www.toriglobal.com/insights/perspectivesCopyright TORI Global. All rights reserved. TORI Global, 62–24 Cornhill, London EC3V 3NH

Issue 7 | Summer 2017

Following that we have a light-hearted interview where we get up close and personal with our new Head of Cyber Security, Nigel Munden. Find out his desert island discs and what he would be doing if he wasn’t in Cyber Security!

The last two articles in this issue are all about payments. The first being a review by Digital expert, Chris Archibald, of PSD2 and Open Banking. Can we compare what’s about to happen to the payments sector to Uber? And finally, TORI helped trial the ‘tap to donate’ bucket shaking initiative by CLIC Sargent in collaboration with JustGiving. They are looking at how to bring fundraising into the 21st Century by introducing contactless donations and we wanted to get involved!

Whether you’re reading this on the tube or in the o�ce, we hope you enjoy a little perspective…

Best Wishes

Welcome back! This is Perspectives, our regular publication aimed at giving you a fresh view of enterprise.

INTRODUCTIONWelcome to the seventh issue of TORI Global’s ‘Perspectives’ magazine. Every quarter we cover issues and trends in the business world with insights and interviews from leading professionals in their industry. This time we’re focusing on Digital Disruption.

We begin with a witty article from Business Analyst, Oliver Charlton, who has a passion for Blockchain. He discusses its origin and the implications of its future, particularly in the current FinTech arena.

Next we have an interview with the Chief Technology O�cer (CTO) of leading estate agency group, Countrywide, Steve Thomas. We ask him about the impact Digital Disruption is having on the property market and how the role of CTO has changed.

This issue also features an article from Digital Consultant, Dominic Yacoubian. He compares businesses that have ridden the wave of Digital Disruption and those that have drowned in the flood of new technology and change.

Issue 7 | Summer 2017

I would love to hear your thoughts so please contact me with any feedback: katie.lawton@toriglobal.com

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Katie LawtonEditor

ContentsIntroduction 3Introduction from Editor, Katie Lawton

Blockchain. A Bank Killer? 4Business Analyst, Oliver Charlton, explores Blockchain and its impending impact

C-Suite Chit-Chat 6Countrywide CTO, Steve Thomas, talks about the ‘Digital Disruption’ sweeping through the real estate sector

PSD2 and Open APIs: Banking’s Uber Moment? 8Chris Archibald delves into Open Banking driven by the upcoming PSD2

7 Things 10We get to know TORI’s new Head of Cyber Security, Nigel Munden

Digital Disruption: The Winners and Losers 12Dominic Yacoubian, Digital Marketing Consultant, discusses the movers and shakers, past and present

Bringing bucket shaking to the 21st Century 14Read about the contactless bucket-shaking trial that we took part in with CLIC Sargent

toriglobal.comFor more information about the content of this publication please contact us at:

info@toriglobal.com

TORI Perspectives is copyright of TORI Global and all rights are reserved. The contents of this publication may not be reproduced without prior permission. The opinions expressed by C-Suite Chit-Chat interviewees are their own.

BLOCKCHAIN – A Bank Killer?by Oliver Charlton

The hype surrounding Blockchain has been in full swing for some time now, with much clamouring about its potential uses. One of the most popular statistics to be bandied about is that Blockchain could reduce banks’ infrastructure costs by between $15-20bn a year by 20221.

An impressive statistic no doubt and not something to be sniffed at. But my question is this; is Blockchain a bank killer? To clarify, by “banks” I am referring to retail banks as opposed to investment banks. But before I venture into the nascent world of Blockchain, some context.

Much has been made by the rise of the FinTech industry, particularly here in Britain. It has been acknowledged for some time now that the FinTech industry is pinching the lunch of the incumbent banks. It has also been noted that the banks are beginning to worry about this. A recent report from PWC suggests that “83% of the respondents from traditional fi nancial institutions believe that part of their business is at risk of being lost to standalone FinTech companies; it reaches 95% in the case of banks”2.

Areas such as payments, FX transfers and Peer to Peer (P2P) lending services have been noticeable FinTech fortes so far. But until recently the more core banking services such as current accounts and wealth management have been noticeable absentees from the FinTech resume; that is until the likes of Atom, Monzo and Starling received full banking licences from the UK regulator.

