PegaWorld 2025: Achieving Economies of Scale with Pega Smart Dispute

PegaWorld 2025: Achieving Economies of Scale with Pega Smart Dispute

All right. Good morning. It's. It is still morning. All right. Good morning. Depends on your time zone. Everybody hear me okay out there? Is this. Good luck to the guys know in the back. All right. I can hardly see you. I always forget how blinding the lights are when we do this thing. So I see a few smiling faces up front.

That's good. I completely lose the back of the audience. My name is Scott Andrick. I'm an Industry Principal at Pegasystems and I work largely in our consumer banking space, although by trade I am ex bank ops and disputes is an area that I used to manage when I was in bank operations. So I call myself a payments geek, and I get very geeky about this kind of stuff because it's a big part of what I do on a day to day basis.

My family does not understand this, but I still enjoy doing it, and I'm glad to see we've got a whole group of other people that probably who self-identifies as a payment geek. Let's see. Raise your hands. It's okay. You can admit it. We're amongst friends. It's a good thing. You can. You can stick with that.

So with that said, I want to point out a couple of things here. So we're going to have back talk about their smart dispute implementation. But a few housekeeping things before we're gone. So after Margarita and George are done talking we're going to have a Q&A session. There are microphones in two aisles, so if you have questions for them at the end, if you would please go to the microphone so that everybody can hear it.

We're not going to run around with a microphone. So that's number one. Number two, if you want to go deeper with Smart Dispute while you're here at the show, since we're kicking the whole thing off. Right. We just came to the keynotes. Outs. You haven't been to the Innovation Hub yet. So number one is in the Innovation Hub, which is absolutely ginormous.

Go over and visit the Smart Dispute booth. I was in the Innovation Hub yesterday. You have to walk all the way to the back where the vertical areas are. So we're at the back. You have to run the gantlet to get back to where the Smart Dispute booth is. I would highly encourage you. Go take a look at that.

And then the other thing that you can do is tomorrow at lunchtime, we have what are called meetups. This is in your app, but it's maybe not promoted quite as well as it should be. So anybody that's really interested in fraud or disputes, we get together, you grab your lunch from the buffet table, you walk back, we've got some tables that are labeled, and you can meet your peers and you can have conversations about what's going on with other people that are in the industry.

So it's anywhere within that noon to two time frame that's open for lunch. Most of the people are usually coming pretty quick, but just so that, you know, that's an opportunity for you to meet other people in this space, in what is otherwise a very large conference. So I would encourage that. And then the last thing is, right after that lunch meet up tomorrow afternoon at 215.

We also have Michael Procek, who leads our development for Smart Dispute, co-presenting with one of our partners, Ethoca, on how we use Ethoca within the Smart dispute application itself. So three great opportunities between back the lunch meetup and the presentation with Ethoca, plus the Innovation Hub for you to learn all kinds of things about Smart Dispute while you're here. So let's see. Does that count on my housekeeping items? Yes, it's on my housekeeping items, so that's good. Check all those off. I work with clients every year to get them ready for their PegaWorld presentations, and I've worked with clients all around the world. It's been my pleasure for the first time to work with the group from Central America.

They were the first ones to get their decks done this year, so they actually was made my life easy because they did a lot of hard work up front, which is great. I'm going to kick this off with a video that they have set that explains who back or back is. And then we're going to have Margarita and George take over from there.

So let's make sure the clicker is working. Hey hey hey hey hey hey hey hey hey hey hey hey. Hey hey hey. Hey hey. If you could please join me and give a warm welcome to Margarita and Jorge. Thank you. At back, we believe banking isn't just about transactions. It's about building a stronger society, a greener planet, and a thriving economy.

Good morning everyone. My name is Margarita Vaquero, and I serve as the chargeback department manager at Bark. I'm joined today by George Jansky, our project manager. We come from Costa Rica, a country that you may already know is renowned for its breathtaking natural beauty and for being one of the happiest in the world.

Today, we are really proud to be here representing bark, the largest bank in Central America. Over the past six years, we've deeply involved in optimizing our dispute resolution processes this using a smart dispute, implementing improvements, upgrading Smart dispute versions and managing the biannual mandate updates to ensure compliance and operational efficiency.

As highlighted in the video, back operates under a triple value strategy where we are all committed to creating value in three key areas social impact, environmental sustainability and economic growth. In fact, 52% of our region's gross domestic product passes through our banking system, and some key figures that define our leadership in the region are that we are number one in assets, loan portfolio, deposits and profits.

