Problems › The Team Is Not Executing the Plan › Fintech
When a good plan is not being executed, the usual cause is that the organisation is rationally doing something else. This page works through it for fintech companies specifically — including an unedited excerpt from a real analysis of a fintech.
When a good plan is not being executed, the usual cause is that the organisation is rationally doing something else. For fintech companies, this shows up in a particular place. The numbers that carry the answer are blended take rate and charge-off rate, and the complication specific to this industry is that lending fixed the P&L and converts revenue worth a 7x multiple into revenue worth a 2x multiple. The general version of this problem and the one you are actually in have different first moves.
Execution failure is rarely unwillingness. It is normally that the plan asks for behaviour the structure, the incentives or the capacity actively discourage — and people resolve that conflict the way the system pays them to.
The diagnostic question is not "why is nobody doing this" but "what is the person being asked to give up, and who compensates them for it". A plan that requires a team to sacrifice their own numbers for someone else's will not run, however well communicated.
The second common cause is arithmetic: the plan requires more capacity than exists, and rather than saying so, the organisation quietly does the subset it can and the rest simply never happens.
These three together are the signature. One on its own usually points somewhere else.
✓ The plan is understood and agreed and still nothing changes
✓ Progress is reported as activity rather than as outcome
✓ The people asked to change are measured on something the change hurts
The move that usually makes it worse. Communicating harder, which addresses a comprehension problem that does not exist and delays finding the incentive that does.
It is for you if you run or finance a fintech and the plan is understood and agreed and still nothing changes. It is the situation where the numbers are available but nobody has put them in an order that produces a decision.
It is not for you if Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
Below is an excerpt from a real run of this analysis on a fintech. It is a sample profile rather than a customer, and it is unedited engine output — this is the format you get, on your own numbers.
The subject is Verrano Pay, a sample company profile used for testing rather than a customer — $84M net revenue, 28,000 merchants, $9.4B of payment volume.
Excerpt from a real Percision run · Pricing Strategy · sample company profile
The move. Convert the $110M lending book into a two-sided marketplace that adds 100k merchants and 3+ capital providers within 36 months while staying inside the $150M warehouse facility
The leak it closes. Plugs value leakage to partner platforms by surfacing competing capital offers inside the Verrano dashboard, reducing merchant incentive to leave the ecosystem when platforms launch competing lending products
The assumption it rests on. Warehouse facility remains available at current terms for at least 24 months — the engine put the probability at 0.75.
| Investment required | $2.1M-$4.2M total over 36 months |
| Expected return | 18.3×-54.9× on $2.1M-$4.2M investment if marketplace captures 15-45% of $42B TAM at 70% contribution margin |
| Revenue, year 1 | $1.9M-$5.8M marketplace revenue |
| Revenue, year 2 | $7.7M-$23.1M marketplace revenue |
| Revenue, year 3 | $19.2M-$57.6M marketplace revenue |
| Exit criteria | Terminate marketplace initiative if fewer than 2 capital providers commit by Month 12 OR if 90-day rolling charge-off rate exceeds 7.5% before Month 18; redirect resources to direct-acquisition lending expansion or payments CAC payback improvement |
This is one move out of a full analysis. Read a complete report — every page, no email required.
This question routes to Organizational Alignment Model, one of 29 engagements the platform runs. For fintech companies it works through blended take rate, charge-off rate, contribution margin and CAC by channel, then produces the sequence rather than a list of options — which move first, what it funds, and the observation that would say the sequence is wrong.
You watch the analysis get built before paying anything. Read a complete report here if you would rather see the depth first.
Change what people are measured on before asking them to behave differently. Buy-in follows the incentive far more reliably than it follows the explanation.
Occasionally. Far more often it is a structure problem that looks like a people problem, which is worth testing first because replacing people does not fix a structure and is expensive to discover.
Usually yes, but for capacity reasons rather than comprehension. A plan with three priorities that fit the capacity available beats one with twelve that do not.
Materially, yes. Lending fixed the P&L and converts revenue worth a 7x multiple into revenue worth a 2x multiple — which changes both the diagnosis and the order of the fixes. The metrics that decide it here are blended take rate, charge-off rate, contribution margin, and an answer built on industry-general benchmarks will usually point at the wrong one first.
Less than most people expect. Your last twelve months of revenue and cost split the way you already split it, plus whatever you hold on blended take rate and charge-off rate. The analysis is explicit about what it is assuming where your data stops, which is more useful than waiting for numbers you may never have.
Percision is the wrong tool if you already know the answer and only need execution capacity, or if the business is pre-revenue — then the constraint is evidence about the market, not analysis of your own figures. Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library. Also wrong if you need facilitation, politics, or someone to sit with a lender or buyer. Those are human jobs.
Percision is not a lawyer, tax advisor, auditor, licensed appraiser, clinical or regulatory filer, or an AI implementation shop. It does not do HR casework, creative-only brand work, or impersonate a named consulting firm. It is a strategy analysis engine — not a template library.
Describe the situation in your own words and we will tell you which analysis answers it — before you sign up for anything.
Describe my situation →Prefer to skip ahead? Go straight to the free diagnostic.