Q: How has iuvity’s value proposition evolved since joining the Aquila group in 2023, and what additional capabilities have you developed in response to the accelerated digitalization of the regional financial sector? 

AC: We have refined our corporate structure into two distinct, specialized business lines: cybersecurity and fraud prevention, and digital banking platforms. Previously, the market perceived us as a single entity offering a bundled service, but this strategic segmentation allows us to execute targeted strategies for unique client profiles. While we operate as one company, this specialization provides the market with greater clarity regarding our specific solutions for transactional clients versus those seeking security infrastructure, ensuring a more professional and profound approach to each niche. 

EO: The digital landscape has shifted from viewing transformation as something "nice-to-have" to a mandatory operational standard. This perception was accelerated significantly by the global pandemic. Joining the CSI ecosystem has granted us access to resources and a portfolio of complementary products that we previously lacked, allowing us to offer a more comprehensive value proposition. Furthermore, this integration supports our aggressive expansion strategy into new latitudes beyond our traditional strongholds, leveraging mergers and acquisitions (M&A) to continuously enhance our product suite and capabilities.

Q: In an environment where competition centers on speed, security, and experience, what is iuvity’s differential proposition as a financial technology enabler? 

AC: Technology has become a commodity; our true differentiator is 25 years of specialized experience within the financial sector. We handle 70% to 80% of transactions in certain countries, meaning our service stability directly impacts national economies. We combine this operational criticality with world-class support and flexible Software-as-a-Service (SaaS) solutions that adapt to client needs rather than imposing rigid frameworks. We enable financial institutions, from large banks to cooperatives, to accelerate their time-to-market and facilitate financial inclusion by providing the infrastructure necessary for immediate payment ecosystems. 

EO: We prioritize a "people first, technology second" philosophy, grounded in our deep understanding of banking operations beyond mere technical connectivity. Having operated as a SaaS provider via private clouds long before the concept was mainstream, we possess a natural fluency in guiding clients toward public cloud adoption and data utilization. We sell experience and advise clients on which risks to avoid. Our ability to leverage transactional data allows us to act as sophisticated consultants, helping institutions maximize digital adoption and refine their fraud prevention strategies based on real-world evidence.

Q: iuvity defines itself as a strategic partner rather than a technology vendor. How does this closeness translate into measurable results? 

AC: Our commercial model follows a shared success approach: we grow only when our clients grow. Unlike providers charging solely for transactions or infrastructure usage, our "skin in the game" approach aligns our revenue with user adoption and business expansion. We implement growth hacking processes and efficiency metrics tailored to the specific region, helping clients reduce friction and increase digital adoption. However, this is a reciprocal relationship; we provide the roadmap and technology, but the client must execute the necessary organizational changes to achieve these results. 

EO: We go beyond basic metrics to ensure fraud prevention strategies do not stifle business growth. We often find clients killing their own conversion rates by applying excessive friction in an attempt to stop fraud. Our role is to provide transparency and broad perspective, analyzing data to balance risk appetite with user experience. We act as an inner-circle advisor, accompanying the institution in execution and ensuring they do not merely license software but optimize their entire business process.

Q: How does iuvity balance user experience, regulatory compliance, and cybersecurity in a context of growing threats and expectations of immediacy? 

EO: Real-time payments demand real-time fraud mitigation, so batch processing is no longer viable for stopping immediate transactions. The challenge lies in managing this speed without resorting to intrusive measures, such as demanding one-time passwords for every interaction, which drives customers away. We help institutions align their technical capabilities with their future strategic goals, ensuring they can distinguish between legitimate users and bad actors instantly. This requires a nuanced understanding of different business lines, such as credit cards versus digital wallets, to manage risk appetite without compromising the fluidity the modern consumer demands.

Q: Demand for immediate and interoperable payments is growing rapidly in the region. What are the main challenges for these infrastructures to reach a regional scale? 

AC: Legacy architectures remain the primary obstacle, as many institutions lack the decoupled systems necessary for seamless Application Programming Interface (API) integration with modern ecosystems. We see institutions struggling to meet regulatory deadlines because their core systems cannot adapt quickly enough, leading to fines and lost market opportunities. Additionally, the threat landscape has evolved beyond technical breaches to social engineering, such as phishing and SMS fraud, requiring a holistic approach that includes user education and robust, adaptable security frameworks. 

EO: Beyond technology, institutions face the "build versus buy" dilemma and the imperative of operational resilience. In a real-time environment, even minor downtime is immediately visible and damages reputation, requiring infrastructure that is far more robust than traditional batch systems. Furthermore, the economic model presents a challenge: real-time payments must be low-cost to drive financial inclusion, yet sustainable for the provider. Finally, the expanded ecosystem increases the attack surface. Criminals will target the weakest link — often the human element — requiring advanced fraud detection that covers the entire value chain.

Q: Generative AI and predictive models are redefining fraud prevention. What structural changes will risk, security, and compliance teams face in the coming years? 

EO: We are shifting from predictive models to prescriptive analytics. While prediction identifies potential fraud, prescriptive models automate the complex decision-making process by weighing the risk against the financial margin and client value in real time. For compliance teams, AI is essential to handle increasing transactional volumes without proportionally increasing headcount. The goal is to modernize these teams, moving them away from labor-intensive manual reviews to supervising automated, intelligent systems that allow them to do more with less. 

AC: In digital channels, we apply AI to accelerate product development cycles and enhance user interaction through natural language processing. This technology facilitates a more intuitive, conversational interface for the end user, reducing friction. Internally, it enables us to deploy solutions faster, utilizing market-standard practices to avoid building from scratch, thus streamlining the delivery of value to our clients.

Q: What type of partnerships, investments, or local capabilities do you plan to strengthen to consolidate your presence in 2026? 

AC: Our expansion strategy relies heavily on cultivating a strong network of local partners who possess deep market insight and alignment with our value proposition. We are investing in strengthening these alliances for resale and referral models, while simultaneously increasing our direct brand presence through industry events. Furthermore, we are continuously adapting our product roadmap to fit specific local use cases, such as the varying maturity levels of immediate payments in each country, to ensure our solutions are not just available, but highly relevant to the local context.

Q: What will iuvity's innovation priorities for the coming years? 

EO: Our 2026 innovation roadmap focuses on operational optimization, specifically refining how institutions manage fraud alerts to increase efficiency. We are also evolving our architecture to offer flexible orchestration, allowing us to either manage third-party tools or integrate our engines into existing client ecosystems. Additionally, we are expanding our fraud prevention capabilities into Anti-Money Laundering (AML), leveraging 85% of our existing technology to detect complex financial crime patterns, allowing clients to maximize the value of their current investments while covering a broader spectrum of risks.