We serve over 5 million clients and we employ more than 20,000 people across Central America. Today, we're excited to share our journey with Smart Dispute, exploring how B&Q has successfully transformed and centralized our dispute operations across six countries in the region. We hope our story resonates with you, and that you can find valuable insights that you can apply into your own transformation journey.

So let's start our story with smart disputes started back in 2017, where B&Q operations were fragmented, functioning like six separate banks or six different silos. Even though our strategy was the same, our operations felt disconnected. And recognizing this situation, our CEO Rodolfo Tabash, made a strategic decision to establish a new shared service center in Costa Rica, known today as B&Q, Latam.

Within this center, we centralize different services, including the dispute operation service In case anyone in the room is not familiar with what a dispute is, let me explain it really quickly. A dispute begins when a cardholder is not satisfied with a transaction that is being charged on their statement.

For example, for this event, we all had to book a room here at the MGM. Let's imagine that for some reason, the MGM canceled this reservation. So now, as cardholders, we have the right to call our issuer bank to start the dispute process against the MGM acquired bank. And this is the type of process that we do every day with a lot of cases using Smart Dispute.

Now that we are on the same page, let me tell you about how was our process before Smart Dispute? At the time, each country had its own dispute or chargeback department. Each country operates independently. I'm sure that many of you have faced these type of challenges in your organizations. Even Unilever told us a similar story today in the morning.

Well, that was our reality back in 2017. Our dispute operation process was highly manual, involving three different areas and a lot of systems that don't communicate with each other. And this approach had significant operational risks, including inefficiencies, errors, and delays. And given the scale of the new shared service center, these types of risks were unsustainable for us.

So that's one that's that was when we started looking for other solutions, leading us to smart dispute. Now George is going to tell you how was the implementation process of Smart dispute that back? Thank you. Margarita. Well. Beck is the regional leader for the car business in the issuing and acquiring side.

So that's why we decide to implement three key workflows. The Azure and Adqura disputes that came from the out of the box solution of smart dispute and an internal flow call on us. This is for back all this, allowing us to unify and scale our dispute process while enabling automation, standardization and scalability.

All this is standardized across the three major payment networks that are visa, American Express, and Mastercard. Now going a little deep in the process for back, this process was created to expedite client inquiries so we can ensure a more seamless and efficient resolution of the disputes. In this type of scenario, you?

We represent the cardholder and the merchant. And through smart dispute, we can. We can resolve the disputes without the need of association intervention. So in a scenario where the dispute escalates to a representment, we have our internal committee that makes the final decision. All this resulting in a faster process of dispute resolution and no association fees.

In fact, the process represents 20% of all back dispute volume. And this is only one example of how you can take advantage of smart dispute in your own companies and create your flows according to your needs. Now, you may be wondering how was the implementation process for back? Well, it was not easy at the beginning since we were new using Smart Dispute and Pega platforms.

So the first step for us was to consolidate a centralized team to manage the holistic dispute process. Then we decide to split the implementation in a smart dispute by association. So the first the first association was visa and we decided to implement all three processes at once. The Azure the on us and the Adquiere.

But at that, at that moment, this result to be a little challenging for us because we were new and we needed to stabilize. So learning from this, we changed our approach for American Express and Mastercard, and we decided to split the implementation into phases. At 2019, we launched the Azure and on AWS process for American Express and Mastercard.

And then in 2020, we complete the full transition by implementing acquire as well for both American Express and Mastercard. Now we are going to see how is our current implementation or process works. We have a simple process using a single interface from start to finish and full integrated with association APIs.

This for Visa and Mastercard. And in case of American Express we have a personalization that simulates the API connection. We have automated processes in our workflows. For example, we have provisional credits that are granted through delegated rules. This reduces the human intervention around the process.

We have one system and one interface, allowing a centralized team to manage all the dispute process. And most importantly, we have significantly reduced operational risk and improve the client experience across all the dispute processes. This is an example of the Layer Cake fallback. And I like to compare this like building with Legos, because you can choose according to your needs which of the of the models use, right.

So in this example this is back and we are built in Infinity 23 for Platform. And the smart dispute application along with a customization layer for back specific requirements, for example the process and the provisional credit. All this seamlessly interacts with back back end systems. The association APIs for Mastercard and visa.

