CFO Day | Melbourne
Mastering Strategic Trade-Offs for Sustainable Value
Crown Melbourne, Whiteman Street, Southbank VIC, Australia
Hosted by Factor
- 2 attendees
- 8 hours
Overview
In a world defined by rapid technological change, economic uncertainty, and heightened stakeholder expectations, the CFO’s role goes far beyond managing numbers. Success hinges on making strategic trade-offs, between investment and cost, innovation and operational capability, short-term results and long-term value. CFO Day 2026 brings together leaders shaping the future of finance to explore how to leverage AI and data for smarter decisions, drive transformation with impact, and cultivate resilient teams that thrive in complex, unpredictable environments. This event challenges finance leaders to rethink how they create value in a rapidly evolving business landscape.
What we will cover
- Cost Management Exploring methods CFOs can use to strategically manage costs, driving resilience and growth in an uncertain economic environment.
- Economic Volatility Examining strategies to navigate economic fluctuations, from inflation to supply chain disruptions, ensuring business continuity.
- ESG Reporting Addressing the rising importance of transparent environmental, social, and governance (ESG) reporting, and its integration into financial decision-making.
- Supply Chain Risk Discussing how CFOs are mitigating risks associated with supply chain instability, focusing on reshoring and improving supplier relationships.
- Revenue Strategy Exploring ways CFOs can drive top-line growth by leveraging financial data and aligning strategies with broader business goals.
- Finance Transformation Focusing on how CFOs can modernise the finance function with digital tools, improving efficiency, decision-making, and risk management.
- Security & Governance Examining the increasing responsibility CFOs hold in protecting financial data from cyber threats, emphasising governance frameworks.
- Talent Retention Exploring strategies for attracting and retaining top finance talent, especially in areas related to digital transformation.
- Operational Efficiency Investigating how automation and process optimisation can streamline operations, freeing up resources for strategic initiatives.
- CFO Strategy Discussing the growing mandate for CFOs to act as strategic business partners, influencing decisions beyond financial reporting.
- Finance Automation Focusing on how CFOs are adopting AI to improve financial processes, enhance forecasting, and automate routine tasks.
- Data Analytics Exploring the use of advanced data analytics platforms to provide actionable insights, supporting better decision-making.
Agenda
- Networking Breakfast(CFO Day) An informal start to the day where delegates can meet peers, share expectations and prepare for the sessions ahead. Exchange experiences and discuss current challenges with fellow CFOs. Outline objectives for the day’s programme. Build connections that could lead to future collaboration.
- Opening Context: The Modern CFO Mandate(CFO Day) Balancing growth, capital discipline, and transformation delivery while maintaining governance and trust.
- The CFO’s 2027 Agenda: The Decisions Shaping the Next Era of Finance(CFO Day) As CFOs look towards 2027, the question is no longer whether finance needs to evolve, but where it can create the greatest impact. The next phase of the CFO mandate will be shaped by the decisions made now, where to invest, where to automate, how to unlock better intelligence from data, and how to balance growth with resilience. Drawing on the latest insights from Factor’s research and conversations with Australia’s finance leaders, this opening keynote will examine the forces reshaping the CFO agenda and the priorities emerging across the function. From AI and automation to enterprise-wide decision-making and performance, the session will explore how leading CFOs are moving beyond financial stewardship to become architects of growth, productivity and organisational resilience. Discussion Points: The 2027 CFO Agenda: Which priorities are moving from emerging trends to board-level imperatives? From Data to Decisions: How CFOs are turning fragmented data and AI-driven insight into faster, higher-quality business decisions. The New Productivity Equation: Where AI, automation and technology can genuinely reshape the cost base — and where investment risks running ahead of value. Beyond the Finance Function: How CFOs are influencing enterprise strategy, operating models and investment decisions beyond the traditional remit of finance. Growth with Resilience: How finance leaders are balancing the pressure to invest and innovate with greater scrutiny on returns, risk and long-term value.
- The Economics of Uncertainty: How Geopolitics, Risk and Volatility Are Reshaping Executive Decision-Making(CFO Day) We have moved from a world of predictable cycles to one defined by persistent uncertainty, where geopolitics, inflation volatility, supply chain fragility and AI disruption are no longer episodic risks, but structural features of the operating environment. For CFOs and CEOs, the challenge is no longer simply forecasting the future, but making decisions, managing risk and allocating resources when the future is fundamentally less legible. Discussion Points: From Cycles to Structural Uncertainty: Have we entered a permanently more volatile macro environment? The CFO as Risk Translator: How is the CFO role evolving as organisations navigate increasingly complex economic and geopolitical risks? Balancing Growth, Risk and Resilience: How should leaders make decisions when economic, market and geopolitical conditions remain difficult to predict?