The well-established banks seem to be responding in a number of ways that are not without contradiction. At a Brexit debate at the Oxford Union, the MEP David Hanan gave an impassioned speech on British business, but was alarmed at some of the conduct of the banks. He expressed his surprise when beginning his tenure in Brussels at the lobbying of banks for more regulation – it was only the big banks that had the pockets deep enough to pay for the compliance bills3.

Conversely, there have been murmurings of large banks trying to partner with FinTech whippersnappers, although there doesn’t appear to have been anything of note yet.

Technological disruption is not the only thing worrying the big banks. It is no secret that after the Financial Crisis the reputation of banks took a hammering. By way of concrete evidence for this, the Millennial Disruption Index revealed that 71% of millennials would rather go to the dentist than listen to what their bank has to say! Furthermore, half of millennials are counting on tech start-ups to change the way banking is done today4.

Those two statistics will certainly not surprise anyone, but the global recession of 2008 triggered something more unexpected – a new type of economy; the reputation economy.

Until recently, companies such as Uber and Airbnb have been the two most notable surfers of this reputational wave. Talking to an Uber driver recently, he told me that being held at knife point in his minicab for the cash he was carrying, triggered his move to Uber. But it is not only the cashless element of Uber that has been fundamental in its success. The bilateral reputation scoring, and the consumer trust that it instils in the service, for both Airbnb, Uber and many others, has been the hallmark of the reputation economy.

It is no coincidence that Airbnb recently ‘acquire-hired’ a Bitcoin wallet company for their expertise in Blockchain; the CTO and co-founder Nathan Blecharczyk, mused recently “The question is whether there’s a way to export [a user’s reputation] and allow access elsewhere to help other sharing economy models to really fl ourish”5. Blockchain sits at the confl uence

of the reputation economy and technological progression.

So why should banks be worried? As mentioned earlier, the constituent parts of retail banking have been broken down and consumed by various FinTech companies – a banking buffet if you will. But several items have been out of reach. I’d argue that whilst banks may save $15-$20bn a year through the use of Blockchain - it is a double edged sword. This is because Blockchain gives access to areas of banking that have previously been unappetising to FinTech companies, due to their heavy regulation. Whilst there is no sign that the level of regulation will diminish, Blockchain offers a route to market previously unavailable.

Blockchain can allow start-ups to access areas such as mortgages, personal and business loans (although this has already been disrupted somewhat by the likes of Funding Circle, Kick Starter and Crowdcube), current accounts and credit cards. The reason for this is partly down to credit checks, KYC and AML, all of which can become more readily available and cheaper. There are a number of other reasons why Blockchain can help the smaller companies competing in this space.

Top of the list is audit and compliance – not the hottest of topics – but a rather expensive and time-consuming one, that smaller companies would rather not do. Deloitte has said that “companies would benefi t in many ways: standardisation [through Blockchain] would allow auditors to verify a large portion of the most important data behind the fi nancial statements automatically. The cost and time necessary to conduct an audit would decline considerably”6. Smaller companies could also reap the benefi ts of smart contracts which would help drive automation up and costs down.

There are already those that have noticed the opening up of potential market share through the use of Blockchain. For instance, Chris Gledhill, who was an innovation technologist at Lloyds Bank, has started Secco, a Blockchain inspired bank which has yet to acquire its banking license, but is certainly at the leading edge of this new type of banking.

Theoretically, there is nothing to stop banks using all the benefi ts of Blockchain (and many are already looking to exploit the benefi ts). They could buy their way to Blockchain bliss through acquisitions or through building internal capability. A couple of issues remain however. Firstly, the time that it takes for banks to fi gure out (and then implement) the integration between Blockchain technology and its existing infrastructure, is a window of opportunity for the start-ups to exploit. But there is a more esoteric reason for why banks may struggle to defend their market share; they will have to be bold.

1 The FinTech 2.0 Paper: rebooting fi nancial services – Santander InnoVentures, Oliver Wyman & Anthemis

2 Blurred Lines: How FinTech is shaping Financial Services – PWC

3 EU Debate - Oxford Union. Daniel Hannan MEP, https://www.youtube.com/watch?v=tzNj-hH8LkY

4 The Millennial Disruption Index, http://www.millennialdisruptionindex.com/

5 Quartz, Airbnb just acquired a team of bitcoin and blockchain experts, http://qz.com/657246/airbnb-just-acquired-a-team-of-bitcoin-and-blockchain-experts/

6 Deloitte, Blockchain Technology: A game breaker for accounting?

7 Mckinsey & Company, Inside the Mind of a Venture Capitalist, http://www.mckinsey.com/industries/high-tech/our-insights/inside-the-mind-of-a-venture-capitalist

WHAT IS BLOCKCHAIN?Blockchain is best thought of as a database, the contents of which is distributed across a network. Blockchain was developed to provide the platform for the cryptocurrency Bitcoin, and is a form of distributed ledger.

