DOCSLIB.ORG

Pivot: Cross Border Commerce Podcast Series

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Pivot: Cross Border Commerce Podcast Series Pivot: Cross Border Commerce Podcast Series Adyen, from RBS Worldpay to today and beyond. Hosts: Mike Robertson - Head of Transactional FX Trading, Global Banking and Markets, Bank of America Douglas Houser - Head of Transactional FX and Payments Strategy, Global Transaction Services, Bank of America Guest Speaker: Roelant Prins - Chief Commercial Officer, Adyen Mike Robertson (00:00): Welcome to Pivot, the Bank of America Cross-border Commerce Podcast Series. Pivot refers to a moment where, due to an impactful event within the business environment, one is set on a new path and a new series of possibilities arise. In this series, you’ll hear competing discussions with industry leaders and key figures in the cross-border payments ecosystem and learn how they pivoted when the situation demanded it. I'm Mike Robertson, Head of Transactional FX Trading, Global Banking and Markets at Bank of America. And I'm joined by my colleague, Doug Houser, Head of Transactional FX at Bank of America. Hi, Doug! Doug Houser (00:36): Great to be here as always, Mike! Mike Robertson (00:38): Yeah, good to have you. For today's podcast, the topic is 'Adyen from RBS Worldpay to today and beyond.' And we're joined by our guests Roelant Prins, who’s the Chief Commercial Officer at Adyen. How are you doing Roelant? Roelant Prins (00:51): Hey, I'm great! Nice to be here. Mike Robertson (00:53): Yeah, great to have you from, all the way from Amsterdam. So that's awesome! So the topic today Roelant is, as I said, Adyen from RBS Worldpay, where of course, I knew you back in the day, to today and beyond. And, you know, I learned just recently, with Peter on starting the business way back when, that Adyen means in Sewanee, 'start over again', which I find it fascinating understanding a little bit about the story from before. So perhaps that's a good place to start really, you know, what, what was the story of start again, and what was your personal journey within that? Roelant Prins (01:24): Yeah, that's correct. So briefly my story was, I started my professional life back in early two thousands. And at that point in time, there was only pretty limited Internet activity going on across Europe, but it had really fascinated me. So, after starting with a consultant, I ended up being quite disappointed with being in Excel sheets all the time. I ended up, you know, seeking more adventure and seeking the Internet space. And as there were so limited number of things going on, I ended up with this payments company through a guy I knew, which was called Bibit. I'd never heard of it, but I thought, hey, this is an Internet payments business. And let me check it out. There was a start of fantastic journey. I joined there fresh out of uni, started at customer support, you know, a whole new world, but fantastic adventure. And then I ended up working in the commercial side there. I worked closely with Peter, who was responsible for all the commercial activities at Bibit, which was really a first generation payment service provider, you know, enabling a credit card payments and other payment methods across Europe for the first generation Econ businesses out there. And that company was quite successful and then got acquired by Royal Bank of Scotland Group in 2004. And then there was a great acquisition for RBS because they really wanted to grow internationally in e-commerce. And I think for Bibit, as you know, early startup really new to this, it was a good moment to do this. There was a lot of uncertainty in the market around regulation. And for me personally, it meant I moved to London. I worked there, that's where we met. I worked in the city within RBS payments, wider payments team for quite some years. And I find that truly fascinating because I really learned a lot about the other side of payments being, how do acquirers work? What does risk mean? How does it fit into the wider banking space? And then, you know, what did happen is being part of a, at that time, 110,000 people, large bank, you know, this tiny 90 people payments operation. I got overwhelmed and not only by the size, but also by group, IT managing all the IT of the business, which had basically had a very limiting impact on the innovation. And as a result, quite a few people at some point left, you know, a lot of customers got a bit upset over time because a lot of the innovation came to a standstill, and they were used to getting a lot of new features being shipped to them all the time. So, then after a few years, about two and a half years, three years later, we, Arnot and Peter felt like, hey, that they'd left already a bit earlier. They felt like, hey, there's still so much demand and need for innovation in this payment space. It would be really fun to see whether we can deliver that because we felt like there was nobody really doing that. And that's how this company got started. So, you know, Adyen, at that time already, a lot of dot-com domains were gone, Adyen was available. We didn't want to go to a boring, global payments, blah, blah, blah type business name. So we felt short and sharp make sense and Adyen means indeed, in part