Risk & compliance
Entity information, permissions and the limits of the proposed activity.
Payments & financial services
Make the next market
an informed step.
Keep the legal, risk, treasury, technical and operational work behind a provider relationship connected as its scope changes.
Alpha · Product in development. Current product status
Discuss your workflow privatelyWho should join
Partner operations, compliance, legal, treasury and integration teams.
A useful first evaluation
Review one provider’s proposed new market. Identify what still applies, what needs fresh work and who owns the decision.
The recurring question
Can this relationship support the next step?
An onboarding or expansion review asks a specific question: can these entities work together for these services, markets, currencies and limits, under these conditions?
Bring the requirements, supporting information, owners and outstanding decisions into the same context. Keep operational activation separate from the review decision.
Treasury & operations
Settlement, exposure, currencies, responsibilities and continuing conditions.
Legal & technical
Contractual scope, connectivity, testing and operational escalation.
Where it helps
Useful at more than the first review.
Use a common relationship record while retaining the responsibilities and evidence requirements of this specific review.
Initial onboarding
Coordinate company information, service permissions, operational responsibilities, commercial terms and technical evidence across the teams responsible.
Market or service expansion
Bring useful earlier work into a new review while keeping the new geography, service or limit explicit. Show what needs new evidence and who must decide.
Renewals and ongoing change
Keep obligations, changes, incidents and periodic reviews linked to the continuing relationship, with an accountable owner for the next action.
An illustrative situation
An existing provider. A new market.
Company structure and escalation contacts may remain useful. Operating permissions, exposure decisions, settlement arrangements and technical requirements may need fresh review for the new market.
This is payment-partner onboarding and readiness—not bank-payment initiation or execution. Earlier work does not automatically approve a new market or authorise money movement.
A useful pilot
Agree what better should look like.
Establish a baseline in the real workflow before making an improvement claim. Review the work completed, remaining gaps and team feedback together.
Request cycles
How often teams need another response or clarification.
Decision visibility
Whether the outstanding judgment and its owner are clear.
Repeated review work
Which earlier sources are useful, and what still needs fresh assessment.
Does Ma’at execute payments?
No. This relationship workflow is distinct from payment execution. Bank visibility and payment preparation are part of the broader product direction; execution remains with the bank or provider and has separate permissions.
Does an earlier provider approval cover a new market?
Only an authorised reviewer can decide applicability. The new market may require fresh permission, treasury or technical evidence even when company information remains useful.
Institutional pilots
Start with a review
worth improving.
Bring a recurring workflow, the people responsible and an outcome worth testing. We’ll work through where Ma’at could help.