- Where Profitability Is Really Being Won and Lost(CFO Day) Margins can deteriorate long before they become visible in headline financial results. Pricing pressure, customer mix, cost-to-serve, operational complexity and inefficient capital deployment can all quietly reshape the economics of the business. This session examines how CFOs are getting closer to the underlying drivers of profitability, and where they are finding opportunities to protect and improve margin without simply cutting costs. Discussion Points: The Hidden Margin Killers: Where are CFOs finding profitability leaking across customers, products, channels and operations? Growth at What Cost?: How are finance leaders distinguishing genuinely profitable growth from revenue that adds complexity without sufficient return? Protecting Margin Structurally: Which levers, pricing, portfolio, productivity or cost-to-serve, create sustainable margin improvement?
- C-Suite Collaboration: Aligning Strategy with Operational Reality(CFO Day) In today’s environment of economic uncertainty, rapid technological shifts, and rising stakeholder expectations, the toughest decisions organisations face aren’t about strategy, they’re about trade-offs. From allocating capital in tight conditions to green-lighting AI initiatives, to determining when operational risk outweighs potential upside, this session examines how the executive team makes the calls that shape enterprise performance. Discussion Points: When to Invest, When to Cut, When to Pause : How different functional leaders evaluate opportunity vs. risk, and how they align on timing, prioritisation, and business cases. The Role of Data in Justifying Bets: What “evidence-based decision making” looks like in practice, the shift from reporting to prediction, and how data maturity impacts enterprise risk and capital allocation. Operational Feasibility vs. Risk Appetite: How to determine whether the organisation can execute the strategy it wants, how to pressure-test business cases, and how risk and operations shape the CFO’s investment decisions.
- The AI Balance Sheet(CFO Day) AI could make analysis, forecasting and execution dramatically cheaper and more abundant. That potentially changes what is scarce, and therefore what is valuable, inside a large enterprise. For CFOs, this raises a deeper economic question: if intelligence becomes increasingly commoditised, where will competitive advantage, organisational value and investment return actually reside? Discussion Points: What Becomes Scarce? : If intelligence and analysis become abundant, which assets, capabilities and forms of organisational advantage become more valuable? The Economics of Abundance : How could near-zero marginal cost intelligence change the way CFOs think about headcount, technology investment and operating leverage? Revaluing the Enterprise : Which assumptions embedded in today's business cases, workforce models and investment valuations could become obsolete?
- Networking Break & Morning Tea Morning Team Strategy and Collaboration Session
- Peer-Driven Debates(CFO Day - Plenary) A. AI ROI: Measurable Value vs Proven Spend Is AI delivering financial impact or being justified without clear return? Where have you actually invested in AI so far and what measurable outcomes have come back? How are you evaluating ROI when benefits are indirect (e.g. better decisions, speed, risk reduction)? At what point do you stop or redirect AI funding that isn’t delivering results? B. Structural Cost Reset vs Long-Term Capability Risk Are cost programs strengthening the business or quietly weakening it? What have you already cut that may be difficult or expensive to rebuild? How are you distinguishing structural efficiency from short-term margin protection? Where are you deliberately choosing not to cut and why? C. Forecast Precision vs Decision Readiness Is the goal accuracy or better, faster decisions? Where has improving forecast accuracy not led to better decisions? How are you evolving forecasting into a tool for action rather than reporting? What does good enough forecasting look like in today’s environment? D. Transformation Fatigue vs Execution Discipline Why are so many transformation programs stalling before impact? Where are your current transformation efforts losing momentum? What are the biggest barriers to execution funding, capability, or alignment? How are you measuring whether transformation is delivering outcomes, not just activity? E. Capital Discipline vs Timing the Cycle Are CFOs protecting downside, or missing the moment to deploy capital? What recent investment decisions have you delayed or pulled back on and do you think that was the right call? What specific signals give you confidence that now is the right time to deploy capital? How are you testing whether caution is protecting value or limiting future growth? F. M&A Discipline vs Growth Pressure Is deal activity driven by strategy or the difficulty of organic growth? How confident are you in your organisation’s ability to integrate acquisitions successfully? Where have past deals underdelivered and what were the early warning signs? How are you assessing strategic fit beyond financial modelling?
