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John Celli, President & CEO, Penelope Longbottom, President, Longbottom,Counsel, Milbank,Ateme, Thomas Van Den Driessche.

Honoring individuals who have led the satellite industry in making a better world

The Society of Satellite Professionals International (SSPI) announced six new inductees for the 2016 Satellite Hall of Fame.  They will join more than 40 Hall of Fame members including Dr. Arthur C. Clarke, Dr. Harold Rosen, Olof Lundberg, Eddy Hartenstein, Frederic d’Allest, Sidney Topol, Takayushi Yoshida, Mary Ann Elliott, Mary Frost, Peter Jackson, Dick Tauber, Dirk Breynaert, Mark Dankberg, Susan Irwin and Robert Berry.

The 2016 honorees, in alphabetical order, are John Celli, President & CEO, Space Systems Loral; Richard Hadsall, Chief Innovation Officer, EMC; Penelope Longbottom, President, Longbottom Communications, a division of Sage Communications; Philip A. Rubin, President & CEO, RFK Engineering Solutions; Phillip Spector, Of Counsel, Milbank; and Andrew Sukawaty, Non-Executive Chairman, Inmarsat.

“The 2016 inductees into the Satellite Hall of Fame are more than just recognized leaders in business, technology, deal-making and communications,” said SSPI Executive Director Robert Bell. “Their careers offer lessons to our industry on how to build a challenging and rewarding career in a business that changes the world for the better every day.”

The Hall of Fame Ceremony will take place at the 2016 Hall of Fame Benefit Dinner on March 8 at the Gaylord National Resort & Convention Center in National Harbor, Maryland, where the Hall of Fame inductees will be presented with Ariane trophies courtesy of Arianespace.  Hall of Fame members are selected by a committee of industry leaders chaired by Richard Wolf, Executive Vice President, The Switch and past Chairman of SSPI. Committee members include Dianne VanBeber of Intelsat, Tim Jackson of Ateme, Thomas Van Den Driessche of Newtec, Jean-Paul Hoffmann of Radio 100.7 Luxembourg, David Cavossa and Dr. Denis Curtin.

The SSPI Satellite Hall of Fame was introduced in 1987 to recognize the enormous contributions of the visionaries and pioneers who have made possible the age of satellite communications – individuals who have devoted their careers to the advancement of technology and to helping build the political and commercial foundations of the industry.

The 2016 Satellite Hall of Fame Inductees

John Celli
President & CEO, Space Systems Loral

John Celli has dedicated his career to creating satellites and technology that makes the world a better place.  He joined Space Systems Loral as an engineer in 1981 after six years with Alenia S.p.A in Rome. Thirty-one years later, he became President of SSL, which he had helped to become the world’s leading provider of commercial communications satellites with a 30% market share over the previous decade.

In engineering, manufacturing and test management positions, and as Chief Operating Officer beginning in 2001, John guided many technology advances to market.  They included the world’s first 20-kW satellite, the first high-throughput satellite and multiple advances in antenna technologies and data handling systems.  One of John’s proudest accomplishments was serving as executive director of SSL’s Intelsat IX program, where he oversaw the development and delivery of seven advanced multi-frequency spacecraft. When the first of those satellites launched in 2001, it was among the largest and most powerful of its time and marked an advance in satellite switched-time division, with a multiple-access subsystem within the payloads to achieve more efficient traffic loading on a number of the transponders.  Under his management, the company also built the world’s two highest-capacity satellites in orbit today and more recently opened a smallsat production facility that manufactures small earth observation spacecraft for Google’s Skybox Imaging.

Inside SSL, John is known for his integrity and commitment to the industry as well as his dedication to helping talented individuals grow and succeed. He takes a particular interest in encouraging young people to pursue Science, Technology, Engineering and Math (STEM) education and careers. He engages with engineering students at local universities with motivational speeches and ensures that SSL participates in organizations that support STEM education, such as the American Institute of Aeronautics and Astronautics (AIAA), Change the Equation (CTEq), and Techbridge.  His enthusiastic support has driven SSL’s participation in SSPI’s Promise Awards, and no less than six SSL employees have received this prestigious honor for young employees who make extraordinary contributions to their companies.

