Fraud, Authentication, and Orchestration Hubs: a Path to Greater Agility
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Web Fraud Prevention, Identity Verification & Authentication Guide 2018 -2019
Web Fraud Prevention, Identity Verification & Authentication Guide 2018 -2019 LATEST INSIGHTS INTO DIGITAL ONBOARDING AND FRAUD MITIGATION FOR BANKS, MERCHANTS AND PSPS Key Media Partners Endorsement Partners Web Fraud Prevention, Identity Verification & Authentication Guide 2018 -2019 LATEST INSIGHTS INTO DIGITAL ONBOARDING AND FRAUD MITIGATION FOR BANKS, MERCHANTS AND PSPS Contact us For inquiries on editorial opportunities please contact: Email: [email protected] To subscribe to our newsletters, click here For general advertising information, contact: Mihaela Mihaila Email: [email protected] RELEASE VERSION 1.0 DECEMBER 2018 COPYRIGHT © THE PAYPERS BV ALL RIGHTS RESERVED TEL: +31 20 893 4315 FAX: +31 20 658 0671 MAIL: [email protected] Editor’s letter Customer experience and the conflict between offering a fric However, fraud attacks are becoming more sophisticated, with tionless customer service to good clients while managing risk fraudsters having access to the latest technology and sophis ti cated and blocking the bad guys are some themes that are emerging tools. Therefore, what is really needed? A fraud management from acquirers, card schemes, regulators, service providers, solution can track the customer’s behavioural patterns (beha- merchants, as well as auditors and journalists alike. vioural profiling) and instantly detect and report any signs of fraud, triggering a step up authentication to mitigate the Identifying fraudulent behaviour without rejecting or offending potential risk (risk-based authentication). good customers is key because a blocked good customer will not return, and as the market is so competitive, they can go every- Similarly, when it comes to financial institutions (FIs), FIs where. Moreover, automation technologies based on machine are under intense competitive pressure to make the banking learning and artificial intelligence are gaining prominence in this experience easier and frictionless (while regulators in Europe conversation. -
Shortly After the Submission of Dr
Resume of Michael Ian Shamos Current to September 15, 2021 Education A.B. (1968) Princeton University (Physics). Thesis: "Gravitational Radiation Reaction." Advisor: John A. Wheeler. M.A. (1970) Vassar College (Physics). Thesis: "An Absorber Theory of Acoustical Radiation." Advisor: Morton A. Tavel. M.S. (1972) American University (Technology of Management). M.S. (1973) Yale University (Computer Science). M.Phil. (1974) Yale University (Computer Science). Ph.D. (1978) Yale University (Computer Science). Thesis: "Computational Geometry". Thesis committee: David Dobkin, Martin H. Schultz, Stanley C. Eisenstat. J.D. (1981) Duquesne University, cum laude. Foreign Languages French, Russian (good reading and technical translation skills, fair conversational ability). Academic Experience Distinguished Career Professor, Institute for Software Research and Language Technologies Institute, School of Computer Science, Carnegie Mellon University (2001- ) Principal Systems Scientist (1998-2001) Principal Lecturer (2002-2003). Teaching Professor (2003- ) Faculty, Tepper School of Business, Carnegie Mellon University (1999-2004). Co-Director, Carnegie Mellon Institute for eCommerce (1998-2004 ) Vice-Chair, University Research Council (2000-2002) Director, eBusiness Technology degree program, Carnegie Mellon (2003-2018) Director, M.S. in Artificial Intelligence and Innovation, Carnegie Mellon (2018-) Affiliated Faculty, CMU Center for Informed Democracy and Social-cybersecurity (2021-) Core faculty, Privacy Engineering degree program (2013-) Director, -
1 © 2015 Paypal. All Rights Reserved. Paypal (Europe) S.À R.L. Et Cie, S.C.A
List of Third Parties (other than PayPal Customers) with Whom Personal Information May be Shared As of: February 23, 2016 Category Party Name and Jurisdiction (in brackets) Purpose Data Disclosed 1. Payment Processors HSBC Bank Plc (UK, Ireland), HSBC Merchant Services LLP (UK), Bank of America (UK, USA, Italy, and India), Discover Financial Services (USA), JPMorgan Chase Bank (UK, USA), BNP To allow payment Name, address, Paribas (France), Netgiro (Sweden), StarFinanz processing details of user funding (Germany), Wells Fargo (Ireland, USA), settlement instruments, and American Express (USA), National Westminster services, and fraud details of payment Bank PLC (UK), OmniPay Limited (Ireland), checking. transactions Australia and New Zealand Banking Group Limited (Australia), ANZ National Bank Limited (New Zealand) and Transaction Network Services (UK) Limited (UK) To allow the Name, date of processing of transaction, amount, Deutsche Bank AG (Germany, Netherlands, direct debits in currency and user’s France, Spain) Germany, bank account Netherlands, information. France and Spain. To allow payment processing and dispute handling for transactions of PayPal users when All account information Royal Bank of Scotland plc (UK) (“RBS”) those users except details of user transact with a financial instruments. merchant who uses the PayPal service via the RBS service. Visa Europe Ltd (UK) including Visa’s VMAS To share risk and All account details of 1 © 2015 PayPal. All rights reserved. PayPal (Europe) S.à r.l. et Cie, S.C.A. List of Third Parties (other than PayPal Customers) with Whom Personal Information May be Shared As of: February 23, 2016 Category Party Name and Jurisdiction (in brackets) Purpose Data Disclosed system; Mastercard International Incorporated. -
Market Guide for Communications Platform As a Service
Market Guide for Communications Platform as a Service Published: 13 August 2019 ID: G00366614 Analyst(s): Sebastian Hernandez, Daniel O'Connell CPaaS vendors are expanding the scope of their products and services to target more use cases focused on customer service, Internet of Things and marketing. Application leaders responsible for choosing CPaaS vendors must use this research to select who has better alignment with their requirements. Key Findings ■ Communications platform as a service (CPaaS) vendors are heavily focusing on customer engagement capabilities by adding more communication and messaging channels, modules and solutions related to them, although some are still at a very early stage. ■ The incremental penetration of CPaaS on the customer engagement market is bringing the attention of new profiles of users — such as business analysts or IT architects. These types of users don’t usually possess the skills to handle coding, so require some graphical and intuitive interfaces to create use cases. ■ Coding is still the best approach to get the most from CPaaS platforms. Since many companies don’t have in-house skills and CPaaS vendors are limited on their resources, CPaaS vendors are partnering with larger organizations such as service providers and system integrators (SIs) to acquire a stronger service offering. Recommendations Application leaders planning or selecting customer services and support technologies, as well as other CPaaS use cases, should: ■ Leverage CPaaS vendors’ capabilities to deliver innovation on customer experience use cases. CPaaS offerings can also fill gaps in existing legacy solutions, such as contact centers or CRM platforms. ■ Select CPaaS vendors that offer visual builders to support users with limited coding skills.