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PAYS Paysafe Gp

590.00

0.00 (0.00%)

Last Updated: 01:00:00

Delayed by 15 minutes

Paysafe Investors - PAYS

Share Name	Share Symbol	Market	Stock Type
Paysafe Gp	PAYS	London	Ordinary Share

	Price Change	Price Change %	Share Price	Last Trade
	0.00	0.00%	590.00	01:00:00

Open Price	Low Price	High Price	Close Price	Previous Close
				590.00

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Posted at 14/4/2021 19:23 by lomax99 This is worth a read for anyone considering PSFE, achieving the EBITDA forecasts on page 26 should help to drive the share price Https://www.paysafe.com/fileadmin/user_upload/Foley-Trasimene-Acquisition-Corp-II-and-Paysafe-investor-presentation.pdf Read Full Thread Reply
Posted at 21/12/2020 20:02 by trentendboy Gone long BFT - the old paysafe investors will know the pedigreeTrue we got stiffed but I suspect the US gaming sector will drive this forward dramatically Read Full Thread Reply
Posted at 26/9/2017 22:09 by phoenixchi So, the end game has been played. I've been with PAYS since the 90p OPAY days and it's been a real money maker for me. It's a shame that, on the face of it, we've been sold out at a cheap price but then none of us have the insight of the BOD. They may have stitched us up but they got us to this point, so I am not going to totally crucify them. Been some great analysis on this board but, I am afraid, a lot of investors just a bit too driven by greed and a certain innocence about just how cut throat the markets and big business can be. Simply turning every bit of news into a positive, whether it was or not, or continually comparing to other similar companies was not the way to look at it. I kept asking why, if 590p was so cheap, we were not seeing mire bids. Nobody answered and most seem to have lost sight of the most basic rule of any market in any field, anywhere. Namely, how everything is only ever worth what someone will pay for it. No brilliant analysis, no hype, or no wishful thinking was going to alter that. Too many investors today forget this fact, despite having the ability to crunch numbers in a zillion different ways. I will miss the excitement of PAYS and don't expect to find such a good share anytime soon but it's over now. That is, of course, unless another bidder comes in. It's very doubtful but are the BOD now legally bound to the 590p? I don't know enough to say. Read Full Thread Reply
Posted at 04/9/2017 15:57 by wolfhound1 @rogerpalmer - given the low level of ii support garnered - the investors probably put a stipulation on Budco - get a deal inside 7 months or we will pull our capital !! The period is there to cover several scenarios : 1. New Bidder emerges and bids go back and forth over months 2. Initial offer refused by shareholders - need to negotiate a n agreeable price 3. Regulators step in and say - no ( although I think this is unlikely it is always a possibility) 4. Can't sell Asian Gateway after all (unlikely) It is not mandatory to include such a date - therefore voluntary by budco - hence why I believe its inclusion was probably at request of some large fund investors Read Full Thread Reply
Posted at 24/8/2017 18:26 by wolfhound1 Blackstone funds will have sold property not Blackstone... proceeds will then be returned to investors into those funds who may/may not be investors into the funds in Budco. Moodys have noted they have put PAYS debt on downgrade watch based off increased levels of debt Budco plan to introduce into PAYS post acqn..... I am guessing they are able to meet with Budco management and get more insight.... so if Budco have to go higher to get 75% they might need to inject debt or go to investors to attract more cash...we will see. Read Full Thread Reply
Posted at 10/8/2017 07:49 by lomax99 FT: Explosion in digital purchases fires up sleepy payments industry Payments processing becomes hot sector as digital transactions soar 4 hours ago by: Emma Dunkley Payments processing has long been considered an unfashionable operation that quietly ticks over in the depths of banks’ back offices.But it is now emerging as a hot sector, as companies rush to take advantage of the huge growth potential stemming from the global shift towards digital and mobile transactions.Vantiv, the largest processor in the US, led the dash to capitalise on the growing trend when it made a firm £9.3bn takeover offer for UK rival Worldpay on Wednesday, fending off competition from JPMorgan Chase in the early stages.The rival approach by the US’s largest Wall Street bank by assets highlights the strategic importance of the payments processing business to incumbents and new entrants, both vying for a dominant share of future revenue. Consultants at McKinsey forecast global payments revenues will grow from $1.8tn in 2014 to $2.2tn in 2020. Philip Jansen and Charles Drucker, who will be co-chief executives of the combined Worldpay-Vantiv business, say the merger is aimed at creating a processing behemoth to exploit the burgeoning e-commerce market, as more payments are made online and via mobile phone. Figures from Capgemini’s world payments report show that the number of global non-cash transactions made in 2015 jumped 11.2 per cent to 433bn.Experts warn that competition is becoming fierce — from traditional banks as well as smaller fintech groups such as Stripe — and companies with scale are most likely to succeed. Last week, the board of Paysafe, the UK digital payments specialist, recommended a £3bn bid by CVC Capital Partners and Blackstone, as more private equity firms swoop into the sector.The Vantiv deal turns