May 19, 2020

How to protect your business against fraud

business advice
Fraud
fraud losses
Online Security
Bizclik Editor
3 min
How to protect your business against fraud

When you are in the beginnings of starting up your business or in the heady days of growing, one often neglected aspect could well be the operational headaches and risks you have to tackle as you scale. In particular, if you are a platform serving many users and accepting payments (e.g. Uber, Kickstarter, Constant Contact), you should be thinking about fraud risk and how exposed your platform might be. As VP of Risk for WePay – a payments API provider powering hundreds of platforms - here are our five tips on making sure you’re not surprised by fraud losses:

Know your enemy

First, you have to understand whom the enemy of your platform or marketplace is. You might not realize that there are lots of different kind of fraud and loss – including merchant identity fraud, merchant credit risk and buyer identity fraud. Most likely, you’ll be concerned with collusion fraud.  What this means is someone setting up a merchant or fundraiser account with a fake or stolen identity, then using stolen credits and fake buyer identities to pay their own merchant account.  They get the money and disappear, but you are stuck with the charges. 

Simple tools to start

One of the first things you can do is actually pretty traditional.  Using a vendor like Experian, Equifax, or Lexis-Nexis, you can validate that your user’s identity is a real one that matches their database.  If needed, you can also check their business credit and history. 

Read related articles in Business Review Canada

Social data as your secret weapon

However, to get more advanced, you should consider social data. It is easy enough to do a social search based off an email address – you can see whether someone has a Facebook or LinkedIn profile and whether it matches a verified email they gave you.  A long-established social profile that matches their name and e-mail is an asset they have that is difficult for a fraudster to synthesize.  WePay uses social data and algorithms to power our own VedaTM risk analysis engine.

Risk management = trust = growth

Managing payment risk protects you against losses from chargebacks.  It also improves the trust in your platform by weeding out bad merchants that lead to bad buyer experiences.  Trust and excellent buyer experiences reduces churn and accelerates growth. 

Don’t wait

Fraud is unlike most business phenomenon because it is highly non-linear.  You can have zero fraud one week and be in an all-out attack the next.  One company found that their fraud attack was being spurred by a fraud blog post explaining how you could make a quick $500 off their site.  Don’t let this happen to you.  Even if you do not see any fraud today, you need to have at least basic defenses and a rapid response capability in place to be prepared.  Of course, alternatively, there are many providers, such as WePay, whom you can use so that you don’t have to take on this burden yourself.

So, while you might not undertake all five of the tips above, the important thing is to start thinking about the possibility and putting place some measures to assure the trust & safety of your platform, that way you won’t be completely surprised.

 

About the author

John Canfield is the VP of Risk for WePay. WePay provides a payment API specifically designed for companies who want to enable many small users to accept credit cards on their platform without taking on the fraud risk and operational burdens associated with payments. WePay powers some of the top platforms including GoFundMe, StayClassy, CustomMade, Honeyfund and hundreds more. Prior to WePay John was Sr. Director of Risk at eBay.

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Jun 8, 2021

Six issues at the top of tax and finance leaders’ agenda

Tax
Compliance
financeleaders
Deloitte
Kate Birch
4 min
As businesses accelerate their transformation journeys, tax leaders are under increasing pressure to add strategic value. Deloitte reveals six tax trends

New Deloitte research reveals that tax leaders are under increasing pressure to add strategic value as companies accelerate business model transformation, from undergoing digital transformations to rethinking their supply chains or investing in green initiatives.

According to Phil Mills, Deloitte Global Tax & Legal Leader, to “truly deliver value to the business, the tax function needs to rethink its resourcing model and transform its technology infrastructure to create capacity and control costs”.

And the good news, according to Mills, is that tax and business leaders have more options at their disposal to achieve this.

Reflecting the insights of global tax and finance executives at global companies, Deloitte’s Tax Operations in Focus study reveals the six issues at the top of tax and finance leaders’ agenda.