A distributed ledger is the method by which records are distributed across a network, thus meaning the entire network has access to the data on the ledger. The transparent nature of Blockchain creates a ‘single version of the truth’ that can be verifi ed by everyone on the network.

The excitement surrounding Blockchain is due to the possibilities surrounding the disintermediation, security and traceability of units of value (whether that be company stocks, diamonds or personal information).

“Blockchain sits at the confl uence of the reputation economy and technological progression.”

“The cost and time necessary to conduct an audit would decline considerably”

This article may have seemed a bit doom and gloom, especially if you’re reading it from the viewpoint of an incumbent. The coming together of the reputation economy, dissatisfaction with traditional banking and trust technologies such as Blockchain, are all good news for customers. If you are reading from the perspective of an incumbent bank, then Steve Jurvetson, partner of VC fi rm Draper, Fisher, Jurvetson has hit the nail on the head: “big companies will never do something substantial or worth thinking about or worth writing a history book about in their core businesses”7. Innovation naturally occurs outside of the core business and that is precisely where big banks will need to focus if they are to be successful in riding the Blockchain wave – if not they’re heading for a wipe out!

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What are the biggest changes that the property industry has seen in the last few years?

The biggest changes are around, and I’m going to use a common term here, ‘Digital Disruption’ as well as new entrants coming into the market in terms of o�ering quick speed-to-market solutions. Giving customers the choice of how they interact for both new business and servicing with apps and mobiles has been the biggest change which has digitalised processes rather than the traditional face-to-face relationships end-to-end.

How is Countrywide adapting to these changes?

We’re adapting to the changes by working with our supply chain to embrace the PropTech companies to look at how they can plug and play supplementary functionality, enhanced propositions, customer experience and service into our line of business solutions. We also need the ability to plug in things quickly giving us faster speed to market, better and cheaper.

Where do you think Countrywide should look to innovate next in order to retain market share?

We will innovate across the value chain of the customer. Not necessarily picking out one area, but it all starts with customers wanting to buy or rent a home. We link people to property and vice versa. We have the unique ability to serve the customer end-to-end across the buy, sell, landlord, tenant, conveyancing and mortgage customer journey, and most importantly, giving choice across those.

How are you managing the cultural aspects of Digital Disruption?

That’s a di�cult one. It’s about behaviours, isn’t it? We are a business that’s been historically run on people and relationships. Customers still want choice and relationships are still key, people are our biggest asset once you have connected digitally. It’s really an ongoing piece to look at how you reward and keep your talent. We put a lot into our people and they are key to any future success.

How do the incumbents of the property sector (such as Countrywide) stay one step ahead of disruptors?

Disruptors won’t necessarily have the breadth and depth of experience to run it end-to-end. You need to know what customers want and have the agility for change. We’ve been doing this for years, we understand the market, we’re credible. What it’s really about is trying to match people to property and property to people, and it’s making that simpler and an easier journey for customers to go on.

How do you think the role of CTO has changed over the last 5 years?

I think it’s broadened heavily. We’ve got to have the ability to advise on technology and the business. Looking at the digital journey or the analogue journey, if you want to call it that, or the hybrid journey. We need to have the technology to underpin the value propositions. Days have gone where we can say that we’re just going to give you the capability and the enablement

of technology, it starts with proposition. It’s ensuring that you can actually showcase or prove that the technology is working for those user journeys and business processes.

Has the role become about engaging with people?

The role has always been very human. In terms of selling or buying internally and your relationships. Whichever department you’re in a company, you’re a salesman internally. If you go back 5 years, the role of CTO was, dare I say this but, associated with server and languages. Now it’s connecting technology to the Target Operating Model. How you’re going to win business and how you’re going to serve your customer better.

What new challenges are CTOs facing today?

It’s probably keeping abreast with it all. The markets and technology are constantly changing. There’s always new technology coming out! It’s getting the time and the bandwidth to be sure you’re aware of the latest and greatest. You want to have that key di�erentiator, killer proposition and that competitive edge all at the right price point. It’s not just about keeping things running.

Thank you for talking to Perspectives, Steve!