the tables on Worldpay, which was last year poised to bid for a large US rival. The UK’s Brexit vote caused sterling to weaken, leaving Worldpay, whose revenues have risen by more than 50 per cent since it was sold for about £2bn by Royal Bank of Scotland in 2010, as more of a target than an acquirer.Mr Drucker, currently president and chief executive of Vantiv, says the deal will “give us unparalleled scale” and “positions us to be the disrupter in the market”. The combined company, which will be called Worldpay, will be the largest payments processor by number of transactions globally. “Consolidation is happening in our industry,” adds Mr Drucker. “You’re seeing it accelerate as scale is extremely important .201;. . where the opportunity is going is e-commerce and integrated payments, and that’s where [our] combination makes so much sense.”Ed Meier, a fund manager at Old Mutual Global Investors and a Worldpay investor, says “a big logical outcome” from the Worldpay deal would be that large companies “have a one-stop shop for their main payment provider”.R20;As it creates such a behemoth in the sector, one can only imagine that other larger players that don’t have quite the same product set might have to think more deeply about their competitive positioning,” he adds.Such mergers also enable companies to make significant cost savings. The combined Worldpay group is aiming to save $200m over the next three years, 60 per cent of which will be from removing overlap in their respective US divisions, although there will also be job losses, management confirms.RecommendedLex: Worldpay/Vantiv — marry in hasteThe Big Read: Worldpay emerges as a winner in the war on cashBlackstone and CVC seal £3bn Paysafe dealIngenico buys Swedish payments group Bambora for €1.5bnAnalysts say the synergies could be higher. Nomura analysts are forecasting up to $250m of cost savings, by cutting more than $100m from its US technology expenses as Worldpay US moves on to the Vantiv system. Worldpay’s UK business is still being weaned off RBS’s systems, after it was carved out of the state-backed bank as an EU condition of its government bailout.The deal expands Vantiv’s global presence, while buttressing Worldpay’s flagging US division.Analysts at Stifel describe the deal as a strategic “home run”, noting that they “see benefits from potential to expand Vantiv’s impressive success in integrated payments outside the US” and “the potential to improve WorldPay’s current US business.”Bankers, investors and analysts say the payments industry is ripe for consolidation and expect more deals to come, particularly as sterling weakness could expose other potential targets in the UK. “I’m surprised it’s taken this long,” says Mr Meier. “Technology costs are ever increasing upwards and the pace of change has been very fast. Mergers allow one to scale up, because there are large elements of fixed costs that can be amortised over a greater revenue base.”One banker says the Worldpay merger is “really all about recognition of the fact that we’re going through this tremendous evolution of the payments sector and you have to consolidate your position and get inside the network with an infrastructure provider of strength otherwise you’ll be effectively on the sidelines”. Read Full Thread Reply
Posted at 22/7/2017 10:41 by malcolmmm Lets see what happens. I suspect a lot of private investors and client investors such as Barclays will be advised to hang on for at least £7. There must be quite a few trust funds/Institutions who will be reluctant to sell on the cheap. Read Full Thread Reply
Posted at 18/7/2017 12:16 by eh9 Don't forget the details revealed by paysafe in recent job spec:Reporting to the Group CMO, the VP Communications is accountable for the PR, Social and Communications activities of the Paysafe Group. At a high level the goal for this role is to "put Paysafe on the map" across 5 key audiences: * Investors and City stakeholders* Businesses/Merchants/Partners* Developers* Consumers* Employees Achieving this goal will require the development of a clear "narrative" for Paysafe - one that is customized and managed for each audience. This will require close working with very senior stakeholders - notably the with the CEO, COO, CFO and CHRO and the respective divisional CEOs. The role comprises 3 direct reports Investor Relations, Consumer & Business and Internal comms. As a senior leader in the Marketing team and his/her inter-relationship with the Exec , the role demands both strong strategic approach and a focus on day to day delivery. A vital part of the role is to ensure that our individual messaging outputs across the Group, "gel together" to form a coherent story for our Brand and Business. In particular the role will support the narrative that supports Paysafe 2.0 : where we reposition the company on a wider more relevant and differentiated footing in 2017. Paysafe 1.0 Paysafe 2.0Rename?RebrandHolding company?Branded houseCompany focus?Customer focusTidying up?Enacting a bold strategyCorporate structure?Solutions PortfolioPaysafe = A thing over there?Paysafe = Us A key part of the role will be to bring Paysafe 2.0 to life via define a compelling and consistent story for Paysafe across all our audiences. In addition, the role will need to support the following goals in 2017: * Growth the relevance of our capabilities, products and services for new consumers and new merchants/businesses in "big niches"* Evolution of our Consumer proposition and narrative across Wallets, PSC and the launch of Remittances* Evolution of our Business/Merchant/Partner proposition and narrative notably around how we build our Credit proposition for Merchants.