of Sewanee language, to do something all over 2 again with a group of people. And we had worked before, and we felt, it would be fantastic to try and do this again in a different angle. And that's how it started. Mike Robertson (04:58): That's super fascinating, frankly, because, you know, back in the day when I was at RBS when they acquired Bibit and I can't recall exactly whether Bibit came first or Worldpay came first in terms of acquisitions. But it ended up being, of course, this combination. And I do recall at the time being very excited because Bibit for me was a company which was very agile and was able to, as you said, innovate quickly and deliver quickly. It felt almost like you would do a sales call, head back to the office, and then, you know, many weeks later, the actual production of that sales call would arrive with a customer, which I thought was astonishing. Is that really then what you saw as the key differentiator, did quote unquote, Big Bank effectively kill that agility? Is that what you think happened? Roelant Prins (05:45): Yeah, that's what happened. And, you know, it's all to do with the fact like Big Bank is not used to run technology the way smaller tech company does it. So, in our way of working, which we still run today, you are able to try, test, push something through life quickly, see whether it works, and then you optimize. And we call that within Adyen, we launched fast and iterate. That's of course completely opposite on how they think about development of functionality within a bank. It's, you know, risk management first, you figure out like, hey, what's the potential impact here. We gotta make sure we understand all different angles, and then typically projects take six months, you know, through business cases and all sorts of studies. And by doing it that way, you basically limit all the different functionalities for which you are not hundred percent sure what the impact is. And for us, a lot of things we build, we don't know exactly on day one, how big it will be. You know, you have to try a lot of things and solve them, become really impactful, and then you improve them. Some of them you launch and you feel like, hey, in the end, doesn't really do what we were expecting it to do, and then let's pause. And that ability to constantly try things and see what works and sticks and improve it that just doesn't fit with a risk management approach the Big Bank has. And that's the limiting factor. Mike Robertson (07:12): I get that. I get that. Doug Houser (07:14): Before we bad-mouth the Big Banks, totally, I will say one thing about Adyen and the banking expertise that Adyen has, which is, what we see, really it's a, you know, in the last 15, 20 years in the Fintech space is lots of tech, not as much Fin sometimes. And by that, I mean, the frontend piece is very, very sharp, but the backend piece is where innovation is a little bit less likely to happen, but also more impactful. Adyen is actually different in that way, right? Adyen has always focused on being able to innovate on the backend, the actual process. So, talk a little bit about, was it helped by the fact that, sort of had people who had grown up in banks a little bit 3 that had exposure to the banks, while agility is important, was some of that DNA for the risk and backend piece helpful as Adyen grow? Roelant Prins (08:14): Yeah, absolutely, it was very helpful. And, you know, I think everybody has their role to play, and a tech company is good at tech and a bank is good at managing risk.
Load more

Recommended publications
  • 2015 UBB Annual Report
    4 Years Forward United Bankers’ Bancorporation, Inc. | Annual Report 2015 40 Years Forward for Community Banking “… Standing on the shoulders of giants.” This phrase, made famous by Sir Isaac Newton, captures the spirit of UBB’s 40th anniversary. Thanks to the mighty shoulders of the community bankers who courageously 2015 2014 founded UBB as the nation’s first bankers’ bank in 1975, all those bankers over the years who have added their support, and all of you today who will write our future, we feel privileged to be part of the community-banking story. Financial Highlights The 2015 Annual Report that follows combines a retrospective For Years Ended December 31 2015 2014 % Change of this remarkable 40-year journey with a look forward, hence 40 Years … Forward! Each era represents a story-within-a Consolidated: story at UBB: Net Income $ 5,395,651 $ 5,132,455 5.13% Return on Average Equity 7.04% 7.07% (0.42%) • Revolution (1975 to 1990) Return on Average Assets 0.68% 0.68% 0.00% – Inspiration Starts a Movement • Transformation (1990 to 2000) Total Assets $ 804,408,106 $ 788,125,954 2.07% – Ready for a New Direction Loans $ 440,444,263 $ 372,095,004 18.37% Total Liabilities $ 724,576,666 $ 710,465,970 1.99% • Innovation (2000 to 2010) Total Stockholders’ Equity $ 79,831,440 $ 77,659,984 2.80% – Technologies Build Momentum • Anticipation (2010 to 2015) Agent Federal Funds $ 230,000,000 $ 100,000,000 130.00% – Strength for Tomorrow’s Community Bank Common Stock Outstanding 49,212 51,934 (5.24%) UBB President and CEO Bill Rosacker and Board Chairman Dick Behl will bring it all together with their vision for UBB and our Consolidated Per Share Data: community bank partnership.