Richard Hadsall
Chief Innovation Officer, EMC

Richard Hadsall is one of that rare breed of technologists who is also a successful company founder and leader.  Crescomm Transmission Services, launched in 1976, was his first venture, which evolved in 1981 into Maritime Telecommunications Network or MTN.  Five years later, Richard developed a technology that would forever transform communications at sea: the motion-stabilized VSAT antenna, which could maintain its lock on a spacecraft 22,000 miles away while a ship pitched and rolled underneath it.  Under his technology leadership, MTN pioneered a unique business model, in which the company became the communications partner of its government and cruise line customers, and introduced a series of passenger and crew services that generated revenue shared by the cruise line and MTN.  Success with cruise lines allowed the company to expand into other maritime markets including ferries, private yachts, oil & gas vessels and commercial ships.  This ultimately led to its acquisition, in 2015, by EMC.

Though he is known as the “grandfather of maritime VSAT,” stabilizing an antenna was only one of Richard’s many technology “firsts.”  He pioneered the use of C- and Ku-band broadband at sea for delivering voice, Internet and video.  His work enabled the first live broadcast from a nuclear submarine for ABC’s “Good Morning America,” and a live uplink from a moving Amtrak train for the program’s week-long “Whistle Stop” coverage of the 2008 Presidential election.  In 2011, he became one of the few satellite engineers to receive an Emmy Award for retrofitting a Ford F350 pickup into the “Bloom-Mobile,” a satellite-based mobile communications platform that allowed the late NBC reporter David Bloom to broadcast live coverage of the War in Iraq while moving across the Iraqi desert at speeds up to 50 mph.

When asked about his long and entrepreneurial career in the industry, Richard said, “Having the opportunity to pioneer the merging of satellite and communications technology more than three decades ago has led to very a satisfying and productive career. It’s an honor to have been part of those teams and to be recognized through SSPI’s induction into the Satellite Hall of Fame.”

Penelope Longbottom
President, Longbottom Communications, a division of Sage Communications

Penelope Longbottom has devoted her career to explaining satellite to the world in support of a global industry driving for growth.  She entered the industry in 1985 as Director of Communications for Hughes Communications.  In her first year on the job, she developed and managed communications and long-lead marketing for the startup of Japan’s first commercial satellite company, JCSAT, of which Hughes was part owner, as well for as the troubled launch of Leasat 3 for the US Navy.  Carried into space aboard Shuttle flight STS 51-D, the satellite was left drifting in low Earth orbit by the failure of its booster stage.  Repeated attempts by the crew to recover it proved fruitless, but a follow-up mission, STS 51-I, recovered and repaired the spacecraft in an historic 2 days of extravehicular activity, after which Hughes boosted it successfully to GEO orbit.

Promoted to Hughes Communications vice president in 1993, Penelope handled communications for the launch of American Mobile Satellite, the first mobile satellite system in the United States, and managed the branding, communications and long-lead marketing for the new Hughes business, DirecTV, the first digital direct-to-home TV service.  While serving with Hughes, she was instrumental in the founding of the Satellite Industry Association (SIA), the industry’s lobbying association.  She guided the association’s early mission and development as its first Chair and hired its first executive director.

Leaving Hughes, Penelope went on to shape brand identity and go-to-market strategies as a senior marketing communications executive with Lockheed Martin Intersputnik, Lockheed Martin Space & Strategic Missiles and XM Satellite Radio.  She founded Longbottom Communications, a branding and marketing company serving the industry, in 2000 and merged it with Sage Communications in 2013.  In addition to her professional achievements, Penelope has served in leadership roles in the Mid-Atlantic Chapter of SSPI, Women in Aerospace (WIA) and the Washington Space Business Roundtable (WSBR).

