NCR VOYIX CORP Strategy and Business Model

Executive Overview

NCR Voyix is the post-separation digital commerce company that remained after legacy NCR spun off its ATM-focused business, now NCR Atleos, in October 2023. Headquartered in Atlanta, Georgia, NCR Voyix sells software, services, and commerce hardware used by retailers and restaurants to run checkout, self-service, digital ordering, payment-adjacent workflows, and back-office operations. In FY2024 reporting, the company also included a Digital Banking business serving banks and credit unions, although management communications increasingly emphasized a simpler, more focused retail-and-restaurant software story. NCR Voyix competes in enterprise retail technology and restaurant technology, with a large North American installed base and additional operations across Europe, Asia-Pacific, Latin America, and other markets. Its strategic direction is to shift business mix toward recurring software and services, modernize legacy installed bases onto cloud-enabled platforms, simplify the portfolio, and improve margins and cash generation after the separation. The company traces its roots to 1884 through the National Cash Register business and remains one of the longest-standing providers of point-of-sale and self-service systems. In FY2024, NCR Voyix reported revenue of #N/A.

NCR Voyix at a Glance

Logo
Common name	NCR Voyix
Full legal name	NCR Voyix Corporation
Headquarters	Atlanta, Georgia, United States
Ownership	Public company
Ticker	VYX
Exchange	NYSE - New York Stock Exchange
Market Cap	$967.41M
Revenue (FY2024)	#N/A
Founding / major historical milestones	Founded in 1884 through the National Cash Register business; acquired by AT&T in 1991 and later separated again; expanded through retail and restaurant technology acquisitions over the following decades; separated its ATM-focused business as NCR Atleos in 2023 and rebranded the remaining company as NCR Voyix.
Industry or industries	Retail technology, restaurant technology, enterprise software, commerce hardware and services, and historically digital banking software in FY2024 reporting
Key products or services	Point-of-sale software, self-checkout, kiosks, store and restaurant operations software, digital ordering, managed services, professional services, maintenance and support, and related commerce hardware
Geographic footprint	Global, with revenue and installed base concentrated in North America
Business segments as officially reported	Retail, Restaurants, and Digital Banking in FY2024 reporting structure
Company website	https://www.ncrvoyix.com

1. What Is the Strategy of NCR Voyix?

NCR Voyix’s public strategy is best understood as a post-separation focus and mix-improvement story. The company is trying to become a simpler, more software-led commerce technology provider centered on retail and restaurant customers, while using its installed base, domain expertise, and service relationships to grow recurring revenue and improve profitability.

1. 1a. What is the winning aspiration of NCR Voyix?

   NCR Voyix’s winning aspiration is to be a mission-critical commerce technology partner for retailers and restaurants, rather than primarily a hardware shipper. In public materials after the 2023 separation, management has emphasized simplifying the company, increasing the contribution of software and services, and improving margins and cash generation. In practical terms, “winning” appears to mean owning the operating layer that customers depend on for checkout, self-service, digital ordering, and day-to-day site operations, then monetizing that role through sticky recurring relationships.

   Where public communications have been quantitative, the emphasis has typically been on better recurring mix, profitability improvement, and cash generation rather than a single market-share target. That is consistent with NCR Voyix’s position as a mature installed-base company trying to improve quality of revenue, not just headline scale.

2. 1b. Where does NCR Voyix play?

   NCR Voyix plays in commerce infrastructure for retail and restaurants, especially customer-facing and store-level systems. In retail, that includes point-of-sale, self-checkout, payment-adjacent workflows, store operations, and related software and services. In restaurants, it includes point-of-sale, digital ordering, kiosks, kitchen and back-office workflows, and support services. In FY2024 reporting, the company also included a Digital Banking business serving financial institutions, although the strategic center of gravity appeared to be shifting toward retail and restaurants.

   The company’s strongest field of play appears to be enterprise and mid-market customers with multi-site operations, complex integrations, and a need for reliability. Geographically, it competes globally but with a clear concentration in North America.

3. 1c. How does NCR Voyix plan to win?

   NCR Voyix plans to win by combining vertical software, hardware integration, and lifecycle services in workflows that are difficult for customers to rip out. The company’s value proposition is not just a point product. It is the ability to provide a stack that includes software, devices, implementation, field service, and long-term support for high-uptime operating environments such as grocery stores, convenience retailers, and restaurant chains.

