management Implementation FAQs for Enterprise Banks

Decision Management Implementation FAQs for Enterprise Banks

Implementing a new Decision Management platform is a significant undertaking for any enterprise bank, involving cross-functional teams, careful planning, and a shared commitment to getting it right. The following FAQs address the questions banks most often raise as they prepare for a Provenir implementation, from initial scope and governance to testing, go-live, and future expansion. Whether you’re evaluating what the process involves or preparing your team for a project already underway, these answers offer a practical look at what to expect at each stage.

1. What does implementing a new Decision Management platform actually involve?

A Decision Management implementation goes beyond configuring decision rules. A typical Provenir implementation can include defining the initial decisioning scope and workflows, integrating and orchestrating data, configuring case management and reporting, supporting model design and deployment, completing user acceptance testing, and preparing the solution for production go-live.

The exact scope is defined around the bank’s initial objectives, with Provenir Professional Services supporting the journey from initial implementation through future expansion.

2. Who from our bank needs to be involved in the implementation?

Enterprise implementations typically require participation from business, technical, quality assurance, project management, and executive stakeholders.

Business users help define and maintain requirements, participate in workshops and design reviews, execute business testing, and provide sign-off on design and go-live readiness. Technical teams support architecture, integrations, networking, security, encryption, request/response structures, and non-functional requirements. QA resources develop and execute test plans, while executive sponsors and steering committees provide governance and escalation oversight.

3. How much responsibility does our internal team have during implementation?

Implementation is a joint delivery effort rather than a vendor working independently and handing over a finished system.

The bank owns its business requirements, provides subject-matter expertise, participates in solution and design reviews, supports integrations and technical architecture, develops or executes relevant testing, and ultimately signs off on readiness. Provenir works alongside those teams to manage delivery, configure the solution, support testing, identify dependencies, manage issues, and prepare for production deployment.

4. How is a large Decision Management implementation governed?

Provenir uses a structured governance framework covering onboarding, resource planning, communications, escalation, scope control, assumptions, risk mitigation, change requests, timelines, deliverables, and advisory requirements.

Governance can include daily scrum calls where needed, weekly project-management meetings and status reporting, and monthly executive or steering-committee reviews. A central project plan, milestone tracking, action logs, risk and issue registers, and formal change-management processes provide visibility throughout delivery.

5. How do you keep scope, dependencies, and timelines under control?

Implementation planning starts by aligning on the finalized scope, requirements, assumptions, dependencies, critical milestones, design components, resources, testing cycles, communication plans, and escalation processes.

Provenir maintains these through project-management tools such as the integrated project plan, requirements and project checklists, milestone tracking, action-item management, risk and issue logs, and a formal change-request process. This gives both teams a common source of truth as the project progresses.

6. What documentation and planning should we expect before development begins?

A structured enterprise implementation typically includes a Business Requirements Document, Technical Design Document, high-level project plan, and a jointly agreed sprint breakdown.

Before build activities progress, the teams review the finalized scope, requirements, assumptions and dependencies, critical milestones, design components, resource availability, testing and validation cycles, planned holidays or blackout periods, and communication and escalation plans.

This upfront alignment helps ensure that business, technology, and delivery teams are working against the same requirements and implementation plan.

7. How is the solution tested before it goes into production?

Testing is performed progressively throughout the implementation rather than being left until the end.

The approach described by Provenir includes unit testing, integration testing, end-to-end workflow testing, QA and user acceptance testing, regression testing, and performance stress testing. Individual components are tested before being integrated into the overall decision workflow, and regression testing is performed throughout delivery to identify issues earlier and reduce the effort required during final validation.

8. How do we know the new Decision Management platform will meet our performance requirements?

Performance testing is included as a specific validation activity.

Provenir can use performance-testing tools such as JMeter to simulate large volumes of applications and measure system performance against the bank’s required service levels. This provides evidence that processing performance is meeting agreed expectations before the solution moves into production.

9. What happens once the initial implementation goes live?

Go-live is not the end of the relationship.

Provenir offers ongoing support subscriptions that can include training, configuration reviews, performance assessments, expert consultations, data and integration assessments, model and analytics reviews, and decision-strategy reviews. Training is also available through live sessions and Provenir Academy so internal teams can continue building their platform knowledge after implementation.

