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A portfolio by Nick Chang

Commercial judgment.Made tangible.

Independent tools for payments and financial-services decisions. Change the inputs, follow the reasoning, and see what changes the next step.

Explore the toolsSelected work ↓

Payments & Financial Services Strategy · Taipei

About Nick

Experience behind the tools.

I’m Nick Chang, a Taipei-based strategy consultant in a global advisory practice focused on payments and financial services. My experience spans market expansion, commercial propositions and digital customer journeys, including earlier work in group digital innovation at a diversified financial group in Taiwan.

I’m interested in the point where analysis has to become a decision: which customer problem matters, what the economics support, and what needs to happen next. Logica makes that reasoning visible through tools you can explore and challenge.

The tools and illustrative scenarios on this site do not represent my current employer’s official products, views or client deliverables.

Payments 6 systems

For each tool’s question, framework and limits, follow “Read the framework” on its page.

01

Issuer P&L

Where is this card portfolio making — or losing — money? Diagnoses the economics of a credit card book across transaction mix, customer behavior, and risk.

7 rulesIssuer economics
02

Co-Brand

Will this partnership create value — or just burn acquisition spend? Tests partner reach, deal economics, and contract structure against common failure patterns.

8 rulesPartnership strategy
03

Conversion

Is the portfolio ready to migrate — or will the switch destroy more value than it creates? Assesses readiness across network switches, upgrades, and M&A migrations.

7 rulesConversion readiness
04

Acquiring

Can this acquiring business survive margin compression — or is the model structurally broken? Diagnoses economics, distribution, and strategic position across the value chain.

9 rulesAcquiring economics
05

SME Payments

Is the SME card a real operating system — or just a payment instrument dressed up? Tests whether product architecture, go-to-market, and stickiness hold up under scrutiny.

9 rulesSME payments
06

Vertical Prioritization

Which merchant verticals deserve resources — and which will drain them for minimal return? Scores five factors across Opportunity and Effort axes to classify each vertical into actionable quadrants.

10 rulesMarket prioritization
Platforms 1 system
07

Marketplace Launch

Platform economics diagnostic

Is this vertical worth launching — or will it burn platform resources on a market that never reaches liquidity? Stress-tests demand density, supply economics, and execution readiness before committing.

9 rulesPlatform economics

Selected work

From the question to the work.

Three examples from professional practice: the business question, my contribution and the judgment behind the work.

Professional work · Payments strategy

SME B2B payments in Australia

My work with Australian banks and fintechs focused on expanding SME B2B payment solutions, connecting product capabilities with business needs and commercial propositions.

Context & approach

The decision

How can a payment proposition address an SME’s working-capital needs and everyday business decisions?

My contribution

Across my Australian payments work, I developed client-tailored discussion frameworks and working-capital analysis. I built an ROI model using local variables, explicit assumptions and sensitivity tests, and translated the commercial logic for different audiences.

What I take from it

A reusable argument still needs a specific customer problem. The core logic can travel; the assumptions, use case and conversation need to fit the audience.

Professional work · Acquiring strategy

Acquiring profitability & acceptance strategy

Contributed to acquiring profitability and acceptance strategy work, including revenue and cost-driver analysis and issue prioritisation.

Context & approach

The decision

When margins are under pressure, which revenue or cost drivers deserve investigation—and which can the acquirer actually influence?

My contribution

My contribution covered revenue and cost-driver analysis and issue prioritisation: weighing financial significance, controllability and the evidence needed to diagnose each issue, so a broad margin problem becomes a focused set of questions.

What I take from it

A large number is not automatically the best place to act. A useful priority connects potential value with control and a credible way to test the diagnosis.

Professional work · Digital financial services

Making customer journeys measurable

At a diversified financial group in Taiwan, I led the business side of digital measurement work, connecting customer journeys, common KPIs and reporting across group businesses.

Context & approach

The decision

How can a financial group understand customer journeys across businesses and channels using a coherent measurement approach?

My contribution

I translated business questions into measurement requirements and worked across Business, IT, the analytics-platform vendor and implementation partners on scope, dependencies and acceptance. My responsibility connected the business problem, measurement design and delivery decisions.

What I take from it

A useful dashboard starts before the chart: with shared definitions, reliable events and enough customer context to interpret what happened.

How I think

Four habits I bring to the work.

  1. Define the decision

    Specify who needs to decide what, and which evidence could change their choice.

  2. Follow the economics

    Connect customer behaviour with revenue, cost, capital and the conditions for a viable proposition.

  3. Separate constraints from gaps

    Treat an unmet prerequisite, an execution gap and an unverified assumption as different problems.

  4. Make the next step testable

    Name the assumption to test, the evidence to collect and the decision it will inform.

Read the method ↗

Selected writing

The longer argument.

On Behind the Money, I write about financial products, business models and the institutions behind them. These essays are in Chinese.

Essay in Chinese

Beyond active ETFs: Taiwan’s asset-management challenge

Essay in Chinese

Can Taiwan’s catastrophe risk reach global pension capital?

More on Substack ↗

To discuss these tools, exchange ideas, or explore a collaboration, get in touch on LinkedIn.