Philip A. Rubin
President & CEO, RKF Engineering Solutions LLC

Philip Rubin has been the technology innovator behind some of the most fundamental advances in the history of satellite.  He began his career in the 1950s at ITT Research Laboratories, where he designed and built C-band traveling wave tube amplifiers.  Five years later, he joined the Hughes Aircraft Company, where he contributed work to Syncom 2 and Syncom 3, which became the world’s first geostationary satellite.   He moved to Geneva in 1965 to become the International Telecommunications Union’s first satellite expert.  That job took him to India, where he developed the Centre for Research and Training in Satellite Communications, which helped the India’s satellite industry literally get off the ground.

By 1970, Philip was back in the United States as Chief Scientist and Director of the Office of Science and Technology for the Corporation for Public Broadcasting.  Under his leadership, the Public Broadcasting System and National Public Radio became the first broadcasters to use satellite for program distribution across the United States. While working for the CPB, Philip also developed improved VHF and UHF receivers for PBS and installed earth stations in northern Alaska to provide telemedicine services.

In the early 1980s, Philip joined PanAmSat, the company that broke the monopoly on international satellite communications, where he was to work for the next seventeen years. His contributions to that precedent-setting company included designing the new satellite system, hiring and training the technical staff, coordinating orbital locations, and overseeing deployment of eleven satellites in orbit.  By the time he left the company, PanAmSat was the second largest satellite operator in the world.

Leaving PanAmSat, Philip founded RKF Engineering Solutions, which continues to thrive today. For his many accomplishments, he has been elected a Fellow of the Institute of Electrical and Electronics Engineers and a Fellow of the AIAA and has received IEEE Centennial award and the AIAA’s Aerospace Communications Award.

Phillip Spector
Of Counsel, Milbank

Phillip Spector has been a leader in the industry, as a lawyer and business executive, for decades.  He began his career in government, where he served as a law clerk to a Supreme Court Justice and worked in the White House as Associate Assistant to the President.  He then entered the private practice of law, and in the 1980s helped to lay the groundwork at the FCC for, and then negotiated, the industry’s first sales of transponders.  He also was PanAmSat’s outside counsel during its years-long battle to break the Intelsat monopoly on the provision of international satellite services.

In the 1990s, he joined the international law firm of Paul, Weiss, Rifkind, Wharton & Garrison, where he served as Managing Partner of the Washington office and Chairman of the Communications & Technology Group.  In that role, he acted as a key advisor to SES, helping to negotiate the 2001 acquisition of GE Americom by SES – the first trans-Atlantic merger in the industry’s history.  He also was the lead attorney for the groundbreaking SkyBridge project, which successfully fought battles at the ITU and the FCC to develop global rules to allow non-geostationary satellite systems to share spectrum with geostationary satellites.

In 2005, he moved to the client side, becoming General Counsel of Intelsat, and in that position guided the historic merger of Intelsat with PanAmSat in 2006.  Antitrust experts expected that the deal would not be approved, but it went through without any divestitures of assets.  In 2007, his responsibilities at Intelsat grew with his appointment as Executive Vice President, Business Development, and he later became a member of the Intelsat Board of Directors.

In 2013, Phil left Intelsat and returned to his roots in private practice.  He joined the Washington office of the international law firm, Milbank, Tweed, Hadley & McCloy, where he provides clients with representation in a wide range of corporate and regulatory matters, is looked to for strategic counsel, and negotiates transactions and alliances. As before, he maintains a strong focus on satellite and telecommunications, because, as he says, “we in the industry are privileged to explore the frontiers of outer space, while working on projects that benefit the globe’s interconnectivity, all within a business environment that is constantly changing.”

Andrew Sukawaty
Non-Executive Chairman, Inmarsat

In 2004, when Andrew Sukawaty was appointed CEO of Inmarsat after a quarter-century in the mobile and cable TV industries, the 25-year-old company generated annual revenues of less than $400 million and was valued at $1.5 billion.  It provided communication services to its customers in primarily voice and low speed data.