The objective is to support both stable day-to-day operation and continued optimization of the platform over time.

10. Can we expand into additional products, markets, or use cases after the first implementation?

Yes. Provenir’s implementation approach is designed to support expansion after the initial launch.

Follow-on projects can introduce additional products, regions, integrations, decisioning capabilities, or analytics requirements. Provenir can help define the scope and timeline of each expansion, prepare systems and teams for regional or product launches, and extend existing integration frameworks and platform configurations rather than treating each new initiative as an entirely separate implementation.

This allows the initial Decision Management deployment to become a foundation for broader decisioning transformation across the bank.

Sam Rohde

Sam Rohde

Written By

Vice President, PreSales & Solutions, Provenir

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Beyond Detection: Closing the Fraud Prevention Gap

Beyond Detection:
Closing the Fraud Prevention Gap

Financial services providers have more data, more models, and more fraud technology than at any point in the industry’s history. Fraud losses are still climbing. In 2024, consumers reported losing $12.5 billion to fraud, a 25% jump from the year before, according to the FTC’s Consumer Sentinel Network Data Book. Imposter scams alone accounted for over 847,000 reports.

It’s worth asking why more technology alone hasn’t closed the gap.

Fragmentation, not detection, is the real problem

Most fraud programs aren’t short on tools. They’re running point solutions for identity verification, device risk, watchlist screening, and behavioral analytics, each bolted onto the last, each with its own data feed and its own blind spots. Teams end up reacting to threats one system at a time instead of seeing the full picture in real time, while fraudsters move across channels and products, testing whatever gap opens first. A fragmented defense is always a step behind an adaptive attacker.

The biggest red flag: data that isn’t fit for purpose

The teams making real progress on fraud have a narrower data footprint, not a bigger one. What they have is matched precisely to the decisioning problem in front of them, and it plugs in without a six-month integration project.

The pattern shows up constantly: companies without a strong data foundation try to stitch one together after the fact, pulling in sources that weren’t built to work together and weren’t vetted for the decision at hand. The result creates the appearance of coverage while functioning as noise.

Fraud prevention runs on the same principle as any other decision: the data matters more than the volume of data collected. Access to the right source, at the right moment, beats access to more sources.

What a governed decision layer changes

Provenir’s Application Fraud solution brings identity signals, device intelligence, behavioral data, and watchlists into a single, governed decisioning environment instead of a stack of disconnected tools.

  • Behavioral and identity AI detects synthetic identity, first-party fraud, and emerging patterns through intelligent profiling instead of static rules alone.
  • Real-time threat blocking scores and stops threats as they happen, not after a batch review.
  • Smarter case management prioritizes queues so investigators spend time on the cases that matter, not chasing false positives.
  • A governed data marketplace gives fraud teams on-demand access to 120+ data partners across identity, device, and credit signals, with pre-built integrations instead of a new project every time a new source is needed.

The result is a single, governed view of risk that gets sharper with every decision it processes.

Proof in practice

MTN put this to work and stopped 135% more high-risk transactions, while increasing pre-approvals by 130%. Fraud control and growth moved together because the data and the decisioning were finally working from the same source of truth.

Own the decision layer

Fraud won’t stop evolving, and the providers who win will be the ones whose decisioning is governed, connected, and built to adapt as fast as the threats do.

Book a meeting to see Provenir’s fraud decisioning in action

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Amy Sariego

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Beyond Data: Why Decisioning Needs Document Intelligence

Beyond Data:
Why Decisioning Needs Document Intelligence

Financial services providers now have access to more data than at any point in the industry’s history. Identity verification, fraud intelligence, credit data, sanctions screening, behavioral analytics and open banking have all become standard components of a modern decisioning strategy. Platforms like Provenir have made it possible to bring these sources together into a single, governed decisioning environment, replacing fragmented tools with consistent, auditable execution across the customer lifecycle.

One challenge has remained constant through all of this progress: many of the decisions that matter most still depend on documents.

Onboarding a new customer, verifying affordability, assessing source of funds, satisfying a regulatory obligation — each of these still relies on bank statements, payslips, proof of address, tax records, company filings and dozens of other forms of evidence. These documents carry essential information, and they remain one of the hardest sources of data to validate accurately at scale.

