Skip to content
doxaGroup ConsultingDiscuss your challenge
Menu

What we do

Complex change does not fit neatly into service lines.
Neither should the support behind it.

Doxa works where cards programmes become difficult: between business and technology, issuer and processor, proposition and configuration, and design and delivery.

  1. 01Decide
  2. 02Shape
  3. 03Move
  4. 04Prove
  5. 05Operate

Five capability groups

The work changes.
The responsibility stays clear.

Clients may use one capability in isolation or retain continuity across several. Each group has clear activities and practical outputs.

01

Decide

Make the choice

Clarify the problem, establish the evidence and support a decision that balances strategy, capability, operating model, commercial value and delivery risk.

Activities

  • Current-state and readiness assessment
  • Card platform and processor selection
  • Product and portfolio strategy
  • Independent challenge
  • Executive assurance
  • Options analysis
  • Executive recommendation and decision support

Typical outputs

  • Agreed problem statement
  • Assessment criteria
  • Evidence base
  • Options and trade-offs
  • Executive recommendation
  • Decision record
02

Shape

Turn intent into a workable design

Translate commercial intent into requirements, configuration, data, integration, controls, servicing and operational change.

Activities

  • Product and proposition design
  • Business and technical requirements
  • Solution design and platform configuration
  • Data and integration design
  • Operating-model design
  • Process and control design
  • Delivery scope and work-package definition

Typical outputs

  • Target capability
  • Requirements and traceability
  • Agreed solution decisions
  • Configuration approach
  • Operating-model impacts
  • Delivery scope
03

Move

Control the transition

Bring structure, specialist experience and clear ownership to portfolio and platform change, from strategy and data through rehearsal, cutover and stabilisation.

Activities

  • Migration strategy and governance
  • Data mapping, validation and reconciliation
  • Platform and product configuration
  • Dependency management
  • Cutover planning
  • Readiness and rehearsal
  • Migration event management
  • Live-service stabilisation

Typical outputs

  • Migration strategy and delivery route
  • Dependency view
  • Mapped and reconciled data
  • Rehearsal evidence
  • Cutover readiness
  • Command and event-management structure
  • Live-service continuity
04

Prove

Put evidence behind readiness

Create the evidence needed to assess readiness, make informed decisions and focus effort on the areas of greatest risk.

Activities

  • Test strategy and management
  • Functional and integration assurance
  • Test conditioning
  • Defect and risk management
  • First-occurrence assurance
  • Rehearsal assurance
  • Implementation support
  • Go-live assurance

Typical outputs

  • Risk-based test scope
  • Coverage and traceability
  • Readiness evidence
  • Known-gap position
  • Defect and risk view
  • Go-live recommendation
05

Operate

Make the change work in service

Prepare teams and controls for live service, or bring clarity and pace when an existing operation is under pressure.

Activities

  • Operational readiness
  • Servicing and customer operations
  • Fraud, disputes and collections
  • Incident investigation
  • Customer remediation
  • Regulatory and scheme change
  • Operating controls
  • Transition into business as usual

Typical outputs

  • Operating controls
  • Service-readiness position
  • Ownership model
  • Incident and event-management process
  • Remediation approach
  • Stabilisation plan

Platform and partner selection

Use SELECT when the choice needs structure and evidence.

The method connects business objectives and operating context with market assessment, supplier evidence, executive choice and transition into delivery.

  1. 01Scope
  2. 02Explore
  3. 03Longlist
  4. 04Evaluate
  5. 05Choose
  6. 06Transition
  1. 01
    Scope

    Understand the business as-is, objectives and current or target operating model.

    • Current-state assessment
    • Stakeholder interviews
    • Strategic objectives
  2. 02
    Explore

    Build the market view and identify the initial credible field.

    • Market scan
    • Market positioning
    • Initial longlist
  3. 03
    Longlist

    Engage the market, test assumptions and refine the viable providers.

    • Supplier workshops
    • Capability assessment
    • Refined longlist
  4. 04
    Evaluate

    Assess providers using structured workshops, objective scoring and evidence-based evaluation against agreed criteria.

    • Supplier workshops
    • Capability assessment
    • Shortlist
  5. 05
    Choose

    Manage a detailed RFP, commercial evaluation, executive recommendations and final supplier selection.

    • RFP responses
    • Commercial evaluation
    • Board recommendation
  6. 06
    Transition

    Support mobilisation, commercial negotiations, migration planning and transition into delivery.

    • Mobilisation plan
    • Transition roadmap
    • Delivery assurance

Assessment criteria and weighting are adapted to the client's objectives. SELECT supports judgement; it is not a rigid scoring template.

Migration lifecycle

A migration is a controlled lifecycle,
not a single event.

The lifecycle connects strategy, design, build, test, rehearsal, go-live and stabilisation, with evidence, ownership and decision points visible throughout.

  1. 01Strategy
  2. 02Design
  3. 03Build
  4. 04Test
  5. 05Rehearse
  6. 06Go live
  7. 07Stabilise
Gate 01

Direction agreed

Objectives, scope, principles, ownership and decision rights are explicit.

Gate 02

Change understood

Configuration, data, integration, operating impacts and dependencies are traced.

Gate 03

Readiness evidenced

Testing, rehearsal, controls and unresolved gaps support an informed decision.

Gate 04

Service controlled

Cutover, customer impact, command structure and stabilisation are owned.

Start with the problem

Start with the challenge, not the service line.

Tell us the decision, risk or delivery problem. We will help define the right response, the specialist capability required and where responsibility should sit.

Discuss your challenge