At the end of Andrew’s tenure as executive Chairman in 2014, the company had almost quadrupled its annual revenues to $1.4 billion, increased its valuation almost seven times to nearly $10 billion and was close to launching the world’s first, globally available mobile broadband satellite fleet able to deliver 50 megabits per second anywhere in the world.

Andrew was originally engaged by Inmarsat in 2003, when he led the private-equity buyout of the former United Nations treaty organization, followed just two years later by an initial public offering.  During this period, the company invested US$1.5 billion in building and launching the Inmarsat-4 (I-4) fleet, which introduced the world to BGAN (Broadband Global Area Network), capable of delivering services with rates of up to 1 Mbps.  In a 2012 interview with Via Satellite, Andrew called this the biggest investment risk the company took during his tenure. It launched a range of services that allowed users, from governments to aid agencies, to do things they could not have imagined just five years earlier. It also allowed the company to expand rapidly into aviation and other new markets.

The I-4 constellation was only the beginning. Under Andrew’s management, Inmarsat acquired Stratos Global and SkyWave Mobile, formerly independent Inmarsat service providers, to evolve the company’s business from a multi-tier distribution model led by its Land Earth Station partners to a consolidated distributor-led direct and indirect distribution model. This was followed by the acquisition of Segovia, a provider of managed communications services for the US Department of Defense and other government agencies, which deepened the company’s penetration of the government-military market as well as broadening its service offering.  While acquiring companies to expand the company’s horizons, Andrew also directed investment to the modernization of safety services for maritime and aviation, and increased charitable contributions to support emergency services and humanitarian aid by the UN and Télécoms Sans Frontières.

In 2010, just five years after the I-4 fleet had first entered service, Andrew announced an initial investment of $1.6 billion to construct the most powerful high-speed global mobile broadband constellation ever developed.  Inmarsat-5, now better known as Global Xpress, introduced global commercial service to aircraft in 2015 and is already delivering 50 Mbps download and 5 Mbps upload speeds to ships and land terminals.  This innovation has placed Inmarsat – once known only for its satphones and text terminals – at the forefront of delivering a new generation of mobile satellite services to government and industrial customers around the world.

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Time for financial institutions to Take Back Control of market data costs



Time for financial institutions to Take Back Control of market data costs 1

By Yann Bloch, Vice President of Product Management at NeoXam

Brexit may well be just around the corner, but it is market data spending that financial institutions are more interested in taking back control of right now. In fact, other than regulatory equivalence post the transition period, it is hard to think of a more prominent issue right now than the rising cost of market data. According to analysis at the end of last year by Burton Taylor, global spend on market data topped $30 billion in 2019. With costs showing very little sign in coming down, at least in the short to medium term, now has to be the time for market participants to better grasp of not only what their costs could be at the end of the month, but also the precise areas of business consuming the most data.

The problem has been, and still is, seeking out those month-on-month cost anomalies. For example, why is it that fixed income and FX derivatives costs have all of a sudden doubled compared to the previous month? The trouble is it is nigh on impossible to get accurate answers to questions like this because the vast majority of investment firms have no fullproof way of analysing how spending evolves over time. In certain cases, financial instructions can experience a 10%+ increase on their monthly market data vendor bills.

It is not hard to see why – as every small incremental cost mounts up fast. First there are the direct costs for one or more sets of data – which leads to billing getting far more complex. Sure, a market data vendor may be adding lots of different add-on services to help clients save money, but at the same time, they will also be adding on more costs. If this was not enough, there are also the indirect costs around data governance and regulatory compliance. New rules, such as the Fundamental Review of the Trading Book (FRTB), means that investment banks will have no choice but to consume a lot more data to be able to run models and back testing.

