Roraima Group is a global financial data processing solutions company that aims to reach the underserved through public-private partnerships. The document outlines Roraima's objectives of serving all citizens through a national distribution and processing facility. It discusses potential partner objectives like increased revenue, lower costs, and improved services. Roraima's value proposition includes competitive pricing, a wide range of products accessible through various channels, and acting as a business partner rather than just a vendor.

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IFAD- Conference
RORAIMA GROUP
Public – Private Partnership
Overview
Colin Vickerie, CEO
March 4, 2015

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 Serving Clients Anywhere…
 Reaching the underserved
...here, there, & everywhere...
 A Business Partner…
Not just a Vendor…
THE RORAIMA GROUPFor Your Global Financial Data Processing Solutions

3. Public- Private Partnership
Objectives
 Public entity mandate- National Distribution
and Processing Facility.
 Reach all citizens
 Serve all citizens
 Respond to the need of all citizens
 Public Corporate Mandate
 Increase Revenue
 Lower cost
 People focus-
Customers/Employees/Stakeholders
3

4.  DATA INTEGRATION
 FRAUD DETECTION & MONITORING
 IMPROVED BILLING SERVICES
 REDUCTION OF LOSSES
 INCREASED REVENUE/INCREASED COLLECTION
 NETWORK MANAGEMENT
 NETWORK SOLUTIONS
Some Partner Objectives

5.  Establishment of user friendly points of entry via various mediums …. POS, Mobile, Call
Center, etc
 Linking partner to a national and global network to facilitate electronic transaction processing.
 Integration of as many banking, financial services, and transaction processing products and
services that should also be accessed via Mobile Platform.
 Real Time Transaction processing and Real Time Integration with Vendors
 Availability of relevant data to facilitate a better interaction between teller and customer
 Real Time Account reconciliation and daily settlement data.
 Provision of access to real time transaction processing platform via WAP, USSD, Android,
IOS, and any other means available to customers.
 Detection, monitoring, and elimination of fraud within the payment and processing
environment.
 Offer extensive network to provide coverage across the country, Africa and and select
international locations facilitating the sale of products and services to its clientele.
https://www.cash4africa.com/test
Client Deliverables
.

6. Competitive Forces
How PO Respond
Reach
Wide range of products
Low Cost of services
Mobile Processing
Digital Products
Must Remain Profitable
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7. Value Proposition- Partners
Proprietary and Confidential 7
Post
Office
Capital Invested
=+ Roraima
•Increase Revenue
•Increase Profits
•Greater Efficiency
•Lower Cost
•Electronic Link Network
•More Products/Services
•Global/Regional Access
•National Payments &
Collection
•Etc..
Zero +
Platform
License
=

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Value Proposition- Roraima
 We will create value added in several areas first and foremost we will
be priced 20% to 30% below other similar services in comparable
countries and be seen as providing a quality service at desirable prices.
 We will utilize proven technology to automate and speed up the
customer process as well as create a scalable vehicle for delivery.
 We will organize partner’s labor force to better understand and respond
to agents and customers as well as keep costs at extremely competitive
levels.
 We will convert our agent network (Post Office, Credit Unions, etc) to
service bureaus in country for micro-finance institutions, un-banked
masses, and the under-served.
 We will approach the market as a local player with brands that build
national loyalty and immediate recognition.
 We will work with partners to develop a network focused on delivering
service in locations where our customers live and work, in towns and
villages where their families reside which are convenient and trusted by
the community.