- ANZ's 2030 Strategy: How CFOs Drive Transformation through Simplification and Consolidation(CFO Day - Plenary) This fireside chat explores how ANZ’s 2030 strategy demonstrates the evolving role of CFOs as leaders of transformation. The discussion highlights how simplification and consolidation are not just operational imperatives, but strategic levers that allow finance leaders to drive efficiency, resilience, and value creation in complex organisations. Executives will walk away with practical insights they can apply within their own organisations. Discussion Points: Simplification as a Strategic Lever: Discuss how simplification is not just cost-cutting, it frees teams to focus on value-added work. Consolidation for Efficiency and Value: Explore how CFOs measure the ROI of consolidation. CFOs as Transformation Architects: CFOs guide decisions on investments, tech platforms, simplification programs, and efficiency targets.
- How Tech and Operations Literacy Powers Modern CFO Performance(CFO Day - Plenary) In today’s shifting economic cycle, relying solely on traditional spreadsheet metrics is no longer enough. This session explores why developing deep fluency in technology and operations has become essential for modern CFOs, equipping finance teams to disaggregate performance lenses, champion digital transformation, and unlock true enterprise value for the customers they serve. Discussion Points: Speaking the Language of the Business: How a foundational understanding of tech and operations enables a CFO to build instant credibility with product, tech, and customer divisions alike. Technology as a Performance Multiplier: Integrating emerging tech and AI capabilities responsibly to elevate overall team performance without losing sight of fiscal discipline. Disaggregation in Action: Using data and operational insight to look through different performance lenses, such as specific markets, distinct customer segments, and diverse product portfolios.
- When the Business Model Changes, Finance Must Change(CFO Day - Plenary) As businesses shift strategy, markets, and operating models, finance can no longer simply support the status quo. In this session, we will share practical insights from leading finance through a major business transformation, highlighting how CFOs can redesign their function to stay relevant and deliver impact. Discussion Points: Redesigning finance to match strategy, not legacy structures. Evolving finance partnership and decision support at the enterprise level. Aligning leadership, capability, and accountability to deliver the new model. Rebuilding finance processes, data, and metrics to enable faster, more confident decision-making in the new operating model.
- Executive Roundtable
- Lunch Break & Peer Connect An hour to continue conversations, meet solution providers and explore potential partnerships.
- CFO Exchange(CFO Day - Plenary) In this fast-paced session, CFOs share candid perspectives on initiatives that delivered measurable value and those that didn’t. Through a rotating one-on-one format, participants connect directly with peers to unpack common financial, operational, and governance challenges, and explore what truly accelerates or stalls enterprise transformation.
- The CFO’s Role in Governing Global Operations(CFO Day - Plenary) In globally integrated organisations, stakeholder management is no longer a discrete responsibility, it is embedded in every operational and financial decision. CFOs must reconcile competing expectations from boards, regulators, customers, employees, and partners, often in real time and across borders. This session examines how finance leaders translate operational complexity into clear decision frameworks, manage trade-offs when priorities collide, and maintain confidence with stakeholders when uncertainty is the norm. Discussion Points: Translating Complexity into Confidence: How CFOs convert operational and financial complexity into clear, credible narratives for boards, regulators, and senior stakeholders, and why clarity, not certainty, underpins trust. Managing Trade-Offs When Stakeholders Compete: Cost, service levels, compliance, and resilience rarely align. How CFOs decide which stakeholders to prioritise when objectives conflict, and how those decisions are governed and communicated. Finance as the Integrator Across Global Operations: The CFO’s role in aligning finance, operations, risk, and technology before decisions reach stakeholders, and what breaks down when that integration fails.
- Leading Resilient Teams in Times of Change(CFO Day - Plenary) Change is a constant in today’s finance landscape, from organisational restructures and digital transformation to shifting economic and regulatory pressures. Drawing on her experience leading finance teams through periods of significant change, Lettina Evans, Chief Financial Officer, HSBC Australia and New Zealand, explores how CFOs can guide their teams through uncertainty while sustaining performance, preserving morale, and building leadership capability for the future. Discussion Points: Leading Teams Through Uncertainty: Practical approaches to keeping finance teams focused, motivated, and aligned during periods of transformation, ambiguity, and change. Building Leadership Capability for the Future: Developing finance leaders who can adapt, inspire, and lead with confidence through ongoing change, while strengthening succession and long-term organisational resilience. Balancing Performance and Empathy: How CFOs can deliver results while supporting wellbeing, trust, and engagement—creating high-performing teams without losing the human element.