All this begs the question; how exactly can firms gain more control of their market data spending? A good place to start is trying to reduce waste. This involves firms making sure they do not request new sources of data from their vendors that they are not going to use. If data vendors charge for every single piece of data that the client requests, then the client needs to make sure they are going to act on this information. Then there is the recycling of the data. Say an investment fund needed a new piece of data instantly, and also needed that same piece of data at the end of the day. If the fund manager already has the data, they surely, they do not need to request it again? It is all about being smarter about reusing whatever data the fund manager has received previously. After all, different trading desks are all consuming data and requesting information through the data management team, but it is hard for the trader acting on the data to work out how much the data actually costs. This is why being able to allocate these costs to the different trading desks is key.

When all is said and done, the only way financial institutions can harbour any hopes of overcoming this longstanding data cost problem is by deriving more insights to ensure they a squeezing every last drop of value from their market data. Technological advancements mean that firms can now keep right on top of not just their data direct costs, like complex billing, but also the indirect costs around regulation. With so many other cost pressures across the business right now, it is time financial institutions take advantage of new technologies to finally address the issue of rising market data costs that has, frankly, plagued the industry for too long now.

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Cash was our past, contactless is our present, contextual payments are the future



Cash was our past, contactless is our present, contextual payments are the future 2

By Jason Jeffreys, founder of FETCH

$6tn in the next five years, this is how much the world will spend through contactless payments, according to analyst firm Juniper Research. For many of us who have discovered and since relied heavily on contactless payments since its introduction in 2007, either through card, phone, or watch, or those of us who have taken a stroll down a covid-era high-street to see shop windows adorned with “card payment only” signs, this is hardly a surprise. Even the Church of England in 2018 equipped 16,000 religious sites with terminals to allow for contactless donations. So what is behind this rise? And what is next?

The switch from cash to contactless is a transformation of payments that is driven by four key factors: speed, security, accessibility, and hygiene. While businesses and customers alike have felt the immense benefits of the cash to contactless transition, the next iteration goes further by digitally transforming the entire transaction process. It’s that potential which pushed me to launch FETCH – technology that allows customers to order and pay from their phone, anywhere. By exploring the benefits already felt by our contactless present, I hope to show you why I’m excited to be part of the contextual payments future.


Aldi is all about low prices and this is achieved with efficiency – that is why their checkout staff are trained to scan as fast as possible, it’s why their barcodes are huge, and it’s why you can’t keep up. It’s all in the name of efficiency and cost saving, and contactless payments make this possible.

While increasing the rate of transactions has a direct impact on money through the till, there is an increase in the perceived speed which does wonders to get customers back through the door. Shoppers may have spent an hour or more in-store but their direct interactions with the shop and staff were quick and timely and that’s the experience they remember and the impression they build of the brand.

Aldi are not alone in realising this and while it is easy to point to the impact that contactless has had on the retail sector, its revolution has slowly crept into hospitality –  an industry notoriously late at adopting new technologies.

High-street coffee shops rely on getting as many people as possible through the doors and back out again. They want as little disruption to your day as possible but more importantly, they want to process as many payments per hour as possible. Cash transactions are slow in comparison to a single tap, so for the coffee shops, this means fewer transactions per hour and money lost. For businesses in this sector who rely on periodic rushes, measuring performance per hour is a necessity and maximising revenue over these short windows is so important.

For reasons obvious to anyone who has been to a crowded hospitality venue, stood at a crowded bar or waited for waiting staff during a busy dinner rush, the businesses in this space already running on contextual ordering systems like FETCH have all reported a vastly improved staff and customer experience in hospitality venues. While it may be difficult to spot how these benefits can be felt in retail, this reality is not bound to fiction or the distant future – it’s being pioneered already in retail by Amazon.

In a well documented glimpse into the future of shopping, Amazon’s latest Seattle store removes the transaction element completely. Instead, you put your items in your trolley as you go round the shop, and the sensors and cameras accurately and automatically recognise the items, keeping a track and total, before taking payment automatically and digitally through your Amazon account once you walk the trolley back out of the store. Can you imagine standing in a supermarket queue to pay once you’ve experienced the ease, simplicity and effortlessness of that?


Smartphones have got smarter and they have revolutionised the way we get through the day. From how we discover, connect, and socialise, to how we organise, learn, navigate and search for answers – rarely an hour goes by where we aren’t using our phones for something.