And we have connected a data warehouse where we generate power BI and KPIs for all the countries. Now, Margarita is going to show you some of the benefits that we obtain after implementing a smart disputes. Thank you George. One of the major benefits of implementing Smart dispute has been achieving economies of scale.

This type of benefit is what our CEO envisioned back in 2017, when he established the Shared Service Center in Costa Rica. As you can see in the graphics, the gray bars represent the number of cases we process each trimester. The pink line is the productivity per headcount that we had before implementing smart dispute, where our operations were fragmented.

The green line or blue line that you see in the graphic that has been increasing is the productivity that we are having right now. Since we implemented Smart Dispute and why this is important, productivity right now has increased 250%. And let me repeat this number because this is important and this is why we're saying we are having economies of scale.

Productivity has increased 250%. Thanks to this level of productivity, we are able to handle nearly 7000 700,000 cases that represent over $60 million each year. While we provide a better service to our cardholders, our merchants across six countries, and we add value with other initiatives, economies of scale is not the only benefit that we have achieved with Smart Dispute.

We have a lot more. But I want to tell you about eight. The first one is that we have automated emails to cardholders and merchants. This is important because in this way, we are keeping our customers informed of how their cases are going through the system. Number two, we have a unique interface of disputes for American Express, visa and Mastercard, which George already mentions.

But why? This is important for us? We have just one system working for six different countries in one single team. We work with five different currencies and our system is in Spanish. Since we are from Latin America, we needed that and it was a must when we were looking for solutions for the dispute process.

The third one is that we grant a provisional credit to 68% of our cardholders, the same day they are making their claim intake. Let's stop for a minute I'm thinking a mother that had a fraud transaction and she lacks funds even for basic needs like buying milk for her child. When we grant these professional credit, we're granting her not only money, but relief and support.

And this aligns perfectly with our strategy of creating value in society. Number four is that we have implemented more than 20 RPA bots in different activities of smart dispute. These bots today represent more than 36,000 hours of manual work that has been automated. And to give you an example, some of the fraud cases are sending to are sent through the associations using this type of technology.

Number five, we have a lot of data of data right now. We have a standardized KPIs for our operations. And these KPIs, let us compare the performance of each country. These data allow us to give feedback to our fraud prevention team. That is in fact, it's another service that we centralize in this shared service center.

And with this information, they can improve their fraud prevention rules. Number six, thinking on our merchants that are part of of our customers. We have automated reports for them. Why? We have automated reports because they need consolidated. They need information that helps them with their ongoing operations.

Number seven, we have faster resolution times in the three main processes the owner's, the issuer and the acquirer. But specifically in our owner's process, we solve the cases in less than 30 days by not going through the association Asian rails. And last but not least, now we have a stable process and a reliable process, which is a must when you have volumes like the one we have.

During this process, we have learned a lot and we want to share some of the lessons with you. The first 1st May depend on the size of your business. For example, if you are an acquirer and issuer, and if you work with three different payment networks. This may help you maintain changes of the peg out of the box solution as loud as possible.

This will help you to ensure stability and efficiency. As we already mentioned, we have to make two mandatory changes to the Pega out of the box solution each year. If you have a lot of personalization, you will need to test a lot of scenarios and the process of the sync up of the changes and moving these changes to production will be difficult.

The second one have a good work synergy with your partners, associations and of course Pega. Today we work with two partners, Wolfsburg and EY Panama, and we highly recommend experienced partners like them to help you with the upgrades of the versions of Smart Dispute and with the mandatory changes.

And even though you are working with great partners like them, you must develop internal knowledge on the smart smart dispute application and the Pega solution. This will help you to ensure seamless operations as any other system smart dispute needs support and improvement or an improvement. So in this way, this knowledge may help you with the ongoing operations And number four maintain an effective risk management structure to minimize exposures if any part of the system fails.

If this happens, you can identify errors early, address root causes, and resolve them as soon as possible. Our journey with Smart Dispute is evolving, and George is going to tell you about the next steps that we're taking on Smart Dispute. Thank you. Well, back is always looking for ways to evolve and improve the client experience across the dispute process. So these are the next initiatives that we are going to continue working for the remainder of the year. The first one is the upgrade to Infinity 24.2. To keep us updated and take advantage of any new feature that is released from Pega. We have the Mastercard Ethoca implementation to enhance the fraud and chargeback management.