A quick Q&A with Steve Thomas, Chief Technology O�cer of Countrywide.

C-Suite Chit-Chat with Steve Thomas

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So, where’s banking in all of this?Coming into effect in January 2018, Payments Service Directive 2, or PSD2, is a data and technology-driven initiative which aims to enable the consumption of banking services from a broader range of banking service providers… anytime, anywhere. It will increase competition, innovation and transparency across the European payments market (while simultaneously enhancing the security of internet payments and account access). And while PSD2 doesn’t prescribe the use of APIs, conventional wisdom has it that APIs are the most effective way of delivering Open Banking.

Once implemented, PSD2 has the potential to change the face of payments in the way Airbnb revolutionised the hospitality sector. Most intriguing are the ideas we haven’t thought of yet. A few of the features we should expect:

More choice of service provider and product Expect to see some new entrants to the payments landscape that have never before been regarded as banks. The large tech and social media companies are the obvious candidates; free from the encumbrances of traditional players, they will bring the innovation that has become their hallmark.

Greater customisation of products Subject to customer consent, Open Banking will open-up access to more customer data than ever before; spending habits, travel patterns, social networks… personal data that is not the traditional preserve of banking will be up for grabs. And with this proliferation of data, banks will be able to offer customers more tailored products, at more specific times.

Permissioned control of access to customer data We’ve become accustomed to accepting cookies on websites and clicking ‘OK’ to the user licensing agreements on operating systems, social networks and any mobile app that wants to access location services. Instinctively, we are more cautious with sharing personal financial data. Yet the social network way of handling consent is coming to banking…

So, should we expect a sudden and dramatic transformation of payments services from January next year? While it’s possible that one or two market participants (not just banks now; this is a post-PSD world after all!) will make a bold start, most people agree that the impact on day-to-day payments across the Eurozone will be more gradual. For starters, the changes will most likely be local to different member states, rather than through a single, dominant, pan-European solution.

In that sense, you can expect varying degrees of adoption based on respective countries’ digital maturity and localised innovation. PSD2 also lends itself to a phased roll-out; account information provision is likely to come before payments services. And then there’s the planned introduction of strong customer authentication - this won’t go-live for another year at least (January 2019). Most commentators agree that the tipping point will be the entry of a large social network as a Third Party Provider (TPP). When you start receiving your account information through Facebook and paying merchants through WhatsApp, that moment probably will have arrived…

Coinciding with the implementation of the General Data Protection Regulation (GDPR), PSD2 presents an ideal opportunity for payments providers to balance data access with data control… optimising sharing and protection. How can they do this? Well, do you remember that social network-esque agreement to enhance banking services? At the same time, you could specify a right to be forgotten after a certain amount of time, or inactivity. Similarly, consent could be subject to constraints, like transaction size or value, cross-border payments or credit worthiness.

So, what are the barriers? As with all financial transactions, trust remains vital. Twinning payments

services with Amazon’s Alexa voice service might offer an appealing new channel, but if the APIs that interact with back-end banking services are insecure, unreliable or unstable, customer trust will be undermined, perhaps fatally. A successful move to Open Banking will need high-performing, high availability and permissioned solutions that comply with data-related legislation.

Through APIs, Open Banking allows businesses to open their ‘digital doors’ to anyone with a good idea. But in the context of banking, they also present some serious integration challenges. That new payments API still has to work with core banking systems (amongst others) to provide the very data upon which account information and payments are reliant.

Uber brought disruption to the taxi business. PSD2 and Open Banking can revolutionise the payments experience, but it’s unlikely to be through a single banking service provider; incumbent or not.

PSD2 and Open APIs: Banking’s Uber Moment?

Application Programming Interfaces, or APIs, are nothing new - they used to drive your mouse or keyboard. But over time, they’ve moved beyond the domain of hardware engineers and into the realm of software developers. In fact, they represent the core business of some of the largest companies in the world. Salesforce, Facebook, Amazon… the list goes on. Where once it was de rigueur for businesses to have a website and later a mobile app, now it’s APIs that set the standard of the new digital economy.

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by Chris Archibald

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hing

s What are the favourite 3 cities you have visited?I would probably choose London as my favourite city. I’ve been lucky enough to have lived in quite a few places, however I’ve never lived in London even though my daughters live there now and I do things there a lot. It’s such a multicultural city with so many exciting things going on. The breadth of what you can do in London is just about wider than anywhere else in the world.