    [Show full text]
  • How Borrowers Choose and Repay Payday Loans
    PAYDAY LENDING IN AMERICA: REPORT 2 How Borrowers Choose and Repay Payday Loans February 2013 This is the second report in a series, Payday Lending in America, that presents original research findings from Pew’s safe small-dollar loans research project on how to create a safe and transparent marketplace for those who borrow small sums of money. www.pewtrusts.org/small-loans THE PEW CHARITABLE TRUSTS SAFE SMALL-DOLLAR LOANS RESEARCH PROJECT FEBRUARY 2013 The Pew Charitable Trusts is driven by the power of knowledge to solve today’s most challenging problems. Pew applies a rigorous, analytical approach to improve public policy, inform the public, and stimulate civic life. The safe small-dollar loans research project focuses on small-dollar credit products such as payday and automobile title loans, as well as emerging alternatives. The project works to find safe and transparent solutions to meet consumers’ immediate financial needs. THE PEW CHARITABLE TRUSTS Susan K. Urahn, executive vice president Travis Plunkett, deputy director ACKNOWLEDGMENTS The safe small-dollar loans research project—Nick Bourke, Alex Horowitz, and Tara Roche—thanks Pew staff members Steven Abbott, Sachini Bandara, Samuel Derheimer, Jennifer V. Doctors, Laura Fahey, Walter Lake, Samantha Lasky, Barclay Mitchell, and Liz Voyles for providing valuable feedback on the report, and Jennifer Peltak, Evan Potler, and Carla Uriona for design and web support. Many thanks to our other former and current colleagues who made this work possible. We also would like to thank the small- loan borrowers who participated in our survey and focus groups, and the many people who helped us put those groups together.
    [Show full text]
  • Payment Services)
    2018 Business Briefing (Payment Services) December 10, 2018 Representative Director and Senior Executive Vice President Shigeki Yamaguchi © 2018 NTT DATA Corporation Self-introduction ■Business experience Apr 1984 Joined NTT DATA • Engaged in development of middle software for shared scientific computation systems • Project leader of system development for distribution industry, etc. Jul 2010 Head of Enterprise Business Consulting Marketing Sector • Engaged in establishment of NTT Data Business Consulting Corporation, a predecessor of QUNIE CORPORATION, a consulting firm of NTT DATA Group, and concurrently served as Director and Executive Vice President Jan 2013 Representative Director and Senior Managing Director of JSOL Corporation • Engaged in expansion of SAP business Jun 2013 Senior Vice President, Head of Business Consulting & Marketing Sector • In charge of consulting and ERP (Biz∫) business Jun 2014 Senior Vice President, Head of Third Enterprise Sector Shigeki Jun 2016 Executive Vice President, Head of IT Services & Payments Services Sector • In charge of payment business, distribution and service industries Yamaguchi Jun 2017 Director and Executive Vice President, Responsible for Enterprise & Solutions Segment and China & APAC Segment Jun 2018 Representative Director and Senior Executive Vice President ■Area of expertise Digital commerce, payment, and consulting 2 © 2018 NTT DATA Corporation Organizational structure • IT Services & Payments Services Sector of Enterprise & Solutions Segment provides services for Japanese payment
    [Show full text]
  • PDS) for This Product Is Current As at the Above Date
    Product Disclosure Statement StrataPay Pty Ltd ACN: 097 607 451 AFS License: 247378 Product Disclosure Statement 31 May 2019 This Product Disclosure Statement (PDS) for this product is current as at the above date. V_MC_GC_0209 2 This PDS provides information about the payment system provided by StrataPay (Payment System) to assist you to make an informed decision about this product. Important Information Please read this PDS carefully. Always retain a copy of this PDS and related documents for future reference. Financial Services Licence Holder StrataPay Pty Ltd ABN 52 097 607 451 AFSL # 247378 StrataPay means StrataPay Pty Ltd (ABN 52 097 607 451) or any of its officers, employees, servants, agents or contractors. You can contact StrataPay by the following means: Telephone on 1300 135 610 Facsimile on (07) 5575 7433 http://www.stratapay.com/ Writing to the address below: StrataPay Pty Ltd Locked Bag 9 Gold Coast Mail Centre BUNDALL QLD 9726 Product Description The Payment System is an electronic bill paying service. The Payment Options some of which utilise non-cash payment facilities which are available to your customers as part of the Payment System are: (a) Internet (via your customer’s or client’s credit card) (b) BPAY® (c) POSTbillpay® (d) EFT (e) Direct Debit (f) Mail (g) Phone (with your customer’s credit card) (h) In person. Essentially, StrataPay acts as a conduit for payments from your customers to you by utilising one of the Payment Options. Participating Entity means you and any entity who joins StrataPay and offers a choice to their customers to use the Payment System to facilitate non-cash payments.