That gap points to a broader shift underway across the industry. Effective decisioning is no longer only a question of what data an institution can access. It is a question of how much confidence that institution can place in the evidence behind every decision.

Structured data provides insight. Documents provide evidence.

Modern decisioning platforms are built to aggregate structured information well. They retrieve identity records, calculate risk scores, assess affordability and combine multiple data providers into a single workflow, giving institutions the orchestration needed to automate complex decisions while keeping governance intact.

Documents present a different kind of problem. They vary in format, quality and completeness, and much of what they contain cannot simply be extracted into predefined fields. Determining whether a document is internally consistent, whether it aligns with other evidence the customer has provided, whether it shows signs of alteration, and whether external public records support what it claims all requires interpretation, not extraction. That interpretation is where document intelligence becomes necessary.

The missing layer in decisioning

Document intelligence is not a replacement for decision orchestration. It strengthens it, by improving the quality of the evidence entering the decision-making process in the first place. Rather than simply pulling data out of a document, AI-powered document processing analyzes its content, flags inconsistencies, detects signs of manipulation and validates the information against trusted external sources.

This shifts the work from document collection to document understanding, giving institutions a more complete view of customer identity and risk. The outcome is stronger fraud detection, tighter compliance and greater confidence in automated decisions, without adding friction for genuine customers.

Why complementary technologies matter

As institutions modernize their technology stacks, the strongest strategies are built on connected ecosystems rather than standalone tools. A governed decisioning environment provides the framework for bringing multiple sources of intelligence together into one consistent workflow. Specialist technologies then contribute depth in their own domain, whether that domain is identity verification, fraud prevention, credit intelligence or document analysis.

This is what allows institutions to adopt best-in-class capabilities in each area without giving up flexibility or control. Instead of asking a single technology to solve every problem, an institution can assemble an ecosystem in which each solution adds distinct value while reinforcing the overall decision.

Bringing document intelligence into the Provenir ecosystem

The addition of eyeDP to the Provenir Data Marketplace is a direct example of this approach in practice. Through the Marketplace, institutions can now access eyeDP’s document intelligence capabilities directly within their existing Provenir workflows, putting document verification alongside identity, fraud and credit data as another governed input into the decision.

eyeDP analyzes documents across common formats, including PDFs, JPEGs and screenshots. Beyond extraction, it identifies discrepancies, flags potential fraud and cross-references document content against trusted public data sources, giving institutions greater confidence in the evidence behind every customer decision.

For institutions operating in regulated environments, the practical impact is direct: faster and more consistent onboarding, earlier identification of fraud risk, stronger compliance processes and less manual document review, all without giving up oversight.

The evidence behind every decision

The next stage of digital decisioning will not be defined by a single technology. It will be shaped by connected ecosystems in which specialist capabilities work together to improve both efficiency and confidence.

Decision orchestration provides the structure. Data providers contribute insight. Document intelligence strengthens the evidence underneath the decision itself. Together, they move institutions beyond simply automating decisions and toward decisions they can stand behind.

As the demands placed on regulated businesses continue to grow, confidence will matter as much as speed. Combining governed decision orchestration with document intelligence gives institutions a stronger foundation for every decision that follows, and a clearer path to reducing fraud, strengthening compliance and delivering the kind of customer experience that regulated growth depends on.

eyeDP provides advanced AI-powered document intelligence to help organisations reduce fraud risk, improve data integrity, and accelerate onboarding.

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JessWhitehouse

Jess Whitehouse

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Director of Customer Operations, eyeDP

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Fraud in Telco:
Provenir Experts Answer Frequently Asked Questions