- When Sustainability Becomes Financial Material(CFO Day - Plenary) Sustainability is increasingly moving out of the corporate affairs function and into the financial architecture of the enterprise. With Australian companies now required to disclose material climate-related financial risks and opportunities, CFOs are being asked to connect sustainability assumptions with strategy, valuation, capital planning and financial performance. This session explores what happens when sustainability claims have to withstand the same financial scrutiny as any other material business assumption. Discussion Points: From Narrative to Numbers: Which sustainability issues are becoming financially material enough to change forecasts, valuations and investment decisions? The Cost of Transition: How should CFOs distinguish between sustainability initiatives that create economic value and those that primarily satisfy external expectations? Assurance and Accountability: What level of confidence should CFOs and boards require before putting sustainability data alongside financial information?
- The Decisions That Define the Next Decade: Where CFOs Are Making Their Biggest Calls(CFO Day - Plenary) The next generation of CFO leadership will not be defined by forecasting accuracy, but by decision quality. This closing conversation explores the biggest choices CFOs are facing today and what will separate resilient organisations from those left behind. Discussion Points: What Are CFOs Betting On? Where finance leaders believe organisations should be investing now. What Are CFOs Walking Away From? The initiatives, assumptions and legacy thinking being challenged. The CFO of 2030: What capabilities will define the next era of finance leadership?
- Wrap: The 2027 CFO Agenda(CFO Day - Plenary) Key priorities to bring back to the boardroom including agility, assurance, and measurable value creation.
- End of Day | Networking Drinks(CFO Day - Plenary)
Speakers
Josh Heid · CEO, Panelist Josh brings with himself years of leadership experience as the driving force behind Factor and Panelist , where he has shaped the future of business strategy through his expertise in Product Design , Customer Experience , and Engineering . An innovator at heart, Josh excels in Product Design , where he combines aesthetic sensibility with functional purpose to create solutions that resonate with users and deliver measurable results. His approach bridges customer needs and cutting-edge technology, ensuring that every product is not only visually compelling but also highly effective in meeting market demands. In the realm of Customer Experience , Josh has consistently championed the importance of understanding user journeys and fostering engagement through intuitive design and seamless interactions. He has implemented frameworks that elevate user satisfaction, ensuring that Factor’s offerings remain at the forefront of customer-centric innovation. Josh's engineering mindset adds a unique layer to his leadership. His ability to translate complex concepts into actionable development processes has resulted in robust, scalable applications and systems. By integrating engineering principles with strategic thinking, Josh has driven operational excellence while maintaining a sharp focus on delivering top-tier solutions to clients. With a deep understanding of Leadership Strategy , Marketing , and Sales , Josh has built Factor and Panelist into trusted names in their industries, continuously setting new benchmarks for innovation and success.
Jonathan Kearns · Chief Economist, Challenger Limited Jonathan Kearns is Chief Economist and Head of Regulatory Affairs at Challenger, where he is on the Asset & Liability Committee and investment committee. He worked for over 20 years at the Reserve Bank of Australia, occupying a wide range of senior roles, including as Head of Domestic Markets, Financial Stability, Economic Analysis and Economic Research Departments. He led the Bank’s work on climate change across four departments. Jonathan has also worked at the Bank of International Settlements in Basel. He has published research in the fields of international finance and macroeconomics. He has a Ph.D. from Massachusetts Institute of Technology and Bachelor of Economics (Honours) from the ANU and is an Adjunct Fellow at Macquarie University.
Nitsa Niarchos · CFO, Special Broadcasting Service (SBS) Australia Nitsa Niarchos is the Chief Financial Officer of SBS, where she leads the organisation’s finance, strategy, audience insights, and media sales functions. With more than 25 years of experience in financial management across Australia and the UK, Nitsa has built a career at the intersection of media, strategy, and sustainability. Since joining SBS over two decades ago, Nitsa has played a central role in shaping the organisation’s financial and commercial direction, guiding major government reviews, and embedding robust governance practices. She was appointed CFO in 2019 and today oversees strategic and budgetary planning, financial reporting, risk management, and commercial operations. A strong advocate for sustainable business practices, Nitsa has spearheaded SBS’s landmark renewable energy commitments and championed the integration of ESG principles into its core strategy. Prior to SBS, she held roles at the UK National Audit Office and Ernst & Young.