This is an application from Mastercard that is fully integrated with smart disputes. We want to develop automated testing scenarios for demanded compliance and the upgrade processes, allowing us to reduce the time of certifications. We want to integrate AI driven solutions into our workflows to keep improving the client experience across the dispute process.

And the last one is that we want to develop a merchant portal for self-service, where the merchants can upload supporting documents on these cases and generate all the reports. Through a smart dispute, we have significantly enhanced efficiency, reduce risk and improve the client experience. Before, our process was driving on an old road without guardrails, prone to risk errors and inefficiencies.

When we install Smart Dispute, we have installed guardrails that ensure security, compliance and operational stability. We look forward to exchanging insights and best practices with all of you across the banking industry. Further collaboration. And we want to thank you very much for listening our history.

And like we said in Costa Rica, pura vida. Thank you. Excellent excellent excellent. My my payment geek brothers and sisters. So let's Q&A in the aisles. Please come up to the mic. If you've got a question you'd like to ask them specifically. Um, one of the questions I know that as we were preparing for this, which wasn't on the slide, was the size of your internal and your external development teams that support this.

And I know, George, we had talked about that'd be a good addition to this. So why don't you go ahead and talk through that? Well, internally we have five Pega developers that maintain updated versions, work all the the upgrades, the mandate support and the operational on daily support for for application.

You've got some external partner teams supporting as well. Yep. We have two partners right now working with us and elsewhere and Ryan White Panama. We want we have two developers from from elsewhere and one from EY. All right. We're going to put Margarita on the hot spot here because I don't see anybody.

If you've got a question come up to there's a microphone here and there's a microphone over here on the aisle just so everybody can hear the questions. Go ahead. Thank you. Great presentation by the way guys. Um, do you have any plans to do any consumer self-service? First part of the question. And how do you.

Consume self-service. Customer self-service via the banking app. Or you mentioned you mentioned the the merchant portal. He wants to know if you're going to do a consumer portal for disputes. That's the first part. Like a cardholder. Yeah. Yeah. The second part is how do you cope with, um, friendly fraud or first party fraud where it's not a genuine claim?

Okay. For the first one, yes. This merchant portal, we're thinking it in our online banking, but we're thinking the same initiative for our cardholders in the same place in our digital banking. For now, we're prioritizing our merchants. But it's in the roadmap to help our cardholders as soon as possible as well. Thank you. And the second one was friendly. Friendly fraud or first party fraud? Yeah. Right now we're working with Mastercard. Our Mastercard partners are over here with Ethoca, with help us with some of that part of friendly Fraud. They have two modules Clarity and Alerts. We're installing in the Smart Dispute Alerts module.

We will test that module. And then we will go with clarity. That helps specifically with with this friendly fraud. Thank you. The other thing to keep in mind is because they're doing on us, they actually can have the acquirer and the issuing sides get together in a room and try and figure out whether or not it's really first party fraud or not, which is a little different than doing a normal chargeback and just tossing it over the fence.

Yeah, that's a good point, because as you build up some profiles about how to identify more first party fraud, you can see both the acquirer side and the issuer side. Yeah. Because ultimately they're the arbitration vehicle on and on US transaction, which is different. If you're if you're just issuer and you have to do a chargeback.

Obviously, you've got to follow the process. You can go all the way through to arbitration with Visa or Mastercard, but on an on us transaction, they've made the decision to step out of that chargeback cycle and do internal resolution. That's also why they've been able to shrink the times, the overall resolution time, because in essence, it's a group of people meeting in a conference room and saying, okay, what are we going to do here?

So that that allows them some benefits in that regard. Thank you. Great, thanks. Thank you. I see. I can I can't see actually I keep looking into the light. There are there are shapes moving. That's all I can see. Go ahead. Great presentation. Thank you. So your first lesson learned I agree I think fitting your process into the tool rather than the other way around.

We've seen that be more effective. How did you balance getting it to be fit for purpose for what you had without heavily customizing it? What was your experience with that? Yeah. Yeah, we are not saying that. Don't customize, but realize your customization and make sure that this will really add value to your operations.

Because if you have a lot of personalization, the smart dispute process with the two mandates and the upgrades of Smart dispute, you will have a risk to go over those personalization three times a year. So that's why we're saying to be careful with personalization but prioritize it. Great. Thank you.

Over this, you had touched on this a little bit with the with the first question, but I'm wondering if you could provide a little bit of color, um, for the scenarios that you had mentioned where you're both the issuer and the acquirer, the, the on us scenarios, um, and you're able to bypass the association and, and really eliminate those fees.

