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Banxa · Listed payments infrastructure

Twenty partnerships closed while
the market was shut.

Banxa moves fiat into digital assets for exchanges and wallets. In that market the distribution belongs to the counterparties, so it has to be won deal by deal, and these were the worst conditions the industry had seen. We ran the commercial pipeline end to end.

Partnerships closed
20+
Deal size
$15K–$100K+
Cycle
2 weeks to months
Grants brought in
$250K+
Led by
Victor Harris

The situation

IV

Selling infrastructure to an industry that had just been burned.

Payment infrastructure is invisible when it works, which makes it a hard sell in a good market.

Counterparties had lost money elsewhere and were auditing every vendor they had. Budgets were frozen and procurement got slower every quarter.

What we did

The full pipeline, plus two verticals Banxa was not selling into.

We ran the commercial engine end to end. Outbound, qualification, negotiation, legal and go-live. Cycles ran from two weeks to several months against an ICP spanning emerging startups and enterprises, so the pipeline had to hold both at once.

Then we opened Layer 2 ecosystems, then treasuries and foundations. The grants came from there, $250K+ of revenue a normal partnerships forecast never sees.

Banxa brand mark
Banxa. ASX-listed fiat-to-digital-asset payments infrastructure, selling into emerging startups and enterprises from the same pipeline.

Results

20+
Partnerships closed
$15K–$100K+
Typical deal size
$250K+
Ecosystem grants
2 wks → months
Cycle range
2
New verticals opened

Same constraint,
different company.

Every one started with a thirty-minute call about what was stuck. The call is free.

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