9. Extending the Delivery of Governmental Services
 Reduce Costs associated with Cash Production and Storage
 Increase Efficiency
 Collection of Taxes, Duties and Fines via Mobile phone
 Pension and other benefits Payments via Mobile phone
 Enable the Micro Sector
 Micro trade
 Micro Financing
 Increase FX inflow through Remittances
Priority Name Service Ease of Acquisition
1 Ministry of Finance Payroll Services, Bill Payment Difficult
1 Ministry of Education, Youth
and Culture
Payroll Services Medium
1 Ministry of National Security &
Justice
Payroll Services, Pension Payments Medium
2 Ministry of Health Payroll Services Difficult
2 National Defense Force Payroll Services Medium
SALES NETWORK AND VALUE PROPOSITION

10. RORAIMA’s Value PropositionRORAIMA’s Value Proposition
BRANCHLESS BANKINGBRANCHLESS BANKING
 Link to available network in real-time basis (Post Office, Bank
 Locations, Micro Finance companies, government offices, schools…..)
 Low Cost “ready-made” infrastructure to facilitate a wide range of new
 services to existing Customers … utilising WAP, Wide Network, and
 customer’s available facilities (phone, internet, etc.)
 Offer all banking services and products in addition to other financial
 services and transaction processing services on mobile network.
 Attract new Customers from expanded service offering
 Accessibility to a new un-banked market Segment
 Costs saving as a result of migration from traditional to low cost mobile
 electronic channel
 Earn new revenue from new product and services being offered
 Increase funds raised by accessing previously ignored remittance
 customers
 Providing additional consumer value by linking into the ecosystem
 availing of all the services provided therein
SALES NETWORK AND VALUE PROPOSITION

11. Investment Generating Returns
 Investment must be directed to areas that
require the most attention.
 Investment must be directed to areas that
would show immediate impact.
 Investment must be people focused-
customer/employees/stakeholders.
 Ownership of resources that are readily
available Vs directing resources used in
acquisition to other areas.
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12. Investment Generating Returns
 Partnership/Alliance must provide
contribution to areas where cash capital by
proposing partner is insufficient.
 Partnership/Alliance must provide resources
to fill the GAP.
 Partnership/Alliance must be “win-win”- all
parties must have full vested interest.
 Strengths and weaknesses must be aligned
to take advantage of real synergies.
 Weaknesses of one partner should be
aligned with strength of the other. 12

13. Compensation Modules
 Low cash to offset customization and medium
revenue share.
 No cash upfront and amicable revenue share
on transactions processed within project.
 Can be fixed over a period of the contract
 Can be on a sliding scale based on time
elapse on the contract or other sales events.
 Vendor Financed Module
 Fixed price established plus small earnings
spread over a period of time.
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Current Africa Postal Footprints
Ethiopia
Post
ZamPost
ZimPost
NiPost
SA-Agt
Ghana
Post
Uganda
Post
Malawi
Post
Pending
(1)Tanzania
(2)Rwanda
(3)Mali
(4)Burkina Faso
(5)Togo
(6)Cameroon
(7)Senegal
(8)Sierra Leone
(9)Liberia
(10)Botswana
(11)Lesotho
(12)Swaziland
(13)Mozambique Malawi
Post
Liberia
Post

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Current Caribbean Linkage
SKB
Post
Jamaica
Post
Est. Cr
Union
Guy
Post
COK
Regional
Network

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New Product Summary
Based on the mandates of our partners our focus extends beyond the
remittance and bill payments and includes a broader set of offerings
that addresses the various customers’ needs for payments, purchases,
payrolls, etc. More specifically, our portfolio includes:
- E-Wallet
-International Money Transfer -Debit Cards
-Bulk Mail -Stored Value Cards
-Intra-Regional Money Transfer -Micro-Credit
-Domestic Money Transfer -Money Orders
-Pension Payments -Home Shopping
-Express Mail Tracking -Bill Payments
-Bank Deposits -Internet Café
-Bank Withdrawals -Pre-Paid Phone Cards

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Strategic Map
Roraima
Post Office
Data
Services
Prepaid
Services
Bill
Payments
Purchases
Micro-Credit
Remittances
Card
Products
Internet
Products
Money
Orders
Pension
Payments
Government
Disbursements
Wireless
Services
Transaction
Services
Consumer
Services
Governmen
t
Services
Commercial
Services
Data
Services