Simon Reiter · Chief Technology Officer, CareSuper Simon Reiter is the Chief Technology Officer at CareSuper, where he leads the fund’s technology strategy, digital capability and transformation agenda. With more than two decades of experience across financial services, government, healthcare and professional services, Simon has built a strong track record in modernising technology environments, delivering complex transformation programs and aligning technology investment with business outcomes. Prior to joining CareSuper, Simon held senior technology leadership roles including CTO at Cbus Property and senior technology positions at Aware Super. His expertise spans enterprise architecture, digital transformation, technology strategy and operating model design, with a focus on building resilient, customer-centric technology capabilities in highly regulated environments.
Scott Manning · Chief Financial Officer, Consumer, Westpac Scott Manning is CFO, Consumer at Westpac, where he is a senior member of the bank’s leadership team, overseeing the finance function for one of Australia’s largest consumer banking businesses. With responsibility spanning financial performance, strategic planning and commercial decision-making, Scott brings a strong perspective on how finance can help shape business strategy, navigate complexity and balance investment, productivity, customer outcomes and sustainable growth. Scott has more than two decades of experience across financial services, corporate finance and equity research. Prior to joining Westpac, he was Chief Financial Officer, Australia and Digital at ANZ, following a distinguished 15-year career with J.P. Morgan, where he held senior roles analysing and advising on the Australian banking sector. His breadth of experience across banking strategy, financial performance and executive leadership gives him a distinctive perspective on the evolving role of the CFO and the strategic trade-offs facing large, complex organisations.
Brindha Pillay · CFO, DHL Supply Chain Australia and New Zealand Brindha Pillay is an accomplished Finance transformation executive with a proven track record of optimising business processes within global organisations. Brindha has in-depth knowledge and experience of all facets of Shared Services including strategy, design, transition, implementation, transformation and management. She collaborates effectively across functions and with all levels of the organisation and has a particular strength in building consensus to achieve desired outcomes.
Monique Dignan-smith · VP Analyst, Factor Monique Dignan-Smith is Editor – Research & Content at Factor and a versatile host and presenter with more than a decade of experience across corporate, sports, lifestyle, travel, health and automotive sectors. With a strong background in journalism, content creation and social media marketing, Monique brings a sharp editorial lens and audience-first mindset to every conversation she leads. She has delivered across live events, advertorial, interviews, UGC and digital platforms including TikTok Live, combining professionalism with an energetic, engaging on-stage presence.
Rohan Dhaygude · Deputy CFO, Kogan.com
Lettina Evans · CFO, HSBC Lettina Evans has been Chief Financial Officer of HSBC Australia since October 2023. Lettina has more than 16 years of experience with HSBC and has previously worked in London and Bermuda, predominantly in Asset and Liability Management (ALCM). Throughout her time at HSBC, Lettina has driven organisational change across the Australia and New Zealand Finance team to enhance commercial support and has a passion for supporting people with personal and professional development. Prior to joining HSBC, Lettina was an accounting professional in Australia with a focus on taxation, business advisory, and management consultancy services. Lettina graduated from the Queensland University of Technology with a Bachelor of Laws and Business, and is a Chartered Accountant.
Stephen Cowan · Chief Operations Officer / Chief Commerical Officer, Coates
Shelley Rigg · VP Analyst, Factor Shelley Rigg is Executive Producer, Research & Content at Factor, where she draws on over two decades of experience producing commercially driven campaigns, broadcast content, and executive events for some of the world’s leading brands. An award-winning producer and BAFTA recipient, Shelley has overseen more than 30 primetime shows in the UK and US, led strategic campaigns for Netflix, BBC, Amazon Prime, Rio Tinto, and Optus, and executive produced major live events, including Optus’s award-winning coverage of the FIFA Women’s World Cup 2023. At Factor, she brings her expertise as a talk show host, moderator, and content strategist, supporting broadcast, editorial, and e-learning initiatives while shaping engaging conversations with senior leaders across industries.