1. Regarding the 1st party fraud problem, there are fraud losses in the bad debt P&L, usage is monitored by the FMS, applications are handled by Credit risk, and nobody generally owns first-party fraud. Concretely, what type of solution can fix an organizational problem? Software doesn’t change reporting lines…
it is right that software alone doesn’t fix org charts, but the silo persists because fraud and credit run on separate systems with separate data. When application fraud scoring, credit decisioning, and intent-to-pay signals run in one orchestrated decision flow, you can finally tag an account as first-party fraud risk at origination and pass that flag downstream into collections strategy. The output, in addition to delivering a decline/approve, can be a shared risk label both teams act on. Several of our clients started exactly there: a joint fraud-credit decision workflow, before touching any reporting line.
2. By the time we detect a fraud, the handset is often already shipped. What new signal do you suggest to use, and at what latency?
The honest answer is: probably no single signal you don’t have yet. The gap is combining them in real time at the decision point : device fingerprint change, behavioral velocity, network signals via CAMARA/Open Gateway APIs… most operators have access to these, but they sit in different tools and never converge before the order is approved. We believe orchestrating those calls in a waterfall within the transaction, milliseconds, not batch, is the right approach.
3. We see fraud-as-a-service kits iterating daily, but my rule team takes up to 3 weeks to deploy a change through IT or requires a change request to our vendor. Every vendor says “AI fights AI”, but can you concretely explain how to better manage time-to-deploy for a new model or rule, and who needs to be in charge?
Fair challenge, and it’s the right metric to buy on. In our platform the fraud team owns the decision logic: low-code, so a rule change or a champion/challenger test is deployed by your analysts in hours, outside usual IT release cycles. On the model side, you can drop in a retrained model alongside the live one, route 10% of traffic, and compare before switching. The point isn’t that our AI is smarter than theirs, but very design of the solution makes the iteration loop become shorter, which is the only durable advantage.
4. We get blamed for fraud losses as well as for abandoned carts. Can you share real numbers that back the frictionless security headline? Referral rate, false positive reduction… and how do you also measure the revenue side?
We’d never quote a universal number, because is primarily depends on the baseline referral rate. What matters is the mechanism. A risk-based waterfall, where low-risk applicants pass on cheap passive checks; data costs and friction are only escalated for the ambiguous middle. That alone typically collapses the manual review queue, because most referrals today are caused by blunt, one-size-fits-all rules. And because the decisioning and the data are in one place, we build the conversion dashboard next to the fraud dashboard. And our simulation capability makes it easy to assess instantly the impacts on both conversion and loss. That dual KPI view is, frankly, how fraud managers can better defend their budget.
5. We’ve got a 15-year-old FMS that’s excellent at IRSF, but useless at onboarding, plus a credit engine, plus a KYC vendor, plus device intelligence. You’re proposing to be tool number five. That’s yet another integration project in our IT backlog. All that for just orchestration. Realistically, when could we expect decisions in Production?
Your 5th tool objection would be legitimate if we were another point solution. Although we explained how powerful our proprietary Fraud block is, our platform sits as the decision layer that calls your existing four vendors through pre-built integrations from our data marketplace, so the business case is consolidating the decision, not replacing the tools. Typical first use case: say, online subscription with device financing. It goes live in weeks because there’s no rip-and-replace: your FMS keeps doing IRSF, we handle the onboarding decision it was never designed for. And over time you get leverage on those four contracts, because you can swap a data provider in the waterfall without touching the journey.
6. What innovations are you seeing across the eco system to combat this?

The biggest innovation is what could be called Open Telco: GSMA Open Gateway and CAMARA APIs turning network intelligence into usable fraud signals. APIs such as SIM Swap, Number Verification, Device Swap, KYC Match or Number Recycling help detect account takeover, fake onboarding, mule activity and social-engineering risks in real time.

But these signals are not a standalone answer. They become powerful when combined with device intelligence, behavioural analytics, graph analysis, AI-assisted investigation and dynamic step-up controls. The real innovation is orchestration: using better ecosystem signals to make faster, proportionate and explainable fraud decisions.

Have more questions?

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AI governance in financial services

AI governance in financial services:
What “governed” means in practice

Artificial intelligence has reached the point where its presence is assumed. Every software platform is adding AI capabilities, established technology providers are layering intelligence onto products that have existed for decades, and entirely new companies are emerging with AI at their core. For financial institutions, however, this technological acceleration creates a different conversation. The question is no longer whether AI can be adopted; it is whether it can be adopted without losing control of the decisions that matter most.

Banking has always been built on trust. Every lending decision, fraud investigation, affordability assessment or customer interaction carries consequences that extend far beyond technology. They affect customers’ financial lives, an institution’s reputation, and confidence in the financial system itself. AI undoubtedly has the potential to improve these outcomes, but the same capability that creates value can just as easily amplify poor decisions if it is introduced without the discipline to govern it properly.

