How do we turn merchant acquiring from a commodity to a useful business service?



Tyl by Natwest

How do we turn merchant acquiring from a commodity to a useful business service?

Since divesting Worldpay in 2008, RBS have been cut out of a hugely valuable segment of the FS landscape, acquiring. Reviewing their options, the bank decided to launch a new brand in the space, aimed at SMEs.

We interviewed merchants to understand their pains, expectations and barriers in running their business and shaped a solution that took the pain out of running a merchant business. We used blueprinting to bring together a number of suppliers within a consistent experience framework, based on merchant need.

With an ambitious deadline and even more ambitious product to build, we set about “creating the plane whilst we flew”. As sprints began we continued to onboard experienced product owners and designers from our network - whilst establishing the processes, methods and ways of working to continue experience delivery at pace. Working with a near-shore delivery partner, we established a delivery approach that balanced the need for high-quality front-end delivery and complex integration requirements - using prototyping and demonstration to unblock key design challenges. As the product matured, we established regular user-testing sessions to validate features with merchants.

Building a culture of merchant-centricity

Throughout the process, we embedded primary merchant insight at the heart of all of our product activities. From observational research with merchants, testing interfaces before go-live, or analysing contact centre data to reduce failure demand and increase efficiency - product efforts were prioritised based on merchant value.


  • From idea to go-live in less than 12 months
  • The product has significantly higher NPS scores than other payment service. 3x in fact.


Creating new businesses

Building & launching

Defining the strategy

Accelerating capability

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