Malcolm Stedman · Deputy CEO & Chief Financial Officer, Suncorp Bank Malcolm Stedman is Deputy Chief Executive Officer and Chief Financial Officer of Suncorp Bank, bringing extensive experience across financial services, finance leadership, strategy and enterprise transformation. Prior to joining Suncorp Bank, Malcolm spent more than 16 years with Commonwealth Bank, where he held a range of senior leadership positions spanning finance, strategy, investments and transformation across the organisation. His experience includes leading complex transformation initiatives, driving financial performance and supporting strategic decision-making across large-scale banking operations. In his current role, Malcolm combines responsibility for the bank’s financial stewardship with a broader enterprise leadership remit, contributing to strategic priorities, transformation and organisational performance. His perspective sits at the intersection of finance, strategy and business transformation, providing valuable insight into how CFOs can balance financial discipline with investment, innovation and long-term growth. Malcolm is particularly well positioned to speak on the evolving role of the CFO, enterprise transformation, productivity, investment priorities and the strategic challenges facing financial services leaders.
Martin Whelan · Chief Financial Officer, Personal Bank, NAB Martin Whelan is Chief Financial Officer, Personal Bank at NAB, where he is responsible for the financial leadership of one of Australia’s leading consumer banking businesses. He brings more than 15 years of experience across finance, strategy, investments and transformation at NAB, having previously served as CFO of Technology & Operations and Acting Executive for Group Strategy & Development. Throughout his career, Martin has held senior leadership roles spanning strategy and innovation, treasury, financial planning and analytics, and financial control. His experience at the intersection of finance, technology and strategy gives him a broad perspective on how organisations can align investment, transformation and business performance to deliver measurable outcomes.
Dinesh Jay · Divisional CFO / GM Finance, Endeavour Group Dinesh is the General Manager, Finance at Endeavour Group (ASX: EDV), a leading retail and hospitality business generating approximately $12 billion in annual revenue across its Retail brands (Dan Murphy’s and BWS) and Hotels portfolio (ALH). In this role, he leads the Group FP&A function, providing strategic and commercial support to the Group CEO and CFO, plays a key role in investor relations engagement, and partners with the Managing Director of Pinnacle Drinks as Divisional CFO.
Farhan Faruqui · Group Chief Financial Officer, ANZ
Burak Cankurtaran · Chief Technology Officer, Panelist Heading up the tech team at Panelist.
Anna Jepson · CFO Institutional Banking & Markets, Commonwealth Bank Anna Jepson became Chief Financial Officer Institutional Banking & Markets in October 2022 and leads a 150-person global team over nine jurisdictions. Since joining CBA in 2014, she has held various roles across the Group: • General Manager, Strategy & Performance for Digital, Operations & Technology (DOT): Managed a $500 million Digital Change portfolio pivoting strategic direction through COVID to address customer needs and implemented a new operating model for the 3,000-person Digital team. • General Manager and Executive Manager roles in Business Banking Finance. • Supervisory Board Member: Commonwealth Bank of Australia (Europe) N.V., CBA’s European subsidiary. Before her tenure at CBA, Anna spent 15 years in M&A, focusing on infrastructure transactions and asset management at PwC, Access Capital, and Challenger, eventually transitioning into financial services with a move to Macquarie Bank's internal M&A team. Anna holds a Bachelor of Science in Economics (Honours) from the University of York, is a Member of the Institute of Chartered Accountants of Scotland and is a Graduate of the Institute of Company Directors in Australia. Anna is also a devoted mother of two children, a six-year-old son, and a four-year-old daughter.
Lisa Connelly · Chief Risk Officer, Global Risk & Assurance, REA Group
Partners
- Jedox · Gold Jedox is the world’s most adaptable planning and performance management platform that empowers organisations to deliver plans that outperform expectations. Over 2,900 organisations in 140 countries trust Jedox to model any scenario, integrate data from any source and simplify cross-organisational plans across all business systems. With Jedox, you can react quickly to changes, plan for opportunities, and uncover what you didn’t know was possible.
- Stripe · Silver
- eftsure · Gold Eftsure is a leader in fraud detection and payment protection. Our pioneering fraudtech solution brings financial controls into the digital age and helps organisations of all sizes mitigate the risk of incorrectly processing (EFT) payments, whether as a result of cybercrime, fraud or human error. Eftsure’s unique approach allows its customers to cross-reference payment information in real-time, immediately prior to processing them, against an ever-expanding network of over 2.5 million Australian organisations. In a world in which scammers are actively adopting new fraud tactics, such as social engineering, phishing and Business Email Compromise (BEC) attacks, Eftsure helps supports organisations to remain secure. With Eftsure, organisations acquire peace of mind knowing that EFT payments are being directed to the intended recipient and that they’re avoiding the growing risk of human error and digital fraud.
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