What Lies Beneath the Surface

At Provenir, we often think of AI adoption as an iceberg. Above the surface sit the capabilities that attract the headlines: automation, personalisation, natural language interfaces and dramatically faster decision-making. Beneath the surface lies the work that determines whether those capabilities create sustainable value or introduce new operational risks: bias that only emerges at scale, model drift, over-reliance on AI recommendations, and systems that perform well in pilots but struggle under the complexity of production. These are rarely failures of AI itself; they are failures of governance.

For Tier 1 financial institutions, this matters because they are not trying to become AI companies. They have spent decades building resilient decisioning infrastructure capable of supporting millions of customers under demanding regulatory standards. Their challenge is to strengthen that foundation with AI, not replace it. The objective is to improve customer outcomes without compromising the control, resilience and accountability that already exist.

Regulation as an Enabler

Regulation, including the EU AI Act, can be an enabler rather than a barrier. Good regulation defines the conditions under which innovation can scale responsibly. By requiring traceability, human oversight, documentation and accountability, it gives organisations a framework for deploying AI safely in the processes that matter most.

Ultimately, the conversation should never begin with the technology. It should begin with the outcome. Customers never experience a large language model. They experience whether a loan was approved fairly, whether fraud was detected quickly, whether a complaint was handled appropriately, or whether they were treated with empathy during financial difficulty. The technology only has value if those customer outcomes improve.

What “Governed AI” Really Means

Governance is not simply connecting an LLM into a workflow. It encompasses everything that surrounds it: how the solution was designed, how it was tested, how fairness was assessed, how performance is monitored, how drift is detected, whether every decision can be traced, explained and audited, and how long the supporting evidence is retained. These are the questions that compliance officers, auditors and regulators increasingly need institutions to answer with confidence.

Perhaps the most important principle is that accountability never transfers to the technology. AI may generate recommendations and automate increasingly sophisticated tasks, but it is never accountable for the outcomes it produces. That responsibility always remains with people. As AI becomes more capable, human accountability becomes more important, not less.

Balancing Value and Risk

Every AI decision is ultimately a balance between value and risk. Governance is what allows organisations to shift that balance, reducing risk while increasing the value that AI can safely deliver. It provides the confidence to introduce AI where it creates meaningful improvements while recognising that, in some situations, a more traditional approach may still be the better choice.

This is why it’s important to think of governance as a conscious series of design choices rather than a checklist of controls. There are situations where a human should remain directly involved in every decision, such as managing vulnerable customers, because judgement and accountability extend beyond what AI should provide independently. There are others, such as transaction monitoring, where automation can safely operate at scale, provided robust monitoring, alerting and escalation mechanisms remain in place.

The objective should never be to maximise automation for its own sake. It should be to maximise customer outcomes while managing risk appropriately. In some situations, AI should support a person in making the final decision, keeping a human firmly in the loop. In others, it can safely automate routine decisions, provided robust monitoring and governance remain in place. And there will always be situations where AI is not the right technology at all. The decision should always reflect the balance between value, risk and the controls available to manage that risk.

The Next Stage of AI Literacy

In many respects, this is simply the next stage of a journey that financial services has travelled before. Banks first developed risk literacy, then data literacy, and now AI literacy. The institutions that succeed will not necessarily be those deploying the most AI, but those that understand where it creates genuine value, where traditional approaches remain more appropriate, and how to combine both within a governance framework that customers, regulators and boards can trust.

Mike Holmes

Mike Holmes

Written By

Head of Data Science, Provenir

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LATAM Next Compliance Challenge: Decisioning Accountability

From Data Protection to Decisioning Accountability:
What LATAM Regulation Means for Enterprise Lenders

The days of treating compliance, regulatory oversight and data protection as separate functions are coming to an end. 

Latin America is one of the most consequential growth regions in digital financial services right now. Banks, fintechs and lenders are using real-time data, alternative data and AI-enabled decisioning to expand credit access, strengthen fraud detection and make faster decisions at scale. 

But the compliance question has shifted. 

It is no longer sufficient to demonstrate that personal data was collected lawfully and protected securely. Organisations now need to explain how data influenced a decision, whether that data was reliable, and whether the outcome was fair, proportionate and properly governed. That is the transition underway across the region: from data protection compliance to decisioning accountability. 