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Customer Product Lifecycle
 Over time, the un-banked population will move up the lifecycle curve
increasing demand for more sophisticated products.
 Early acquirers of these customers tend to enjoy the benefits of
retention and increased profitability.
Acculturation
Int’l
Transfers
Bill
Payments
Pension
Payments
Prepaid
Services
Stored Value
Cards
Credit Cards
Shopping
Loans
Money
Orders
Deposits
Withdrawals
Parcel Shipping
Domestic
Transfers

19. Processing Model

20. Mobile to Mobile
Transaction  Power Bills
 Water Bills
Pay for goods and services online
School Fees
Payments
Holding Bank

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System Process Flow
Host MainframeHost Mainframe
Primary System inPrimary System in
The United StatesThe United States
With RedundancyWith Redundancy
in Europein Europe
Customer goes to
Representative location
Customer provides
Transfer details to
operator
Operator clicks on
‘Send’
Operator verifies details
& enters them into
computer
SEND
The location’s computer
Connects directly toCash4Africa ‘Host” and
Communicates transfer
details
The location’s computer
Connects directly to
Cash4Africa ‘Host’ and
Retrieves transfer details
PAYOUT
Customer goes to
Representative location
Customer provides
Transfer details to
operator
Operator verifies details
& looks them up on
computer
Operator clicks on
‘Pay Transaction’
The Host database holds details
of all money transfers from and to
all countries and locations and maintains
this information for financial, marketing,
and compliance requirements

22. Electronic Financial Service Ecosystem
KEY MARKET DRIVERS

23. Ghana Network
 Ghana Post – 404 locations – 175 active
 SAT – 43 Locations
 Star Oil – 210 locations (currently piloting)
 Other Petrol Stations – 250 locations (Pending)
 ATM’s 400- Fully Tested
 Ezwich Network
 Small Worlds
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24. RDS/GPO v HFC Locations
The Roraima Group C4A locations comparison to HFC
Regional Spread Roraima Loc HFC Avg Mth vol Non Br Busy Locations
Ashanti 23 4 2,500
Kejetia, Konongo, Mampong,
Suame.
Brong Ahafo 10 1 2,000
Berekum, Dorma, Sunyani,
Wenchi
Central 17 4 3,000
Adisadel, Dunkwa, Elmina,
Winneba
Eastern 25 3 2,200 Akim-oda, Mpraeso, Nkawkaw,
Greater Accra 46 16 7,300
Abeka, Achimoto, Amasaman,
Kaneshie, Madina, Osu, Tema
Comm 11,
Northern 9 1 600 Bole, Damango
Upper East 3 0 1,200 Bawku, Bolgatanga
Upper West 5 0 1,300 Jarapa, Tumu, WA
Volta 11 0 1,700 Aflao, HO, Kapando
Western 17 8 4,300
Axim RD, Bibiani, Prestea, Sefwi
Bekwai, Sefwi Wiawso, Takoradi
Main, Tarkwa
166 37 26,100
Notes
(1) Roraima operates the Cash4africa platform at 166 locations across Ghana.
(2) HFC has 23 locations
(3) The data discloses that at those areas where there were a C4A branch but no HFC locations, C4A processed an
average of 26,100 transactions per month which equates to serving 52,200 persons.
(4) Each transaction had an average value of 240 ghc, which equates to 6.2 mil GHC per month.
(5) Overall C4A processed about 470,000 transactions on the platform in 2013 and served 940,000 persons with a
principal cash value of about 112 Mil GHC.
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25. RDS/GPO v HFC Locations
25

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Marketing Strategy
 The focus of the marketing strategy will be to become a niche player in
the Africa and Caribbean markets and concentrate on the key elements
that drive the target customer’s purchasing decision:
 Products & Services: Constant development of new product
pipeline catering to specific market segments. Products will
leverage Roraima’s proprietary technology platform and distribution
network, while addressing the needs of the target consumer.
 Pricing: Cost savings and company-wide efficiencies will be
passed-on to the consumer to ensure that product & service pricing
is at parity with, or better than, the category average within each
business. Roraima will create a reputation in the marketplace as
offering clear, transparent, and understandable pricing to
consumers.