   The strategic recipe appears to be: keep and deepen the installed base, migrate customers from legacy systems to more modern and more recurring platforms, cross-sell adjacent modules and services, and use domain-specific expertise to defend against more narrowly focused software vendors. In other words, NCR Voyix is trying to win more on workflow depth and installed-base leverage than on lowest price.

4. 1d. What capabilities must NCR Voyix have in place?

   To execute this strategy, NCR Voyix needs several capabilities that fit together tightly. First, it needs strong vertical software engineering in retail and restaurant operations. Second, it needs enterprise implementation and integration capability, because many customers operate large estates with complex legacy environments. Third, it needs dependable field service and support, since checkout and restaurant systems are operationally critical. Fourth, it needs sourcing and hardware-integration skills for terminals, self-checkout, kiosks, scanners, printers, and payment peripherals. Fifth, it needs cybersecurity, compliance, and payments-adjacent reliability because these systems sit close to transactions and customer data.

   A final capability is customer migration management. For NCR Voyix, a large part of value creation depends on moving legacy customers to newer software, cloud, and service models without disrupting operations.

5. 1e. What management systems does NCR Voyix require?

   NCR Voyix needs management systems that reinforce recurring revenue growth, installed-base retention, and operational discipline. That means segment-level performance management, product roadmap governance, service-level metrics, customer renewal and migration tracking, and tight margin control across hardware, software, and services. Post-separation, it also requires strong corporate controls around cost allocation, stranded-cost removal, and capital discipline.

   The most relevant management systems likely include backlog and pipeline reviews for enterprise programs, recurring revenue and support-renewal metrics, product uptime and service response metrics, and working-capital controls for hardware inventory and receivables. For a company in transition, these systems matter as much as the strategy itself.

2. What Are the Current Strategic Initiatives of NCR Voyix?

Based on NCR Voyix’s post-separation filings, earnings materials, and investor communications, the company’s active strategic agenda centers on focus, software mix, and operational improvement.

Portfolio simplification after the separation

After the October 2023 split from NCR Atleos, NCR Voyix’s first strategic task was to stand up as an independent company with cleaner accountability, lower complexity, and a more coherent investment case. That involves separating systems and costs, simplifying the operating model, and clarifying which businesses fit the future portfolio.

Shift toward recurring software and services

Management has repeatedly emphasized a move away from a more hardware-heavy earnings profile toward higher-quality recurring revenue. In practice, that means selling more software subscriptions, support, managed services, and cloud-enabled solutions into the installed base, rather than relying disproportionately on one-time equipment refresh cycles.

Cloud and platform modernization in retail

Retail remains a core strategic priority. NCR Voyix is pushing customers toward more modern store platforms that connect point-of-sale, self-checkout, payment flows, store operations, and analytics. The strategic logic is straightforward: retail customers increasingly want integrated, upgradeable platforms rather than fragmented systems, and NCR Voyix wants to capture more of that stack.

Restaurant modernization and digital workflow expansion

In restaurants, NCR Voyix has been focused on modern point-of-sale, digital ordering, self-service kiosks, and related operating workflows. The opportunity is not only front-of-house technology, but also the broader digital operating system for restaurant chains that need to handle omnichannel ordering, menu management, kitchen coordination, and site-level visibility.

Margin expansion and cost discipline

Another clear initiative is profitability improvement. NCR Voyix has been working on cost structure, portfolio rationalization, and execution discipline to offset the volatility and lower margins associated with hardware-heavy revenue. This matters because the strategic case for the company depends heavily on proving that a more focused software-and-services mix can translate into better operating leverage and cash generation.

Installed-base monetization

One of the most important, if less flashy, initiatives is deeper monetization of the existing customer base. NCR Voyix has decades of presence in stores and restaurants. Public strategy suggests it wants to use that installed base to drive migrations, add modules, win service contracts, and increase wallet share with customers that already trust the company for mission-critical operations.