* Establishment of our Developer narrative. The role will have a heavy emphasis on media relations and social and digital media as core channels and the successful applicant will have a track record in managing these channels to support our goals across our 4 audiences. This is an exceptional opportunity to take a leading role in an exciting growing business at the forefront of Payments innovation with a remit to influence and inform in an entrepreneurial, open, focused and pioneering corporate culture. Responsibilities * Define the over-arching messaging framework for the Paysafe Group with special focus on our 5 core audiences* Manage the budget and communications plan across all channels including Digital and Social media* Manage financial and corporate media relations and internal communications across the business* Develop and implement external and internal communications strategies to support and promote corporate business priorities* Proactively advise and liaise with senior management on key communication matters, including internal and external relations issues* Respond to more complex or escalated enquiries to ensure that all corporate communications are accurate, aligned and appropriate* Build on existing media relations expertise to develop and manage relationships with key journalists, ensuring a timely, open and focused response to enquiries* Monitor and analyse media coverage, while developing strong relationships with relevant stakeholders and media influencers* Provide communications, media relations and investor relations support at financial calendar and business events* Establish strong partnerships with the Exec team, PR and HR counterparts across Paysafe* Through the team, manage company-wide communications in line with team and company objectives* Define processes that deliver timely and effective internal communications and PR programmes within a tight cost control* Implement and execute corporate and internal communications programmes, with support from the Head of Communications and team.* Team management and KPI setting* Effective co-ordination between other departments and Business Units* ·Agency selection and management. Skills, Experience and Competencies: * First-class communications, business writing and interpersonal skills* Proven corporate communications experience, preferably agency and technology-focused, managing complex and busy media relations & employee communications programmes* Experience of managing Brand re-positioning* Experience of planning, developing and executing effective communications strategies and programmes that address business objectives* Demonstrable experience of working effectively as a leader with influence within and across teams at all levels internally and externally a combination of gravitas and grit* Ability to distil complex information into clear messages* Effective contacts across specialist, national and international media* Strong budget and agency management experience* Proven ability to write for media and other audiences with clarity and authority* Experience in issues management* Ability to act as spokesperson for the business* Highly-developed interpersonal and influencer skills with a strong networking ability a can-do and results-focused attitude* Highly enthusiastic, intuitive, tenacious, disciplined, focused and motivated* Rigorous attention to detail and a strong focus on accuracy able to lead the approach on metrics and measurement of communications* Experience of managing teams and co-ordinating cross-functional teams* Ability to thrive in an exceptionally fast-paced environment with a flexible approach to working hours, including some weekend and evening work* While direct sector experience is not a pre-requisite, the successful candidate is likely to have experience in working for a regulated, publicly-listed or in a related organisation* Inspirational and visionary person who can translate vision into an actionable plan* 10+ years' experience in PR/Communications* Ability to present to and influence senior management Read Full Thread Reply
Posted at 19/6/2017 12:40 by eh9 Interesting titbits on paysafe's strategy in this new roleporting to the Group CMO, the VP Communications is accountable for the PR, Social and Communications activities of the Paysafe Group. At a high level the goal for this role is to "put Paysafe on the map" across 5 key audiences: Investors and City stakeholdersBusinesses/Merchants/PartnersDevelopersConsumersEmployees Achieving this goal will require the development of a clear "narrative" for Paysafe - one that is customized and managed for each audience. This will require close working with very senior stakeholders - notably the with the CEO, COO, CFO and CHRO and the respective divisional CEOs. The role comprises 3 direct reports Investor Relations, Consumer & Business and Internal comms. As a senior leader in the Marketing team and his/her inter-relationship with the Exec , the role demands both strong strategic approach and a focus on day to day delivery. A vital part of the role is to ensure that our individual messaging outputs across the Group, "gel together" to form a coherent story for our Brand and Business. In particular the role will support the narrative that supports Paysafe 2.0 : where we reposition the company on a wider more relevant and differentiated footing in 2017. Paysafe 1.0 Paysafe 2.0Rename?RebrandHolding company?Branded houseCompany focus?Customer focusTidying up?Enacting a bold strategyCorporate structure?Solutions PortfolioPaysafe = A thing over there?Paysafe = Us A key part of the role will be to bring Paysafe 2.0 to life via define a compelling and consistent story for Paysafe across all our audiences. In addition, the role will need to support the following goals in 2017: Growth the relevance of our capabilities, products and services for new consumers and new merchants/businesses in "big niches"Evolution of our Consumer proposition and narrative across Wallets, PSC and the launch of RemittancesEvolution of our Business/Merchant/Partner proposition and narrative notably around how we build our Credit proposition for Merchants.Establishment of our Developer narrative. The role will have a heavy emphasis on media relations and social and digital media as core channels and the successful applicant will have a track record in managing these channels to support our goals across our 4 audiences. This is an exceptional opportunity to take a leading role in an exciting growing business at the forefront of Payments innovation with a remit to influence and inform in an entrepreneurial, open, focused and pioneering corporate culture. Responsibilities Define the over-arching messaging framework for the Paysafe Group with special focus on our 5 core audiencesManage the budget and communications plan across all channels including Digital and Social mediaManage financial and corporate media relations and internal communications across the businessDevelop and implement external and internal communications strategies to support and promote corporate business prioritiesProactively advise and liaise with senior management on key communication matters, including internal and external relations issuesRespond to more complex or escalated enquiries to ensure that all corporate communications are accurate, aligned and appropriateBuild on existing media relations expertise to develop and manage relationships with key journalists, ensuring a timely, open and focused response to enquiriesMonitor and analyse media coverage, while developing strong relationships with relevant stakeholders and media influencersProvide communications, media relations and investor relations support at financial calendar and business eventsEstablish strong partnerships with the Exec team, PR and HR counterparts across PaysafeThrough the team, manage company-wide communications in line with team and company objectivesDefine processes that deliver timely and effective internal communications and PR programmes within a tight cost controlImplement and execute corporate and internal communications programmes, with support from the Head of Communications and team.Team management and KPI settingEffective co-ordination between other departments and Business Units·Agency selection and management. Skills, Experience and Competencies: First-class communications, business writing and interpersonal skillsProven corporate communications experience, preferably agency and technology-focused, managing complex and busy media relations & employee communications programmesExperience of managing Brand re-positioningExperience of planning, developing and executing effective communications strategies and programmes that address business objectivesDemonstrable experience of working effectively as a leader with influence within and across teams at all levels internally and externally a combination of gravitas and gritAbility to distil complex information into clear messagesEffective contacts across specialist, national and international mediaStrong budget and agency management experienceProven ability to write for media and other audiences with clarity and authorityExperience in issues managementAbility to act as spokesperson for the businessHighly-developed interpersonal and influencer skills with a strong networking ability a can-do and results-focused attitudeHighly enthusiastic, intuitive, tenacious, disciplined, focused and motivatedRigorous attention to detail and a strong focus on accuracy able to lead the approach on metrics and measurement of communicationsExperience of managing teams and co-ordinating cross-functional teamsAbility to thrive in an exceptionally fast-paced environment with a flexible approach to working hours, including some weekend and evening workWhile direct sector experience is not a pre-requisite, the successful candidate is likely to have experience in working for a regulated, publicly-listed or in a related organisationInspirational and visionary person who can translate vision into an actionable plan10+ years' experience in PR/CommunicationsAbility to present to and influence senior management Read Full Thread Reply
Posted at 20/12/2016 07:31 by smelgys mum I am not afraid to say that I hate stock buybacks. Companies announce stock buybacks all the time as if they are doing the investor a huge favor by purchasing some of the outstanding shares. However, the truth is that most stock buybacks are not in your best interests as an investor and why this is the case.Conventional Wisdom on Stock BuybacksMany investing courses and texts teach that stock buybacks are an easy way for a company to boost earnings per share when other uses for the cash are not available. A stock buyback often results when a company is doing very well and earnings are great but they are unable to find an investment opportunity that can sustain growth.In light of no other viable investment opportunities, a company can use a stock buyback to decrease the number of outstanding shares. By reducing the number of shares, the earnings per share will go up even if the earnings stays the same, thereby creating earnings growth even without