Right. All that processing fees with the association. Can you tell us a little more about what that looks like You had mentioned in the previous answer that it's a committee that sits in a room together. Is that. Yeah. Well, it's not exactly like that. Our operation process is divided in two. We have a team for the Azure part of the process, and a team for the acquired part of the process.

So we use the same rules as the association in the, in the other type of cases. But at the end, when we are making the chargeback from the issuer to the acquirer, instead of going back to the issuer, the flow is sending to a final stage where our supervisors get in together and look the documentation and make a final decision for if the case goes to our merchant or our cardholder.

Thank you. Hello. Primerica todo felicidades. Gracias. So my question is a little more technical. Have you ever thought of reducing the dependency on third parties like, I don't know, rules or something like that, and internalizing some of those, uh, I don't know, tasks or, you know, things. And, you know, what's your primary, uh, decision in terms of, you know, technical decisions, who makes who makes those decisions?

And how do you kind of, you know, architect the technical bit of it? Well, um, the first one, well, we develop internal knowledge. So we have internal guys certificate in Pega and we try to reduce all the Pega partners you say. Right. So so that's why we want to to develop the internal knowledge. And the second.

Question was who makes the decisions? I mean, in terms of technical decisions on which tool to use or how to use the tool or how to integrate it. Do you guys make the decision or do you delegate that decision to your partners? No. We have an internal area of support, so they have in charge all the developers in back in Latam.

So they make these decisions and recommend to us if we need higher. Some partner or we can develop internally the solution. The decision is ours. And this part the team members of the of the partners that we work with are in the same teams as our internal members. So they work together to be more agile.

So the decision is ours. Yeah. Good. Thank you. I was wondering how you could you step. Just a little closer to make. Sure. I was wondering how you managed your test data with the different associations visa, Mastercard and whatnot and how you access data. This data for mandatory. How do you manage your test data with the different associations?

That's one of the biggest challenges that we have. And everyone is laughing because you experienced the same. Well, we open projects with all the associations with the associations and interchange data with them. We general simulates data in our test environments. And when we accomplish to to get the association data, we we complete all the certification process.

But it's very challenging all the in all the processes right. So if we have some association here please help us with the. Well, we'll put that out on the wire after this. We need more help with network data. Go ahead. Over here. Hi. I just want to hear about the operational efficiency. Like how much of chargeback reduction reject reductions and how much of efficiency I've seen from the operations point of view.

Like chargeback rejects, you have chargeback rejects, and Representment is coming in, right? So reduction in them. How much smart disputes help you to, uh, operate more efficiently? So beyond the productivity, what other kind of KPIs have they seen? Is that the question you're asking? Yes. Okay. Okay.

Um, I, I could say that 98% of our chargeback cases are going through smart dispute. We have like a 2% of the volume that are exceptions that we need to develop for them to get into smart dispute. And referring to KPIs, we have a lot of them, for example, the merchants where our customers are getting disputes.

We have SLAs to our operations and these SLAs are the solving times, right? So for example, in the issuer process, we need to solve the cases. In 60 days, 90% of the cases should be resolved in less than 60 days. So that's that type of information. Do you have any plans to implement any Knowledge Buddy or anything that can help the operations team to answer the questions correctly?

Knowledge Buddy is the is the. I yeah. Knowledge assistant. We're making, uh, a POC using bodies. But in the operation, uh, our idea is to upload the association documents to help our analysts to solve the cases quickly. Thanks. On that, we had some conversations with one of the networks last year and talk to them about the fact that their documentation is not easily loadable into Rag systems because of all the footnotes and notations that they have in there.

So we've actually, again, if anybody is from the networks here, we could use some help in making your documentation easier to load into Rag based systems so that we can do that kind of thing, because it's going to require a fair amount of manual effort to really kind of clean that in order to make it as usable as everybody would like it to be.

Um, and that was kind of the eye opener, was that it's way too footnoted to be used kind of out of the box. So there's some extra effort. And again, that's not a Pega thing. That's a network thing. Go ahead. Yes. Oh, sorry. I'll get you on the next one. Okay. I would like to ask when the transaction has been returned from Visa and Mastercard.