The regulatory landscape makes this more complex. LATAM is not one market. Brazil, Mexico, Chile, Colombia and Peru are each developing their approaches to privacy, AI regulation, international data transfers and automated decision-making on different timelines and with different emphases.

A decisioning strategy developed for one country cannot be deployed unchanged across the region. Local legal requirements, regulatory expectations, data quality and market conditions all need to be reflected in how decisions are built, governed and explained.

This is where the architecture of a decisioning platform matters. 

Provenir provides a configurable decisioning environment that allows customers to maintain global consistency while adapting rules, workflows and strategies to the requirements of each market. Customers retain control over their legal grounds, data sources, risk policies and decisioning objectives, supported by visibility, access controls and auditability that regulators increasingly expect to see. 

Provenir’s broader compliance framework reflects this. ISO/IEC 27001 certification, contractual data protection controls, international transfer arrangements and subprocessor oversight are established elements. Provenir is also implementing an AI management framework aligned with ISO/IEC 42001 and emerging legal requirements across the markets we serve. That work strengthens governance around AI risk, accountability, transparency and lifecycle management — the areas where regulatory scrutiny is growing fastest. 

The opportunity in LATAM is real, but it is defined by more than speed. Organisations that can enter new markets, support financial inclusion and scale operations with demonstrably governed decisioning will be in a stronger position than those treating compliance as a retrospective concern. The next phase of LATAM regulation will test whether organisations can show that their data-driven decisions are lawful, secure, fair and explainable. That capability needs to be built into decisioning architecture from the start, not added to it later. 

Compliance is not a constraint on innovation in this region. It is the condition that makes sustained innovation possible. 

Claire Hartley, Chief Compliance Officer Group DPO, Provenir

Claire Hartley

Written By

Chief Compliance Officer Group DPO, Provenir


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The Architecture Gap: Banking’s Next Competitive Battleground

Decisioning Architecture
The Architecture Gap: Banking’s Next Competitive Battleground

Banks have spent the last decade chasing digital transformation. Mobile apps, cloud migration, digital onboarding, and a wave of AI pilots have dominated the agenda, and the investment has been real. Yet many institutions are still dealing with the problems they started with: slow product launches, fragmented customer journeys, rising operating costs, and pressure from leaner digital challengers.

What sits underneath all of this is architecture – the growing distance between what a bank wants to do commercially and what its underlying technology and data can actually support.

Call it the architecture gap. It rarely shows up in a strategy document or a transformation roadmap. It shows up in execution: a product that should take six weeks takes six months, a routine application needs manual review, an AI pilot can’t move past the single use case it was built for. Across African banking, and globally, this gap is widening.

How growth widens the gap

Much of this comes down to growth. Many banks have expanded through acquisition and regional diversification, and commercially, that strategy holds up. But every acquisition brings its own core banking system, its own data model, its own decisioning logic. A few rounds of this, and an institution isn’t running one platform but a loose federation of partially connected systems, each with its own rules and its own version of the customer.

None of this reflects bad strategy – it’s simply what happens to architecture at scale, and the gap widens with every deal.

Even the strongest banks aren’t immune

This isn’t limited to banks that grow by acquisition. Groups as established and well-run as Absa and Standard Bank have absorbed real costs tied to legacy modernisation, including technology impairments linked to platform replacement and strategic reprioritisation.

These aren’t isolated accounting items – they’re a signal that banking architecture has become a moving target, where legacy systems depreciate faster than the investment cycles built to support them.

Digital-native banks will meet it too

Digital-native banks sit on the other side of this. TymeBank, Salt Bank, BankZero and Revolut to name a few, were built with cloud-native infrastructure, API-first design, and real-time data from day one.

But as they scale, take on more regulatory complexity, and expand their product range, they’ll meet their own version of the same constraint. The architecture gap isn’t a legacy problem – it’s a scale problem, and every bank eventually runs into it.

Why the gap matters now

Historically, banks could treat business strategy and technology execution as separate conversations. That’s no longer realistic. A bank’s ability to compete now comes down to how fast it can launch new products, how well it can orchestrate decisions in real time, how effectively it can move AI from pilot to production, how quickly it can adapt to new regulation, and how consistent the experience is across channels.

All of it depends on architecture, not on digital capability in the traditional sense.