extra revenue.For example, let's say a company is earning $10 million a quarter and has 10 million shares outstanding. This company then has an earnings per share of $1. If the company decides to buy 10% of their stock back, the company then all of a sudden is making $10 million a quarter on 9 million shares. This company is now making $1.11 per quarter, an increase of earnings per share of 11% with no change in revenue.By increasing earnings per share, the shares will inevitably become more valuable, or so the story goes. While using cash to drive up earnings per share looks good on paper, it unfortunately rarely works out this way in practice. The problem is not that increasing earnings per share will not drive up stock price (it does), but rather that stock buybacks rarely result in any meaningful change in EPS.Yes, you read that right: stock buybacks are justified by companies as a means to boost earnings per share, but stock buybacks rarely meaningfully influence earnings per share. This is why buybacks are useless to the typical investor.Why does this happen? Here are the major problems with this approach:Most Buyback Programs Are Too SmallOne reason stock buybacks do not have a significant influence on earnings per share is because they are too small to actually to shrink the earnings per share at a meaningful level to an investor. Consider Apple's (AAPL) recent stock buyback announcement, where the company announced they would be buying back $10 billion dollars worth of stock over a 3-year span.This amounts to less than 2% of the company's current market cap being purchased back over a 3 year period. This means that earnings per share might go up about 2% over three years as a result of this buyback, minus the growth they would have received by investing the money elsewhere.You might be thinking.. why would a company buyback such a small amount of stock? Well that is because..Most Stock Buybacks are not Meant to Raise EPSMany companies issue these small stock buybacks with no intention of raising EPS. Instead, these shares are used as part of compensation packages for executives. Companies often buy back their stock and then give it all away to their executives and vice presidents as a way to pay management extra money. Stock buybacks are where the stocks for stock options come from in older companies that have been public for a long period of time.There is nothing wrong with buying back some stock to reward executives who have run successful companies. For example, the $10 billion buyback on AAPL over the next few years is well-deserved as over the last 15 years they have gone from a struggling company to the largest market cap in the world at the time of this writing.The problem is that many companies that do these buybacks are not doing as well as AAPL, using earnings to reward mediocre performers and then have the gall to announce the stock buyback as if they were demonstrating their strength and boosting earnings per share, when their plan all along was to line the pockets of management.Of course, management cannot line their pockets unless they are actually selling the stocks they receive, which leads me to my next point:Many Shares from Buybacks Eventually Reappear on the MarketWhen companies give out stocks as bonuses to executives, these executives then sell the stock in order to get money. I can't blame them they are being compensated after all with the stock. This stock gets sold to a shareholder like you or I and becomes part of the general shares outstanding once again.That's right, companies buy back stock and give it to executives. These executives then sell the stock, putting it right back on the open market. The end result is that the total number of shares outstanding does not change after the stock buyback (at least not as much as advertised).Long Term Stock Buybacks May Secretly FailSometimes the lack of a meaningful change in earnings per share is caused by the fact that stock buybacks often are never seen to completion. This is particularly true over buybacks which are announced that are covering a multi-year period. When a company says they are planning to buy back a certain number of shares over a multi-year period, this is something you have to take with a grain of salt.When a company announces in 2012 that they are re-buying stock in 2016, if they nix the program and stop buying the stock in 2014 when money is a little tighter, most investors will be none the wiser. It is not really newsworthy when a company stops a buyback program they announced a year or more in the past.As a result, be careful of buying on the news of a multi-year buyback program. In fact, I would not even consider multi-year buybacks as a plus for a company. The only thing I care about that far in the future when it comes to a stock is their projected earnings and growth opportunities.A Dividend Boost is a Much Better Service to InvestorsNot only as stock buybacks often misleading, but the simplest way to create wealth for investors is to give them the money directly. If a company was during well and truly wanted to reward its shareholders, it would boost dividends.When a company is doing well and is truly looking out for investors, they raise dividends or even give 1-time bonuses. Not only is money directly in the hands of the investor the best course of the investor, it is also the most efficient course. Companies who have the money to buy back stocks are often running on 52-week highs buying back a stock that has already run is a waste of capital. Read Full Thread Reply

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