@jockoSee responses below... So that it's super clear here, I am...

@jocko

See responses below... So that it's super clear here, I am not "having a go" at anyone or any business - my comments are observations based on lived experience in tech for more than 25 years - I was involved in the payroll space and understand the compliance space and how to commercialise it.

Why do you say the published strategy is nonsense?

This is an industry observation - most (if not all) of what you read is marketing nonsense that highlights the non-commercial "benefits" (I use the term very loosely)

What do they need to publish for you to say... "oh, that makes sense"?

It's not what they publish it is more about what they don't - I rarely see a marketing statement that defines the basic value proposition, which should importantly include the problem, the segment they solve the problem for and the way it's going to make money (what are they going to charge for it)

Can you elaborate on the complexities that "Payday" superannuation poses for a tech stack builder/engineer?
Payday super is a compliance requirement for payroll application providers and processors - it is not a product or a feature, although it is an opportunity. If you think about it as not a feature or product, then you start to see that forming a value prop (and I can tell you with 100% certainty that to make money, you need a value prop) is difficult. If you break down the chain of touchpoints, the customer is NOT the funds, the business or the employees (none of these actually hold the data to process it) therefore the only way to form a value prop is to target the payroll apps - then you look at the pain points and how you solve them (know you know who for) and how much you can charge for it... Sounds all very easy right!! The issue is that to pick up additional market share you need to have a significant value proposition (remembering there are free options in the market) and if you do win new business then you have to wait for someone else to do something before you make a cent - integrations.... It is very easy to talk about market size (TAM) etc etc but without an understanding of who is going to "buy" what you are selling, the market size and the opportunities are valueless - it is just white noise.

My questions to you a few posts back about Wrkr Pay 2.0 may have some more relevance now, (or not) now that Payday superannuation is in the market place?

Will Wrkr's tech stack reach the Worker and empower that Worker to take more control of their future work place related experiences and more importantly, positive "compliant" outcomes?
The worker is not the one that's going to buy or benefit - your vision and the reality of the product are mismatched

A simple "real time" notification on a device could be all it takes...
No one cares about a notification - each touchpoint in the process - employer, employee, software provider(s), funds etc etc have a different value proposition and in this space none of they pay (in the most part) for processing of super, onboarding, bank transfers etc etc - believe me when I say it is a complex but limited opportunity market.

$3.4 billion in unpaid super is not a small number....
It is although how do you make money out of unpaid super - fines? The ATO have that one covered...

Is there any correlation between payday superannuation, open banking and/or open superannuation for the worker?
Yes - they are all a function of payroll/HR software around the management of the compliance of them with the exception of SMSF's and as you have seen when you have a value prop and you know who you are solving the problem for and at what cost you can make money.

Does our recent partnership hold a piece to the value proposition puzzle you speak of?
Good question - does using someone else tech to deliver a solution that no one wants solving the value prop issue - I think not... The tech has nothing to do with the sell side value prop - the tech is just tech but the combinations of tech and the way its made available for ONE part of a value proposition.

Is Wrkr Pay 2.0 merely just a tech/rails change?
For who? I kinda answered this above in different areas - strategy around tech and its value to the tech business is hard to form and its harder to make money from it - without the obvious value prop assessment tech will never make money and even if you know the problem you are solving and who you are solving it for and what you are going to charge - it is still as hard as it can be to then implement a commercial strategy to monetise the product strategy...

Tech is a tough game and if you are not well disciplined in the way you drive strategy across the lifecycle of products you will fail - at the moment there is a lot of tech spending lots of other people's money (yours) and failing to deliver results...

hope that helps