AI will amplify the gap

Most banks are now investing heavily in AI across fraud, credit risk, collections, and customer engagement. But AI doesn’t operate independently of the systems around it. It depends on clean, connected, real-time data, a single view of the customer, decisioning embedded into the business rather than bolted on afterward, and orchestration that works across the enterprise.

Where the underlying architecture is fragmented, AI inherits that fragmentation too: effective in a pilot, hard to scale anywhere else.

Closing the banking architecture gap

The most important question facing banking leaders is no longer whether to modernise, digitise, or adopt AI.

It is whether their current architecture can support the institution they are trying to become. Because the next generation of winners in banking will not be defined purely by scale or speed.

They will be defined by how effectively they close the Banking Architecture Gap – combining trust, capital strength, and regulatory sophistication with architectural agility and intelligence.

In the age of intelligent banking, architecture is no longer an implementation detail.

It is the strategy itself.

Giovanni Hofmayer

Giovanni Hofmayer

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Senior Sales Executive, Provenir

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The Real Cost of Vendor Dependency in Credit Decisioning

The Real Cost of Vendor Dependency in Credit Decisioning

One pattern comes up repeatedly when talking to lenders about their decisioning infrastructure: the gap between what they thought they were buying and what they’re actually able to do.

A platform that promises end-to-end capability across scoring, orchestration, and decisioning often comes with constraints that only become visible when you try to move quickly. Adding a new data provider requires a professional services engagement. Updating business logic means opening a ticket and waiting for the next release window. These aren’t edge cases. They’re the standard experience for a significant portion of the market.

Understanding what that dependency actually costs, in concrete terms, is a useful starting point for evaluating your current setup.

What best-in-class decisioning infrastructure looks like

The lenders getting the most out of their decisioning programs tend to share a few operational characteristics.

Their teams own their data strategy. Credit and fraud analysts can onboard a new data provider, alternative data signal, or open banking feed without routing through vendor product roadmaps or waiting on integration queues. This matters especially when your platform provider also competes in the data space, where incentives around what gets prioritized can become complicated.

Their strategy teams control their decisioning logic. Changes to business object flows, score cutoffs, and segmentation are made by the people closest to the problem, on the timelines the business requires. When analysts need to route every change through engineering or external professional services, the speed of iteration suffers. In credit risk and fraud, iteration speed is a meaningful competitive variable.

Their platform covers the full customer lifecycle. Acquisition, account management, and collections are often managed as separate problems with separate tools. The downstream cost is fragmented data, inconsistent decisioning, and margin leakage that’s difficult to attribute. A single platform architecture means insights from origination can inform account management strategy, which can inform early intervention in collections. That continuity has real value.

Quantifying the cost of a delayed integration

These constraints are easier to evaluate when you put numbers to them.

Consider a mid-size lender processing one million applications per year, with a 60% approval rate, a 1.5% fraud rate on approved accounts, and an average balance of $5,000. That’s roughly $45 million in annual fraud exposure.

Now suppose the fraud team has identified a new detection vendor with demonstrably better signals. The business case is solid. But the current platform requires a vendor engagement to onboard a new data provider, putting the integration six months out.

A 2% improvement in fraud detection on a $45 million exposure base is worth $900,000 in recoverable losses annually. A six-month delay means $450,000 of that goes unrealized, before anyone has touched a strategy rule. Across multiple use cases and multiple cycles, the cumulative figure grows quickly.

This is why vendor dependency tends to function as a hidden operational cost. It doesn’t appear as a line item, but it shows up in fraud rates that didn’t move, approval rates that didn’t improve, and strategy cycles that ran a quarter behind.

The financial inclusion opportunity

The same dynamic applies on the revenue side, particularly for lenders looking to expand access to credit responsibly.

Using the same lender profile: 400,000 applicants are declined annually. A meaningful share of them are creditworthy but invisible to a bureau-only model. Alternative credit data such as cash flow signals, income volatility, and rent and utility payment history can surface thin-file and credit-invisible consumers that conventional scoring misses.

A conservative 1% incremental approval rate translates to 10,000 additional approved accounts, $50 million in incremental balances, and approximately $6 million in gross revenue at a 12% net yield. Accounting for the incremental risk at a 4% loss rate on the near-prime book versus a 1.5% core rate, the net revenue figure comes to around $4 million annually.