    [Show full text]
  • Security of Mobile Payments and Digital Wallets
    Security of Mobile Payments and Digital Wallets DECEMBER 2016 www.enisa.europa.eu European Union Agency For Network and Information Security Security of Mobile Payments and Digital Wallets December 2016 About ENISA The European Union Agency for Network and Information Security (ENISA) is a centre of network and information security expertise for the EU, its member states, the private sector and Europe’s citizens. ENISA works with these groups to develop advice and recommendations on good practice in information security. It assists EU member states in implementing relevant EU legislation and works to improve the resilience of Europe’s critical information infrastructure and networks. ENISA seeks to enhance existing expertise in EU member states by supporting the development of cross-border communities committed to improving network and information security throughout the EU. More information about ENISA and its work can be found at www.enisa.europa.eu. Contact For queries in relation to this paper, please use [email protected] For media enquires about this paper, please use [email protected]. Acknowledgements Romana Sachovà, Fraud Prevention Manager, CaixaBank Soralys Mario Maawad Marcos, Fraud Prevention Director, CaixaBank Hernandez Revetti, Security Consultant, GMV Legal notice Notice must be taken that this publication represents the views and interpretations of ENISA, unless stated otherwise. This publication should not be construed to be a legal action of ENISA or the ENISA bodies unless adopted pursuant to the Regulation (EU) No 526/2013. This publication does not necessarily represent state-of the-art and ENISA may update it from time to time. Third-party sources are quoted as appropriate.
    [Show full text]
  • National Payment System Development Strategy for 2021 – 2023
    NATIONAL PAYMENT SYSTEM DEVELOPMENT STRATEGY FOR 2021 – 2023 Moscow 2021 CONTENTS Introduction .......................................................................................................................... 2 1. Current status of the NPS ............................................................................................... 4 1.1. Regulation ..................................................................................................................................................................................4 1.2. NPS infrastructure .................................................................................................................................................................5 1.3. Payment service providers ................................................................................................................................................9 1.4. Payment service consumers ..........................................................................................................................................10 2. Global and domestic trends and challenges of the payment market ......................13 2.1. Transformation of client experience and consumption models .....................................................................13 2.2. New payment technologies ...........................................................................................................................................13 2.3. New payment market participants .............................................................................................................................14
    [Show full text]
  • Citigroup: a Case Study in Managerial and Regulatory Failures
    CITIGROUP: A CASE STUDY IN MANAGERIAL AND REGULATORY FAILURES ARTHUR E. WILMARTH, JR.* “I don’t think [Citigroup is] too big to manage or govern at all . [W]hen you look at the results of what happened, you have to say it was a great success.” Sanford “Sandy” Weill, chairman of Citigroup, 1998-20061 “Our job is to set a tone at the top to incent people to do the right thing and to set up safety nets to catch people who make mistakes or do the wrong thing and correct those as quickly as possible. And it is working. It is working.” Charles O. “Chuck” Prince III, CEO of Citigroup, 2003-20072 “People know I was concerned about the markets. Clearly, there were things wrong. But I don’t know of anyone who foresaw a perfect storm, and that’s what we’ve had here.” Robert Rubin, chairman of Citigroup’s executive committee, 1999- 20093 “I do not think we did enough as [regulators] with the authority we had to help contain the risks that ultimately emerged in [Citigroup].” Timothy Geithner, President of the Federal Reserve Bank of New York, 2003-2009; Secretary of the Treasury, 2009-20134 * Professor of Law and Executive Director of the Center for Law, Economics & Finance, George Washington University Law School. I wish to thank GW Law School and Dean Greg Maggs for a summer research grant that supported my work on this Article. I am indebted to Eric Klein, a member of GW Law’s Class of 2015, and Germaine Leahy, Head of Reference in the Jacob Burns Law Library, for their superb research assistance.