As time moved on they only grew to become more capable, responsible for managing more aspects of our lives, and it was only a matter of time before they were capable of handling secure contactless payments. The leap for people to trust their smartphones with just one additional task was tiny.

When you couple this with debit and credit cards being enabled with contactless technology by default, the rise of wearables, and e-commerce growing massively, the results are clear – people are more trusting of online payments, are more familiar with buying in this way, and have more ways of making contactless purchases, than ever before.

In fact, a Mastercard survey in 2016 indicated that Brits carry less than £5 in cash on average, with 14% of people surveyed carrying no cash at all, and 1 in 10 replacing wallets and purses altogether, opting for a simple card in the pocket instead. Figures which have no doubt grown even starker since 2016.

When we take this into consideration with 99% of 16-24 year olds, 98% of 25-34 year olds, and 95% of 35-54 year olds all being smartphone owners, we begin to see the inevitability of contextual payments as the next iteration and how the response to contextual payments will be positive and welcome; something FETCH clients and the vast majority of their customers can all attest to.


Cashless payments means no cash in the till or on-site; no chance of mistakenly accepting fraudulent notes or coins; no trips to the bank to deposit or withdraw cash for the till; the end of time spent counting money every day, and the end of discrepancies which occur from this.

It limits the levels of theft, switches businesses over to an accurate, secure and efficient system, and gives business owners their time back. It makes tax returns, financial planning and forecasting and more all possible, easier and quicker and in short, it makes businesses stronger.

Jason Jeffreys

Jason Jeffreys

Contextual payments go further by offering really insightful data of what happens before and after people decide to part with their money; for example, how long they spend browsing before ordering, what they look at, what they’ve missed, when they order next and more. This means you are informed and can redesign and improve the user journey so it works better for you and your customers, all based on accurate, relevant and timely data.

As contactless payments evolve to contextual ordering, it’s important to choose a system that easily integrates with the wider business and your systems so you can continue to access the benefits of contactless. That’s why from day 1 of building FETCH I put so much emphasis on ensuring it integrates with one of the biggest and most popular POS systems in hospitality.


Initial adoption has long been the biggest barrier to widespread, sustained use of new technologies and going cash-free is no exception.

Given that the coronavirus thrives and passes through human contact and shared surfaces, going cash-free and contactless was a small, easy and obvious change to implement for businesses to become covid-secure and safer for customers and staff.

FETCH and other contextual payment systems are being used to go beyond this, to keep staff and visitors safe by limiting human contact beyond just payments. In our case, we have allowed hospitality customers to continue to browse, place their orders and pay, just as before, but without the need for repeated human contact at every single stage.

Given the health imperative and coercion from governments, local authorities and health bodies to switch to contact-free operations, businesses who may have once been years away from this change are laying down the infrastructure today out of necessity and it will be no surprise if contactless becomes a staple long after the coronavirus has left.

Post-coronavirus, contextual ordering offers businesses the chance to let the technology take care of these minor tasks, giving staff the space to instead dedicate their time, talent and energy towards elevating the overall experience. It’s the health imperative that acts as the gateway to this.

What does this transition mean for businesses? With visible consideration and effort put into hygiene, you are making your customers feel safe and cared for; by making transactions quick and painfree, you are giving your customers time to spend on the experience they came out for in the first place. In the process, you have created the ideal conditions for consumers to spend money and given them the confidence to do so.

I’ll end with the picture UK Finance data has painted through multiple annual payments reports: in 2006, 62% of all payments in the UK were made using cash; three years later it dropped to 58%; in 2016 the proportion had fallen to 40%; and just two years after that, cash formed just 28% of all UK payments. With a pre-covid prediction envisaging that by 2028 fewer than 1 in 10 payments will be made by cash, the widespread, covid-induced encouragement, adoption and enforcement of cashless policies in retail and hospitality has surely brought that many years forward.