If integrating that data source takes six months because the platform requires a vendor engagement, $2 million in net revenue is deferred before the strategy team has made a single decision. That’s the cost of one integration delay, on one data source, in one cycle.

A framework for thinking about platform flexibility

The lenders closing the financial inclusion gap, or improving fraud performance at scale, aren’t necessarily working with better data than everyone else. They’ve built or selected infrastructure that lets them act on good data when they find it.

Platform flexibility is worth evaluating on a few specific dimensions: how quickly can your team onboard a new data source independently? How much of your decisioning logic can analysts update without engineering involvement? How consistent is your data and decisioning architecture across acquisition, account management, and collections?

These aren’t abstract architectural questions. The answers have direct financial implications, measured in fraud losses, incremental revenue, and the compounding effect of faster iteration over time.

mike

Andrew Beddoes

Written By

Principal Consultant
PreSales & Solutions, Provenir

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What Does a Good Data Provider Review Actually Look Like?

What Does a Good Data Provider Review Actually Look Like?

Most financial services providers know they should review their third-party data providers more often. Fewer know what a good review actually involves. Without a clear framework, it tends to collapse into one of two things: a commercial negotiation exercise (price renegotiation dressed up as strategic review), or a sprawling project that stalls before producing any real change.

This article sets out what a meaningful data provider review looks like in practice: who needs to be involved, what to measure, and how to turn findings into decisions.

Who Needs to Be Involved

A data review is not a procurement exercise. It touches risk strategy, compliance, technology, and customer experience, and the stakeholder group should reflect that. The right team typically spans risk and analytics (to assess predictive performance and model impact), compliance and legal (to review regulatory obligations and contractual terms), technology and engineering (to evaluate integration performance and flexibility), product and operations (to surface friction points in the customer journey), and procurement (to manage commercial outcomes once the strategic decisions are already made).

Getting these stakeholders aligned on objectives before the review starts saves significant time later. A review driven by a single function tends to optimize for that function’s priorities at the expense of the others.

What to Measure

The starting question for any performance review is: what is each data source actually contributing to decisions?

  • Predictive contribution

    Does the dataset improve model performance? What is the measured uplift in fraud detection, credit risk separation, or identity confidence when this data is present versus absent? If uplift can’t be demonstrated, the dataset warrants a challenge.
  • Decision impact

    How many decisions does this data influence per month? Is it in a critical path or a fallback? Some providers carry significant volume but marginal incremental value — a trap that’s easy to miss when reviewing providers in isolation.
  • Coverage and freshness

    What is the hit rate across your application population? Is coverage consistent across geographies, customer segments, and channels? Stale or patchy data creates silent failure modes: decisions that appear normal but are running on degraded inputs.
  • Integration performance

    What is the API response time, and how does it affect overall decision latency? What is the uptime record? Are there constraints that limit your ability to test, orchestrate, or swap out providers quickly?
  • Cost-per-decision

    What is the fully loaded cost of this provider, including integration and maintenance overhead, relative to the decisions it influences and the value it delivers?

A Practical Scoring Framework

A scoring matrix across these dimensions — predictive contribution, coverage, integration performance, cost efficiency, and strategic fit — makes comparison possible across providers and surfaces rationalization opportunities clearly.

Weight each dimension according to your organization’s current priorities. For those under margin pressure, cost-per-decision becomes a stronger forcing function. Score each provider, aggregate, and plot against contract renewal dates. That becomes your prioritized action plan.

For institutions running Provenir’s Data Marketplace, testing new providers can happen through the library of pre-built API connections without committing your own engineering resource to integration first — compressing the evaluation phase significantly.

What Good Looks Like at the End

A completed review should produce three things: a rationalized provider set with a clear rationale for each retained provider, a plan for exiting or renegotiating underperformers, and any overlapping providers consolidated; a tested shortlist of new providers, validated against your own data rather than vendor benchmarks; and an integration roadmap, with any legacy connections flagged for modernization and a timeline for changes.

The goal is a data stack that performs better than it did at the start of the review, and a process you can run again in 12 months without it becoming a major project.

Matthew Nutt

Matthew Nutt

Written By

Senior Product Manager, Provenir

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