Reconciliation by spreadsheet
Every month ends with someone matching transactions across three systems by hand, hoping the totals tie.
Payment flows, reporting, dashboards, and back-office systems for financial companies — built with the audit trails, access controls, and reliability that moving money requires.
Every month ends with someone matching transactions across three systems by hand, hoping the totals tie.
Management, investors, and regulators ask for numbers. Assembling them means exports, VLOOKUPs, and late nights.
It works — barely. Nobody fully understands it, and every change feels like defusing a bomb.
Access logs, change history, approval trails. Gathering evidence for auditors becomes a project of its own.
Stripe and bank integrations, payouts, invoicing, dunning. Money paths that are idempotent, logged, and reconcilable.
Automated management, investor, and regulatory reports — generated from source data, not assembled by hand.
Approvals, KYC workflows, account management — internal tooling your ops team opens every day.
Connect your modern stack to banking APIs and payment providers — and yes, to the legacy core. Carefully.
Role-based permissions, immutable logs, approval chains. Audit evidence produced by the system, not by panic.
Portfolio views, transaction history, statements — clear enough that support tickets drop.
Secure development lifecycle as default: least-privilege access, secrets management, dependency scanning, immutable audit logs. We build the evidence trail as we go — your auditors get a system export, not a scramble.
Yes — Stripe, payment gateways, open-banking APIs, and core banking systems. Where providers only offer files over SFTP, we build robust, monitored pipelines around that too.
Early and often. We bring compliance requirements into the discovery sprint so they're designed into the architecture. Retrofitting them is how projects die.
Almost always integrate first. We wrap legacy cores in clean APIs and automate around them; full replacement is a last resort we only recommend when the numbers clearly justify the risk.
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