Contextual ordering is the next inevitable iteration and if you were one of the few who reaped the benefits of going contactless early, you have the chance to be ahead of the curve once more. A welcome future for a multitude of industries is being set around us today.

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The Rise of Contactless Payments



The Rise of Contactless Payments 3

By Bilal Soylu, CEO of XcooBee

Today, banks involved in the issuances of credit cards, and companies at the nexus of merchant services, are experiencing a rare event in the industry.

For years, digital payment innovators fought a hard battle to adopt contactless systems and create standards. The effort and push came from companies with much of the effort directed at consumers to adopt their methodology. Whether it is Samsung Pay, Google Pay or Apple Pay they all had to overcome similar hurdles – consumers were reluctant to adopt a technology that did not have a sufficient number of merchants; thus, the progress was slow.

The COVID-19 pandemic rewrote the script in a whirlwind. All of a sudden, consumers began to demand contactless payment experiences in every way imaginable. The supply side push has turned into a demand side pull and the adoption rate is spiking.

This left banks, originators and companies involved in the eco-system with an interesting dilemma – fast decisions have to be made as to which digital technology to invest in and do they bind themselves, for multiple years going forward, to a specific infrastructure.

While previously the belief was that this could be explored over a longer period of time, the current reality is that these decisions are forced on institutions “overnight”. In this light, there are many different aspects to contactless payments and originators, and banks need to make smart bets on which type should be supported.

So, let’s look at all the relevant elements of contactless payments to explore a better model for institutional support.

General Drivers of Contactless Acceptance Growths


Physical safety from virus infection by avoiding touching 3rd party equipment or allowing safe distancing from other people and/or equipment is the main driver today. It has been emphasized by many epidemiologists as a basic requirement for conducting business. Consequently, it will be no surprise that safety is the factor that underlies the rapid adoption of a number of contactless payment technologies by once reluctant consumers.

We expect this to be a primary driver well into 2021. Thus, any technology to be rolled out in the short term should enhance safety in some form or contribute in a way to the improvement of safety.


An early benefit highlighted and emphasized by contactless technology providers was the data-security aspect that surrounds the transaction. Rather than exchanging the actual credit card number, for example, a tokenization is performed to create transaction specific tokens that are then used to complete the transaction. Even when intercepted, these tokens cannot be used outside this transaction and, thus, the approach is considered to be more secure.

Although the data-security value was incessantly marketed to consumers, most had, and still have, a limited understanding of the implementation of the technology. Thus, the appeal to the consumer with this benefit was not successful. However, the increased security elements were a clearer benefit for merchants and issuers. Hence, a steady growth of terminals and accepting merchants was the result.

In general, the tokenization approach to security has been chosen for many types of contactless payment systems, this includes NFC based card chips, digital payments like Apple Pay, Google Pay or Samsung Pay. However, for QR payments the use of tokenization should be verified as there are no current standards that govern its use consistently.


Convenience was the aspect of many contactless payments system that appealed the most to consumers prior to Covid-19. The ability to either very quickly conduct a transaction or very flexibly conduct a transaction drove consumer adoption. For example, being able to load many payment methods onto a mobile device that users carry with them anywhere increased the appeal of use to consumers.

Thus, when evaluating a particular contactless payment technology with a longer-term outlook the convenience aspect should be emphasized. Given the historical basis, consumers are very likely to be attracted by this aspect as the main driver of adoption again. A financial institutions’ post-Covid planning and investment models for contactless technology should consider this to be a major aspect.

Contactless Payment Categories

When we speak of contactless payment systems, we normally refer to any payment technology that can trigger a payment transaction in the physical space with direct consumer presence, but without direct contact with merchant equipment. Thus, we would exclude online and ecommerce transactions for this purpose.

We will focus on the two mainstream contactless technologies, NFC and QR payments, and review them here. Other contactless payment technologies exist but have not reached widespread adoption so we will only provide brief overview of those.