The second city I would choose would be San Francisco. We lived quite close to it while living in the States and I loved the cool little suburbs. It’s a really laid-back, friendly city.

The third is Paris. We used to live on the outskirts of Paris and once again it’s an interesting city – lots of museums, good sports venues but also the food!

If you could time travel, where would you go and why?100 years into the future - I think it would be fascinating to see just how things have changed, how we travel, how we communicate and most of all how we solved Cyber Security!

If you weren’t doing what you do now, what career would you love to have? I’d probably be an Architect. It’s something I’ve been interested in from a young age actually. When playing with Lego I used to make freaky looking buildings. These days I’m interested in the work of Norman Foster and Anish Kapoor. I’ve always watched Grand Designs and have aspirations of building my own house.

Why did you join TORI? There’s a big opportunity at TORI. Cyber Security is everywhere, in everyone’s lives and impacts us at all different levels. I want to work in a way that has a holistic view of Cyber Security that is best for the customer rather than working on products and solutions and how they can be implemented. TORI offers that space.

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with Nigel Munden

Nigel is our new Head of Cyber Security at TORI, having previously worked at Intel. We asked him a few questions to get to know him a little better…

Issue 7 | Summer 2017

Desert island discs – what 3 records would you take with you?That’s a tricky one because I have quite an eclectic taste in music. Firstly I would probably choose Blur, then Ed Sheeran, and the 3rd would be John Mayer. Quite a different mix.

If you could meet anyone living or dead, who would you meet? I would like to meet Ayrton Senna for what he did for Formula 1 and dying so young. However the person who probably interests me the most is Bill Gates. He has an interesting balance between what he did in the 70s and 80s to establish Microsoft, making his billions, but most interestingly, what he is doing with his wife – the Foundation. The amount they are investing and how much impact they are having around the world is incredible. I would love to know how they make selections of where to invest.

If time and money weren’t factors, what skill would you like to master? Guitarist……my desert island discs all had a strong guitar element to them and I’ve always wanted to be able to play the guitar.

It all started with the dot-com bubble which, whilst it promptly burst, echoed in a new era of consumer behaviour that quickly disrupted traditional business with a ferocity never seen before. It forever changed how information was exchanged, the very meaning of social interaction, how goods and services are traded and even the core of how businesses had to act. With the birth of consumer sharing 90% of consumers say their buying decisions are influenced by reviews and 86% say negative reviews influence their purchase choices.

Who remembers Encyclopædia Britannica? First published in 1768 it was an early victim of disruption when Microsoft started giving away Encarta free in the late 1990’s. And since the internet provides such a rich resource of information (not necessarily accurate of course), the printed version finally came to an end in 2010, after 142 years, and now exists solely as digital content. Even Encarta has been a victim of this disruption!

And since, Digital Disruption has swept from sector to sector like a sci-fi film nanite virus, collapsing well established household brands in its wake as if they never saw it coming. We have witnessed significant disruption across retail, travel, finance, media and entertainment seeing brands such as Alders, the third-largest department store in the UK founded in 1862, Woolworths, founded in 1909 and with more than 800 stores, and Virgin Megastores all disappear from the high street.

Now we are seeing PropTech significantly disrupting the property and property lending sector. New platforms for buying, selling and renting houses cut out the middleman offering significant savings as well as offering the buyers and sellers the ability to control the process transparently in much the same way as FinTech start-ups. In exactly the same way as FinTech and retail disruption before it, this rising tide of PropTech start-ups represents a fundamental challenge to the more traditional retail estate agency businesses. Some well-known high street

brands, established for more than 30 years have been overtaken by PropTech start-ups less than 3 years old. And in some extreme cases, not just overtaken but seeing these start-ups now almost 3 times the incumbent’s value! Take Purplebricks, launched 2014, less than a year floated and now, less than 3 years down the road, valued at £560m.

So how does this happen? Firstly, let’s get some context. Over the last 30 years business start-ups have seen a success rate of around 10%: only 1 in 10 business start-ups succeed. With tech start-ups this is exactly the same, for every successful tech start-up out there, there are 9 defunct. The difference is generally scale. Tech start-ups that do succeed tend to grow at a massive rate, but they are not always the innovators we might think. Many are 2nd or 3rd iterations of previous attempts that failed.

One thing that definitely came from the 2008 Financial Crisis was wiser consumers far keener on saving money, hence the boom of discount sites in 2010. So when someone wants to sell their home and is faced with the choice of the traditional estate agent, who struggle with consumer trust and on average charge 3% of the sale fee (which with the current average property cost in the UK being £235k would cost them £7k) OR a self-serve platform for around £800, some of which don’t even charge if there is no sale, I think there would be little uncertainty of which route to go.

