requires Mitra to intelligently localise its service while also maintaining its global brand and quality . “ We have to adapt to a number of differences , the number one being cultural ,” Suppiah explains . “ In the UK and Europe for example , there are strict vendor evaluation processes with multiple layers , while in eastern Africa of the Middle East , CIOs are more accessible – they make direct decisions ; it ’ s more of a trust-based model .” Suppiah also cites language as a barrier , with Mitra often utilising local consultants , as well as legality , consumer models and currency fluctuation . “ There are a lot of challenges , but therein lie opportunities for us ,” he adds .
Each relationship Mitra enters into around the world , such as the one with Moneta , is built to last . “ For us , every engagement is an interesting engagement ,” says Suppiah . “ We learn from it .” As well as learning and collaborating , Suppiah is keen to highlight the ongoing support Mitra provides its clients as the software landscape changes . “ We used to buy the application , install it , run it , and if there was a problem , we ’ d call for support . Traditionally , application
59 www . fintechmagazine . com