NFC Payments


Near Field Communication (NFC) payments are the earliest form of contactless payments that found acceptance in the markets. Generally, two devices are needed and must be near each other to communicate via radio signals. Both the reader (interrogator) and sender (tag) must be within 4cm (1.5in) for the transaction to be initiated. ExxonMobile’s Speedpass is widely believed to be the first implementation of this touch and go type of pay experience that has come to exemplify NFC based contactless payments.

There are two common sub-categories from that technology today; The single card-based sender (tag) and the mobile-phone-based sender (tag). The mobile phone-based application tends to be more flexible allowing consumers to combine multiple cards into one mobile-wallet that is secured with some form with biometric access.


However, NFC signals are not uniform and different standards are used in the Far East (i.e. Japan) rather than in Europe.

NFC payments found early success in developed western markets where the population already had easy access to banking and bank issued card-based tags. However, in countries where the banking system developed later and card-based payments were not common, NFC payments did not flourish.

Thus, today, the market for NFC is mainly concentrated in Europe, Japan, and US.


The roll out of NFC requires hardware on the merchant and consumer side. The merchant hardware is normally The Rise of Contactless Payments 4leased, and leasing programs have been steady revenue generators for those companies. Whereas, today, the global contactless Point of Sale (POS) terminals market is poised to grow by $5.54 bn during 2020-2024, progressing at a CAGR of 16% during the forecast period, according to research done by Technavio.

However, with the pandemic, the speed of system activation has been a key criterium for selection of the technology. In this context, delivery of hardware, setting up of POS systems and testing connectivity slows down rollouts and potential revenue.

Similarly, requiring consumers to be equipped with supporting hardware may also introduce a friction element, especially in markets where NFC has gained less momentum.

QR Payments


QR codes are like 3D barcodes. The user scans the QR code via a smartphone and the smartphone, then interprets the barcode and a related website or application may complete the payment process. Like NFC, this can be done very quickly without any contact between smartphone (reader) and the item or display using the QR code.

Normally, QR codes are immutable, meaning that once generated they do not change. However, there are now dynamic smart QR codes, like the ones Xcoobee offers, that can overcome this limitation.


QR codes found strong distribution in markets where banking reach was limited in some form through government or market forces. The QR payment process, in many markets, also exemplifies a jump to direct digital payment, bypassing much of the banking system for purchase transactions. Especially when QR payment systems are connected to mobile wallets the provider of the wallet handles all transaction steps in-system, reducing friction and creating an ease to use and adoption. They have found popularity mainly in China, where AliPay and WeChat pay are gaining dominant market shares.

However, with the advent of COVID and the speed advantages in implementation and cost, other non-traditional markets such as EU and US are seeing dramatic increases in use of QR payments as well.


Activation of QR code payments commonly requires merchants to simply print codes, which can be accomplished with less hardware. The integration into bank systems is handled via merchant or bank app and the consumer simply requires a smartphone.

While bank offerings in this segment tend to be limited, given the simplified requirements, QR implementation can be quick for merchants to roll out.

Other Contactless Options

There are other contactless payment technologies that are currently competing for market attention and can be grouped into a biometric group and a technology group. The biometric group includes such options as voice, facial or palm recognition-based payments while the technology group includes options like Bluetooth and Farfield-type technologies.

None of these have gained sufficient market share or have execution or security advantages that would push them ahead without concerted efforts from large market-players. Similarly, there is no consumer advantage that would drive a consumer demand-based distribution for these technologies.


Which one should you choose to support? Each one of these contactless payment methodologies has advantages and disadvantages. NFC can be nominally faster to use for consumers and more lucrative for banks, but QR codes currently reach a wider market since more phones can read them than those that can read NFC tags.

Operational simplicity and speed also favor QR code activation, but if there is already and existing NFC infrastructure this may become a secondary consideration.

Simply speaking, we are living through unprecedented times, consumers are demanding contactless payment and creating a demand side wave in exchange for safety. How each institution answers this call best will depend on circumstances and context.

Overall, it may be advisable to hedge bets and support both methodologies and offer services based on both. Evaluate customer input, and then, adopt and activate the best option for your financial institution.

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