And on the whole, those businesses that have survived the disruption have come out of intensive care completely changed from the bottom up and hardly resembling their former selves. They have adapted quickly and completely reinvented themselves. Debenhams, for instance, is looking to close 10 stores and is working to make its physical stores “more digital” by placing a greater emphasis on leisure experiences befitting an era of “social shopping”. Sergio Bucher, who joined the company from Amazon in October 2016, announced the “Debenhams Redesigned” initiative and said “shopping with Debenhams should be effortless, reliable and fun whichever channel our customers use. We will be a destination for ‘social shopping’ with mobile being the unifying platform for interacting with our customers”.

Digital Disruption – the Winners and Losers

If we look at the great successes of disruption, such as Apple or Amazon, never have these businesses sat back and waited for trends to emerge. Instead they continuously evolve and innovate, seizing any opportunity to continue to disrupt.

So why have so many fantastic (as they were) businesses and household brands failed and why do so many incumbents continue to fail to spot or react to disruption? For many it is the good old fashioned head in the sand, others the boiling frog scenario where they are all too

focused on today, managing the status quo, not looking at what is happening around them. For many it is more complex, they may be tied to legacy systems which might take years to replace. The reality is, there are many reasons why companies fail to react, but there really is no excuse for failing to address disruption, there are always solutions.

Digital Disruption is, after all, not a negative thing. The transformation it brings enriches our lives and creates ever better experiences for all of us. It is only negative for companies that choose to ignore it. So, the simple solution is don’t ignore disruption, it is happening and will continue to do so. Embrace it, indulge it and use it as a competitive advantage.

Digital Disruption is nothing new, but at the same time it is not going away and continues its drive at growing pace from channel to channel, catching snoozing incumbents unawares as it tears along.

Digital Disruption has swept from sector to sector like a sci-fi film nanite virus, collapsing very established household brands in its wake as if they never saw it coming.

And on the whole, those businesses that have survived the disruption have come out of intensive care completely changed from the bottom up and hardly resembling their former selves.

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by Dominic Yacoubian

TORI has been supporting CLIC Sargent, the UK’s leading cancer support charity for children and young people, for a year now. We jumped at the opportunity to be able to test out new fundraising technology that could help boost donations significantly.

CLIC Sargent teamed up with JustGiving, and other charities, to pilot a live TapDonate prototype. This is a contactless bucket that enables people to make a donation with a simple tap of their debit card or mobile phone, using Apple Pay.

At the beginning of the summer, TORI volunteers took part in the trial for CLIC Sargent by testing this exciting technology at Baker Street tube station in London, and encouraged commuters to tap to donate.

Sarah Colberg, Lead Account Manager, CLIC Sargent, said:

“Our nurses and social care teams across the UK fight tirelessly for children and young people with cancer, and support whole families through the hardest of times. But we can’t do this without the support of our brilliant fundraisers. We were excited to take part in the JustGiving trial and so grateful to the TORI volunteers for donating their time to help us test out these new contactless buckets.”

BRINGING BUCKET SHAKING TO THE 21ST CENTURY Today, 11 more children and young people in the UK

will hear the devastating news that they have cancer. Treatment normally starts immediately, is often given many miles from home and can last for up to three years. Although survival rates are over 80%, cancer remains the single largest cause of death from disease in children and young people in the UK.

The TORI Global and CLIC Sargent partnership was forged in the light of an employee, Nigel Crutchley, sadly losing his son, Ben, to a brain tumour in 2012. As a result, Nigel has pledged to raise £1m for CLIC Sargent who provided invaluable support during Ben’s treatment and TORI want to help him reach that target.

Jonathan Waddingham, Senior Product Manager from JustGiving, said:

“People are increasingly opting for card payments, rather than carrying cash, so we want to create an app that will enable supporters to give in the way that suits them. In doing so, JustGiving is creating equal opportunities for charities of all sizes to access new types of giving technology so that we can continue to grow the world of giving.”

Following the cashless trials the results will be shared by JustGiving with the sector as a whole, and will help to provide insight into the future trends of charitable giving. CLIC Sargent hopes that the learnings from the trial will enable them to remain at the forefront of charitable innovation and help to raise vital funds in the fight for young lives against cancer.

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