Data and Platform Engineering
Data Modernization Program for a Leading Pre-Paid Card Issuer ($158B in Annual Gross Dollar Value)
Problem Statement
One of the largest pre-paid card issuers, processing $158 billion in Gross Dollar Value (GDV) annually, needed to modernize its data infrastructure to support scalable analytics, data science, and long-term data product development.
Challenges
Limited data availability
Only two days' worth of data was available online, severely constraining historical analysis and trend reporting.
Lack of trusted data governance
With no single source of truth or data quality controls in place, the organization faced elevated business risk.
Report sprawl
An overabundance of reports, many with little or no documentation, created inefficiencies and made it difficult for teams to identify reliable sources of truth.
Constrained data science capacity
Revenue opportunities were limited as data science teams spent significant bandwidth acting as data stewards rather than building data products.
Solution
Stratacent designed and implemented a Snowflake-based architecture to build an extensible, enterprise-scale data lake. The solution enabled data democratization through curated datasets built specifically for business consumption.
It also gave the data science team direct access to raw data within the data lake, freeing them from manual stewardship work. Stratacent also established a roadmap for future data products, positioning the organization for data sharing and monetization opportunities.
Value Delivered
Deep historical visibility
Built a data lake with over 3+ years of historic data, up from just two days previously available online.
Reduced technical debt
Retired legacy systems as part of the modernization effort.
Streamlined reporting
Achieved a 1000%+ reduction in the number of reports, eliminating redundancy and improving trust in data.
Higher data science productivity
Increased data science team productivity by 150%+ for data exploration, enabling faster, higher-value analytical work.
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