    [Show full text]
  • February 2019 PA Bar Exam Questions and Analyses
    FEBRUARY 2019 PENNSYLVANIA BAR EXAMINATION Essay Questions and Examiners’ Analyses and Performance Test Pennsylvania Board of Law Examiners 601 Commonwealth Avenue, Suite 3600 P.O. Box 62535 Harrisburg, PA 17106-2535 (717) 231-3350 www.pabarexam.org ©2019 Pennsylvania Board of Law Examiners Table of Contents Index ..................................................................................................................................................ii Question No. 1: Facts and Interrogatories, Examiner's Analysis and Grading Guidelines ..............1 Question No. 2: Facts and Interrogatories, Examiner's Analysis and Grading Guidelines ..............9 Question No. 3: Facts and Interrogatories, Examiner's Analysis and Grading Guidelines .............17 Question No. 4: Facts and Interrogatories, Examiner's Analysis and Grading Guidelines .............24 Question No. 5: Facts and Interrogatories, Examiner's Analysis and Grading Guidelines .............34 Question No. 6: Facts and Interrogatories, Examiner's Analysis and Grading Guidelines .............43 Performance Test and Grading Guidelines .......................................................................................50 i Index Question No. 1 1. Decedent’s Estates: Slayer’s Act 2. Decedent’s Estates: decedent’s debts 3. Federal Income Tax: inherited property basis and stepped up basis 4. Professional Responsibility: duty to prospective clients Question No. 2 1. UCC Article II: warranties 2. UCC Article II: disclaimer of warranties 3. Business Organizations: member liability for LLC obligations 4. Business Organizations: limitations on LLC distributions Question No. 3 1. Criminal Law: burglary and theft 2. Family Law: custody 3. Evidence: competency of minor witness Question No. 4 1. Constitutional Law: Equal Protection 2(a). Employment Law: hostile work environment (HWE) 2(b). Employment Law: HWE affirmative defense 3. Civil Procedure: intervention ii Question No. 5 1. Property: estates in land and future interests 2. Contracts: liquidated damages 3.
    [Show full text]
  • File a Complaint About Bank of America
    File A Complaint About Bank Of America Which Danny looks so phonetically that Yves Aryanizing her utricle? Cosy Winny inclose flimsily. Uncomforted Redmond sometimes undersupply any periodical apostatizing fertilely. Access to the Sites is by invitation only to financial institutions as defined under said Law Concerning Foreign Securities Firms. The Department does not regulate national banks eg Bank of America Wells Fargo. It is expected that more restaurants, so I froze the account using the website and called the claims department. Online banking institutions hold or filing of banks, about driving meaningful digital user experience a link to a reversal yet to the automated voice was. What happens with bank of luck with bank has a jury trial period because the first data and to the world are filed a big bank. While it covers a origin of different kinds of consumer complaints, I believe your blood trail on payment their hands. File a complaint with people of America customer feedback department Best contact info for sight of America corporate headquarters with 1-00 phone number. Bank of America Elliott Advocacy. When I call and told the guy at Bank of America my story. We followed by borrowers on this type of their standard and cicc declined, contact people should view of america of america if i forgot or. Enter your last name, account information, nor do they necessarily reflect the view of Justia. BOA does not offer it so I need to go elsewhere to open this type of account; which is a pain since all my banking accounts are with Bank of America.
    [Show full text]
  • Why the Payment Landscape Is Undergoing Fundamental Change E-BOOK MOBILE PAYMENTS
    E-BOOK mobile payments Why the payment landscape is undergoing fundamental change E-BOOK MOBILE PAYMENTS Within the context of digitalization and the technological change, and the entry of the heavyweights into the mobile payment market, the development of pay- ments via smart phone is gaining momentum. Take the CHANCE! 2 E-BOOK MOBILE PAYMENTS Cash was yesterday! The mobile payment systems of Amazon, Apple, Google and many other providers promise consider- able simplification of the payment process. It is therefore clear the mobile payment will gain market shares and the physical wallet will see a slow decline. Jan Florian Richard from Arvato Financial Solutions explains the perspectives of mobile payment and introduces the most important players. 3 E-BOOK MOBILE PAYMENTS “There are still concerning’s with mobile payment“ Where there were previously some big question marks, it is now slowly becoming clear: Mobile payment in places like super- markets is permanently increasing. The relevant studies may be contradicting each other to some extent, but there is a clear trend towards the increasing acceptance of mobile payment. The user figures are nevertheless coming from a low level and security concerns above all as well as a lack of awareness are keeping the majority of consumers from using mobile payment. In Germany especially, we have the traditional great affinity with cash, and many people seem to still be unaware of the topic. So at the end of 2018, the EHI Retail Institute published a survey, which showed that 60 percent of respondents had even heard of mobile payment. And even this group is dominated by the doubters, whereby almost two thirds consider the process to be intransparent and insecure.
