Organizations launching payment card programs face a key decision: Should they build and manage their payment program in-house, or partner with an experienced provider? Read on to learn more about the decision framework, market trends, real-world examples, and best practices for payment program management.

Key Takeaways:

• Program management can transform operational complexity into strategic advantage through structured oversight, compliance workflows, and ecosystem coordination across every stage of a card program's lifecycle.

• The build vs. buy decision hinges on organizational scale, business model, and economic priorities—with outsourcing enabling the potential for faster launches compared to in-house builds.

• One promising approach blends in-house control with outsourced capability, as demonstrated by United and Southwest Airlines, who recently launched successful card programs with Galileo while maintaining brand control and accelerating time to market.

Launching a payment card program has never been more complex—or more consequential. Between navigating regulatory compliance, coordinating multiple partners, and meeting escalating customer-experience expectations, organizations face a critical strategic question: Should we build and manage our payment program in-house, or partner with an experienced provider?

The answer is not one-size-fits-all. It depends on scale, expertise, business model, and growth ambitions. But one thing is clear: effective program management has become the linchpin of every successful financial product. As innovation accelerates and regulations evolve, the right approach can mean the difference between a program that scales and one that stalls.

What Is Payment Program Management?

At its core, program management is the operational engine that brings structure, speed, and oversight to every stage of a card program lifecycle. It transforms operational complexity into strategic advantage by coordinating all the moving parts that make a payment program function seamlessly.

Program managers orchestrate relationships between issuing banks, payment networks, settlement partners, fraud-prevention vendors, and other ecosystem players. Their responsibilities span:

• Consultative guidance and day-to-day oversight from initial design through post-launch optimization

• Compliance and regulatory alignment ensuring all requirements are consistently met

• Technical integration and settlement flows managing the complex infrastructure that processes transactions

• User experience optimization guiding mobile app development, activation strategies, and dispute resolution

• KPI monitoring and performance tracking ensuring every component is aligned and performing

According to a recent Totavi forecast, the debit program management market in the United States will grow from approximately $1 billion in 2025 to $4 billion by 2034—a 14% compound annual growth rate. This explosive growth underscores the rising demand for flexible, well-structured program management models capable of adapting to new use cases and evolving customer expectations.

The Build vs. Buy Decision Framework

When evaluating whether to own or outsource program management, organizations could consider several critical factors:

Organizational Scale and Maturity

Early-stage or smaller companies often lack the regulatory, operational, or technical bandwidth to manage the full suite of responsibilities. For these organizations, outsourcing can provide a practical path to achieve scale without building an internal team. Trusted third-party partners can accelerate speed to market through pre-integrated solutions, pre-approved templates, and embedded ecosystem relationships.

Larger enterprises with established compliance teams, IT departments, and operational structures may prefer to bring program management in-house. In these cases, outside partners often take a consultative role—advising on best practices while the business retains day-to-day control.

Business Model and Strategic Focus

Company type plays a defining role in determining the right approach. Non-financial brands using payments to enhance loyalty, expand customer engagement, or unlock new revenue streams may find outsourcing more efficient. This allows them to focus on their core business while leveraging specialized expertise in payment operations.

Financial institutions or fintechs with mature operations may prefer a hybrid approach that preserves brand differentiation while offloading complex compliance and settlement tasks to experienced partners.

Economic Considerations and Time to Market

Revenue models differ significantly depending on whether program management is owned internally or handled by an external partner. Organizations must carefully weigh revenue-sharing implications, cost structures, and launch timelines.

The faster a program launches and activates cardholders, the sooner acquisition costs can be monetized—making time to market a meaningful strategic factor. Outsourcing often provides the fastest path to market, while in-house management may offer better long-term economics for high-volume programs.

The Power of Partnership: Real-World Examples

Recent debit card launches from major brands illustrate how outsourced or hybrid program management models can accelerate innovation while preserving the cardholder experience.

For example, United Airlines used Galileo Financial Technologies' platform to bring its MileagePlus Debit Rewards Card to market quickly—enabling members to earn miles on everyday spending and deepening loyalty without requiring United to build compliance or settlement infrastructure in-house.

Meanwhile, Southwest Airlines expanded its Rapid Rewards Debit Card ecosystem through a Galileo-powered solution that maintains brand control while relying on a partner for technical, regulatory, and operational foundations.

With about 90% of Americans using debit cards, these partnerships gave both airlines a fast path to capture a high-demand market opportunity without diverting resources from their core aviation business.

Key Factors for Strategic Decision-Making 

As you evaluate your payment program strategy, keep these principles in mind:

• It takes a village. The payment card ecosystem has many players. Effective coordination is critical to success.

• One size does not fit all. Multiple factors could influence your build-or-buy decision, from organizational maturity to business model.

• Adopt a modular mentality. Many successful programs follow a modular construction plan, with some pieces outsourced and others kept in-house.

• Leverage connections. Whether outsourced or self-managed, tapping into networks of trusted partners can be key to success.

Ready to Discuss Your Options?

Done right, program management can turn a card program into a strategic and competitive asset. Whether you choose to build, buy, or blend approaches, the key is finding the model that aligns with your capabilities, growth plans, and customer expectations.

Download the full Embedded Finance Tracker®, a Galileo and PYMNTS collaboration to dive deeper into payment program management strategies, market trends, and actionable insights for launching and scaling your payment program.

Frequently Asked Questions

What is payment program management?

Payment program management is the operational oversight and coordination of all components in a card program lifecycle—from bank partnerships and network relationships to compliance, fraud prevention, settlement, and customer experience. It turns complex operational requirements into a cohesive, efficient system.

How do I know if my company should outsource or build in-house?

The decision depends on three key factors: (1) Your organizational scale and maturity—do you have the compliance, technical, and operational resources? (2) Your business model—are payments your core business or a complementary offering? (3) Your economic priorities—what's your timeline to market and long-term revenue strategy? Early-stage companies and non-financial brands typically benefit most from outsourcing.

Can I start with outsourcing and bring it in-house later?

Yes, many organizations adopt a phased approach. You can launch quickly with an outsourced partner to validate the program and understand operational requirements, then gradually bring components in-house as your scale and expertise grow. A hybrid model is often the most flexible long-term strategy.

What are the biggest risks in payment program management?

Key risks include compliance failures, operational disruptions, poor cardholder experience, and inefficient economics. Effective program management mitigates these through structured workflows, experienced oversight, regulatory expertise, and proven vendor relationships.

How long does it take to launch a payment card program?

Launch timelines vary significantly based on complexity, regulatory requirements, and whether you build or outsource. With an experienced program management partner and pre-integrated infrastructure, programs can launch in 3-6 months. In-house builds typically take 12-18 months or longer.