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Marketing Strategy (cont’d)
 Promotion: Communication of promotions will leverage the
flexibility inherent in the branding strategy and architecture.
Product-specific promotions will be consistent with the pricing
strategy, brand architecture and needs of the target market.
 Distribution: Each consumer interaction channel (e.g. locations,
call center, Internet, etc.) will maintain consistency in branding,
service quality, product delivery, pricing strategy and promotions.
 CRM: A robust consumer loyalty program will be used to retain and
build relationships across all brands. The objective is to humanize
the purchase decision and create such goodwill toward the brand,
that consumers will “sell” the products & services to others.

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Roraima
Yesterday, Today and Tomorrow
 The company was founded in 2000 by three individuals as a remittance
company sending money transfers to Africa and the Caribbean.
 The primary focus was on building a payment network in Africa and the
Caribbean and then working closely with the United States remitters
delivering transfers to cities and villages.
 Roraima elected not to obtain a license in the United States as
compliance, competition, and network scarcity proved cost prohibitive.
 After extensive alliances and pilots with post offices and micro-finance
Cos in Africa and credit unions in the Caribbean it became apparent
that a huge opportunity existed for in-country and cross border
payment, and transaction processing.
 The company raised over $5,000,000 in capital for the first 5 years
providing seed money to launch its payment business in Africa and the
Caribbean.

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Executive Summary
 The market for financial services, payment and transaction processing
services continues to expand as customers are defined through new
products, expanded distribution, technology, global economic shifts,
and population growth.
 World population and demographic changes continue to point to an
opportunity in the un-banked and under-served marketplaces, with 73%
of the population controlling only 21% of global wealth and having little
or no access to financial and support services.
 The categories of money transfer, bill payments, travel, prepaid
services, etc. each have one or two well-branded players with sizeable
market share. No single company dominates any category, with none
having market share greater than 20%.
 In addition, the global economic decline have placed more micro-
enterprises, SME’s, and entrepreneurs with stronger appetites for
micro-funding.

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Executive Summary (cont’d)
 Roraima has built a payments and transactions processing company in
the Africa and Caribbean regions where, today, there is a large void of
competition and services especially in domestic rural communities.
 Utilizing key relationships in post offices, micro-finance cos, credit
unions, and service companies, the company is building in-country and
regional networks that experience large consumer traffic but are unable
to deliver a solution for servicing their product needs.
 The establishment of a regional network of hubs and spokes is creating
a web of telecommunications and technology to facilitate in country and
cross border payments that, today, is necessary in either Africa or
Caribbean regions.
 Capitalizing on the reach provided by its partners and its sophisticated
technology in the Africa market and a strategy for being the low cost
provider of these products and services will allow the company to
capture the largest segment of transactions and payments.

31. Contributing Experience
 RFS (formerly New Millenium) was lead Business Data Analyst to STRATE
that automated the JSE.
 RFS (formerly New Millennium) was lead consultant for Process Re-
engineering projects at Socgen, Nedbank, and other institutions in SA.
 RFS was lead consultant for 5/3rd
$20 Billion Mutual Funds Operations
process re-engineering.
 RFS founder was Project Manager to NATWEST Bank $25 Billion
divestiture from the USA.
 RFS founder was formerly co-chairman to several SWIFT Investment
Operations Automation committees.
 RFS founder was Senior Investment Banking executive for Pension
Investment Operations at several banks in the USA with over $350 Billion in
funds under administration in each instance.
 RFS Executive Director have over 25 years of experience in worker
compensation, insurance settlement, arbitration, claims management, and
other labor compensation settlement matters.