Trend 1: Businesses seek more strategic counsel from tax

Companies are being pushed to develop new digital products and distribution channels and accelerate sustainable transformation and this is taking them into uncharted tax territory. Tax leaders say their teams must have the resources and skills to give deeper advisory support on digital business models (65%), supply chain restructuring (49%) and sustainability (48%) over the next two years. This means redrawing the boundaries of what tax professionals focus on, and accelerating adoption of advanced technologies and lower-cost resourcing models to meet compliance requirements and free up time.

According to Joanne Walker, Group Tax Director, BT Group PLC, "There’s still a heavy compliance load today, but the vision for the future would be that much of that falls away, and tax people become subject matter experts who help program the machine, ensure quality control, and redirect their time to advisory activity.”

Trend 2: Tipping point for resourcing models

Business partnering demands in the tax department are on the rise, but 93% of tax leaders say their department’s budget is remaining flat or falling. To ensure that the tax function can redefine itself as a strategic function at the pace that is required, leaders are choosing to move increasing amounts of compliance and reporting to a combination of shared service centers, finance departments, and outsourcing providers that have invested in best-in-class technology.

Trend 3: Digital tax administration is moving faster than expected

in addition to the rising focus of the corporate tax department partnering with their business counterparts, transformative changes to the way companies share tax information with revenue authorities is also creating an imperative to modernize operations at a faster pace. Nine in 10 (92%) respondents say that shifting revenue authority demands on digital tax administration will have a moderate or high impact on tax operations and resources over the next five years—and several heads of tax said the trend is moving faster than expected.

"It’s really stepped up in the last couple of years," says Anna Elphick, VP Tax, Unilever. "Tax authorities don't just want a faster turnaround for compliance but access into a company’s systems. It's not unreasonable to think that in a much shorter time than we expect, compliance will be about companies reviewing a return that's been drafted by the tax authorities."

Trend 4: Data simplification and lower-cost resourcing are top priorities

Tax leaders said that simplifying data management (53%) and moving to lower-cost resourcing models (51%) must be prioritized if tax is to become more proactive at delivering strategic insights to the business. Many tax teams are ensuring that they have a seat at the table as ERP systems are overhauled, which is paying dividends: 56% of those that have introduced NextGen ERP systems are now highly effective at supporting the business with scenario-modeling insights. Only 35% of those with moderate to low use of NextGen ERP systems said the same.

At Stryker, “we automated the source P&L process for transfer pricing which took a huge burden off of the divisions," says David Furgason, Vice President Tax. "Then we created a transfer price database to deposit and retrieve data so we have limited impact on the divisions. We are moving to a single ERP platform which will help us make take the next step with robotics.”

Trend 5: Skillsets are shifting

Embedding a new data infrastructure and redesigning processes are critical for the future tax vision. Tax leaders are aligned — data skills (45%) and technology process experience (43%) are ‘must have’ skills in a tax department of the future, but more traditional tax specialist knowledge also remains key (40%). The trick to success will be in tax leaders facilitating the way these professionals, with their different backgrounds, can work together collectively to unlock lasting value.

Take Infineon Technologies, which formed a VAT technology and governance group "that has the right knowledge about how to change the system to ensure it generates the right reports", according to Matthias Schubert, Global Head of Tax. "Involving them early was key as we took a greenfield approach, so we could think about what the optimal processes would look like and how more intelligent systems could make an impact 

Trend 6: 2020 brought productivity improvements

Improved productivity (50%) and accelerating shifts to remote working (48%) were cited as the biggest operational benefits to emerge from COVID-19-driven disruption. But, as 78% of leaders now plan to embed either hybrid or fully remote models in the tax function long term, 34% say maintaining productivity benefits is a top concern. And, as leaders think about building their talent pipeline and strengthening advisory skill sets, 47% say they must prioritize new approaches to talent recognition and career development over the next two years, while 36% say new processes for involving tax in business strategy decisions must be established.

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