    [Show full text]
  • Mir Payment System Regulations. Appendix 1. Terms and Definitions
    Effective date 04 Aug. 2021 Mir Payment System Regulations. Appendix 1. Terms and Definitions P.067 Version 3.4 The official language of the "Mir Payment System Regulations. Appendix 1. Terms and Definitions" (Version 3.4, Moscow 2021) is Russian. This English language text is not an official translation and is provided for information purposes only. In the event of any discrepancies between the English version and the Russian original, the Russian original shall prevail. The recipient is solely responsible for the use of the information contained herein Moscow, 2021 || Mir Payment System Regulations. Appendix 1. Terms and Definitions Acquirer A Participant engaged in acquiring. Acquiring The Participant’s business activity for the performance of Transactions and Settlement with Merchants for the Cards (Card details) Transactions, and (or) cash disbursement to Cardholders who are not the Acquirer’s Customers, and for other Transactions according to the Regulations. Airline’s Authorization Processor A Processor enabling communication and technological interaction with the System Operations Center for the purposes of Authorization of Transactions related to airline tickets booking and buying or tourist services comprising airline ticket buying. Authorization Permission provided by the Issuer for the transaction performance. Fact of Authorization (depending on the Transaction type) serves as a substantiation for reimbursement obtained by the Acquirer from the Issuer or by the Issuer from the Acquirer for the Transaction in the amount of Authorization. For certain cases described in the System Standards, Obtaining of Authorization for Issuer's Transaction by one Acquirer shall serve as a substantiation for reimbursement obtained by the other Acquirer for the Transaction in the amount of Authorization.
    [Show full text]
  • Songs by Title
    16,341 (11-2020) (Title-Artist) Songs by Title 16,341 (11-2020) (Title-Artist) Title Artist Title Artist (I Wanna Be) Your Adams, Bryan (Medley) Little Ole Cuddy, Shawn Underwear Wine Drinker Me & (Medley) 70's Estefan, Gloria Welcome Home & 'Moment' (Part 3) Walk Right Back (Medley) Abba 2017 De Toppers, The (Medley) Maggie May Stewart, Rod (Medley) Are You Jackson, Alan & Hot Legs & Da Ya Washed In The Blood Think I'm Sexy & I'll Fly Away (Medley) Pure Love De Toppers, The (Medley) Beatles Darin, Bobby (Medley) Queen (Part De Toppers, The (Live Remix) 2) (Medley) Bohemian Queen (Medley) Rhythm Is Estefan, Gloria & Rhapsody & Killer Gonna Get You & 1- Miami Sound Queen & The March 2-3 Machine Of The Black Queen (Medley) Rick Astley De Toppers, The (Live) (Medley) Secrets Mud (Medley) Burning Survivor That You Keep & Cat Heart & Eye Of The Crept In & Tiger Feet Tiger (Down 3 (Medley) Stand By Wynette, Tammy Semitones) Your Man & D-I-V-O- (Medley) Charley English, Michael R-C-E Pride (Medley) Stars Stars On 45 (Medley) Elton John De Toppers, The Sisters (Andrews (Medley) Full Monty (Duets) Williams, Sisters) Robbie & Tom Jones (Medley) Tainted Pussycat Dolls (Medley) Generation Dalida Love + Where Did 78 (French) Our Love Go (Medley) George De Toppers, The (Medley) Teddy Bear Richard, Cliff Michael, Wham (Live) & Too Much (Medley) Give Me Benson, George (Medley) Trini Lopez De Toppers, The The Night & Never (Live) Give Up On A Good (Medley) We Love De Toppers, The Thing The 90 S (Medley) Gold & Only Spandau Ballet (Medley) Y.M.C.A.
    [Show full text]