PRODUCT PRIORITIES
“Which customer problem deserves our next investment?”
Pressure-test use cases, target segments and roadmap choices against how risk leaders allocate budget, own decisions and measure success.
ADVISORY FOR RISK TECHNOLOGY VENDORS
Build for the decisions
your buyers need to make.
A risk product earns its place when customers can understand its value, evaluate it fairly and put it to work.
Duly brings the perspective of leaders who have built and led risk, decisioning, analytics and AI teams. We help founders and product leaders make sharper choices about their roadmap, evidence and route to adoption.
Discuss a live product questionFounder experience at
PayPalsimplexnuvei
Executive risk perspective.
Product, AI & data science leadership.
WHEN TO BRING US IN
A stronger product starts
with a sharper question.
For providers of fraud, identity, decisioning and risk analytics capabilities, from an emerging proposition to a broader product portfolio.
PROOF OF VALUE
“How do we demonstrate incremental value?”
Define what an evaluation needs to establish: coverage, decision impact, economics, operational effort and the contribution beyond existing signals or controls.
ADOPTION
“Why does interest stall before a production decision?”
Examine the practical questions behind adoption: internal stakeholders, evidence requirements, ownership, workflow fit and the conditions for rollout.
POSITIONING & COMMERCIAL NARRATIVE
“Are we making our value clear to the right buyer?”
Translate product capabilities into a buyer-relevant proposition, with a clear use case, credible claims and a business case that risk and commercial leaders can assess.
AI & DATA SCIENCE DIRECTION
“Where should our AI and analytics teams focus?”
Connect AI and data science priorities to customer needs, data readiness and evaluation criteria. Clarify the team capabilities and measures needed to support the roadmap.
A FOCUSED STARTING POINT
One product question.
A defined engagement.
Bring a roadmap choice, a stalled evaluation or a positioning question.
We agree the buyer context, available materials, stakeholders and outputs before the work starts. The engagement can combine product review, working sessions and a challenge of the assumptions behind the current plan.
Discuss the scopePRACTICAL OUTPUTS
Depending on the agreed question, your team may leave with:
A buyer and use-case brief
The target decision, stakeholders, existing alternatives and the customer conditions that matter.
Prioritized product recommendations
Roadmap trade-offs, gaps and a clear rationale for where to focus next.
An evaluation or proof-of-value plan
Success criteria, comparison approach, required evidence and the business questions to answer.
A sharper value narrative
A proposition and business-case structure grounded in what the product can credibly demonstrate.
An adoption plan
Stakeholder questions, ownership requirements and decision gates to support the customer journey.
WHAT THE WORK CAN LOOK LIKE
Close to the product.
Grounded in the buyer.
Specific questions keep the work useful to founders, product leaders and commercial teams.
Give an evaluation a fair basis.
Define how a buyer could assess incremental value from a new identity signal alongside existing controls, including coverage, cost and decision impact.
Focus the roadmap around ownership.
Examine which capabilities help customers evaluate policies, understand outcomes and retain control—and which priorities best fit your target buyer.
Connect the model to the buying decision.
Build a proof-of-value narrative that connects analytical performance with business economics, operating requirements and the evidence a buyer needs.
WORK DIRECTLY WITH THE FOUNDERS
Risk leadership.
Product and AI perspective.
Matan brings risk strategy, executive leadership and operating-model experience. Netanel brings product and decisioning expertise, alongside experience building and managing AI and data science teams.
Together, they connect what a product can offer with what risk leaders need to decide, measure and own.
Meet Matan and NetanelCLEAR ENGAGEMENT BOUNDARIES
Scope and trust
come first.
Vendor advisory is scoped separately from our work with payment companies. We discuss potential conflicts, confidentiality and the permitted use of information before accepting an engagement.
The work is grounded in the materials and evidence available for that engagement. Client confidential information is not an input to vendor advisory, and any endorsement or use of Duly’s name requires separate agreement.
What does your team
need to decide next?
Tell us about the product, the buyer and the decision. We’ll start by defining what useful work would look like.