So who are we going to handle the case if we. If it's Is your back office staff or, you know, whenever there's a reject or return from visa and Mastercard for a chargeback? Yeah, we have a specific code. So we in the operational process, every day we look for those cases. And if it's a reject, we see if we can continue the flow inside of a smart dispute, or if we can go to the association to work it outside the Smart dispute.

So it will be handled with your Pega developer and or or a back office staff. Because sometimes it's in our back office. Yeah. With your back office stuff. Yeah. So you handle with the booking process with basket over there. Yeah. It's broken process or service failures. And we need to we have like an operational control that goes over every week to make sure that we address those broken processes or service failures.

Okay. Okay, good. I want to ask much more deeper about that. You say you were going to build a cardholder self-service portal soon, right? Mhm. Um, so you are hitting in a e-banking area and, and banking area or what. Or just a. Um. No, we have a digital banking for our cardholders but as well for our merchants.

So our idea is to integrate this portal built in Pega in our online banking. Okay. Okay. So from Pega directly to your e-banking in that sense. So have you already started? No, we are with the architecture part, but it's part of what we need to do this year and what our customers have been asking us.

Have you saw any already? Any impediment? No. With Pega. No. Okay. Okay, good. Um, the first question I have is about the All you mentioned before, you have around 300 or something like this around. We have like 20 rpas in different activities of Smart Dispute. So they are, you know, they are inside of the Smart dispute or outside.

Imagine like they are like a user. They have a user of smart dispute and they go through the process doing the same thing as a, as a user doing their daily basis. Okay. Okay. Good. Thank you. Thank you. Sorry I missed you earlier over here. I was have my attention on that side of the room. That's all right. A couple of versions. I'm newer to Pega, but I've done disputes both on the issuer and the choir side, so some of it may already be built in, and I just haven't gotten to product features. Uh, one was. Do you have a small balance right off process? Uh, is it built within Pega where you can have some automation to execute write offs once you set thresholds around, you know.

Just like that. So it's built in. You're able to leverage that. It's built in and it's completely automatically got you. And are there is it dynamic in terms of I might understand I have controls around abuses versus, um, maybe it's a little more dynamic with the logic of this is a more valuable customer than others.

So I might have a little bit more dynamics in the thresholds I set. Yep. We add a logic that make a count of the amount of cases that we're having for the same cardholder. So if these like threshold, it's it's over it it generates an alert to our process. Okay. Yeah we call that the frequent filer threshold.

Yes. Yes. Um communications. Are you guys using Pega native communications or are you, um, importing from a vendor in terms of your lettering and or messages to get them, whether they're written or electronic. Okay. We are using some of the processes from Pega, but we customize our letters depending on the needs of our different countries.

Right. Okay. And then the last one is I think you've touched on it in terms of the productivity gains. Can you talk about some of the more specific components as it touches? I'm sure it's some straight through processing. But again, trying to get leverage to expand some of our use to do some redesign after an initial implementation.

So that would just again help me as I'm thinking about the go forward path. Yeah. The thing was that when before Smart Dispute, our process was highly manual. So just implementing one single process throughout the whole system, it represents a lot, a lot for us. And that's why we're saying that we have in economies of scale, but we are also using other technologies.

For example Rpas. Right. It's not only smart dispute, it's rpas as well. I got you. So it's the combination of things that aggregate to the 250%. So if you go back to the slide that they showed on the before side, they had four different systems, lots of handoffs. Everything was manual. And then so you're collapsing down and automating the features.

And the automation elements are across the board. Got you. All right. Thank you. Thank you. Yeah. We have time for one more. You're just in time. Okay. Uh, one question. Uh, after implementation. Do you see any post-production issues? Uh, after the Pega system implementation. The difficult part. Any post-production issues?

Post-production issues after implementation happen? Do you remember? Um. Yeah, I think this this has been improving, right? The first release that we made was difficult because we were new, as George mentioned, with the smart dispute and with Pega. So the first one was difficult, but we learned that we need to split the implementation into phases.

So that's why we do first Mastercard issuer, Amex issuer. And then we splitted the acquired part as well. And the last one you saw the Blueprint today. Do you see how you can use it. Is there any use case specific to the Smart dispute to use Blueprint? Yeah, maybe for our portal merchant we will need to use Blueprint.

That's for portal onboarding. The merchant or what? Service or services. Okay. Yeah. That's good. Thank you. Thank you. Thanks. All right. We are at time. You were a very robust Q&A audience. Thank you very much. If we could give them one more round of applause, please. Thank you. Thank you.