3. What Is the Business Model of NCR Voyix?

What customers actually buy

Customers buy a combination of software, hardware, implementation, support, and managed services. A retailer may buy point-of-sale software, self-checkout systems, store devices, deployment services, and ongoing maintenance. A restaurant operator may buy point-of-sale terminals, digital ordering software, kiosk capabilities, installation, software support, and recurring service. In FY2024 reporting, financial institutions also bought digital banking software and related services.

Recurring versus one-time revenue

NCR Voyix is a mixed-model business. Hardware sales and some professional services are more one-time or project-driven. Software subscriptions, maintenance, support, managed services, and certain transaction- or usage-related services are more recurring. Strategically, the company is trying to increase the recurring portion because it is usually more predictable, more defensible, and more valuable to investors.

How pricing power works

Pricing power is not primarily based on consumer brand pull. It comes from mission-critical workflow ownership, switching costs, installed-base relationships, and the difficulty of changing store or restaurant operating systems at scale. That gives NCR Voyix some leverage in software, support, and lifecycle services, especially where products are deeply integrated. Hardware is typically less differentiated and more price-competitive.

Why the business mix matters

The mix between hardware and software matters enormously. Hardware can help win accounts and remains operationally important, but it usually carries lower margins and greater supply-chain sensitivity. Software and services generally carry better margins and can create longer customer lifetimes. A shift toward cloud software, support, and managed services therefore has an outsized effect on the quality of earnings even if total revenue growth is moderate.

What drives gross margin, operating margin, and cash generation

Gross margin is influenced by software mix, service efficiency, contract structure, hardware component costs, and pricing discipline. Operating margin depends on how well NCR Voyix controls selling, general, and administrative costs while funding product development and supporting complex deployments. Cash generation is shaped by recurring revenue mix, working capital management, inventory discipline, receivables collection, and the timing of large implementation projects.

Revenue model

The revenue model is best described as a blend of subscription software, maintenance and support, professional services, managed services, hardware sales, and some transaction- or payment-adjacent economics. It is not a pure software-as-a-service model today, but the strategic direction is clearly toward a greater software and recurring-services contribution.

4. What Products and/or Services Does NCR Voyix Sell?

NCR Voyix sells a broad set of commerce-enablement products and services. The exact portfolio evolves, but the major categories are clear.

Retail solutions

• Point-of-sale software and terminals for store checkout
• Self-checkout systems and related front-end store technology
• Store operations software, device management, and workflow tools
• Associated deployment, maintenance, and professional services

Retail has strategic importance because the company has a long installed base in grocery, convenience, fuel, and other multi-site environments where uptime and integration matter.

Restaurant solutions

• Restaurant point-of-sale software and terminals
• Cloud-based restaurant software and management tools
• Digital ordering, kiosks, and customer self-service capabilities
• Kitchen, menu, payment-adjacent, and site-level operating tools
• Implementation, support, and managed services

Restaurant offerings appear especially important for NCR Voyix’s software-led growth ambitions because cloud migration and digital ordering can support higher recurring revenue than pure hardware deployments.

Digital Banking business in FY2024 reporting

• Digital banking platforms used by banks and credit unions
• Online and mobile banking capabilities
• Related service, implementation, and support offerings

This business was part of the FY2024 reporting structure, although NCR Voyix’s strategic messaging increasingly highlighted retail and restaurant commerce as the core future identity of the company.

Legacy versus newer growth offerings

Legacy offerings are more likely to include on-premise systems, device-heavy deployments, and maintenance-driven customer relationships. Newer growth offerings are more likely to be cloud-enabled software, modular subscriptions, self-service solutions, and digitally integrated workflows. The strategic goal is not to abandon legacy systems overnight, but to use them as a base from which to migrate customers to more modern offerings.

5. What Are the Key Competitors or Peers of NCR Voyix?

No single competitor mirrors the entire NCR Voyix portfolio. Competition is segment-specific, with different rivals in retail technology, restaurant technology, and digital banking software.

6. What Is the Marketing Strategy of NCR Voyix?

NCR Voyix’s marketing appears to be enterprise- and vertical-led rather than consumer-led. This is a business where the buyer is usually a retailer, restaurant operator, or financial institution decision-maker, not an end consumer. As a result, product credibility, reference accounts, industry presence, and solution fit matter more than mass-market brand advertising.

The company’s marketing likely relies heavily on account-based marketing, trade events, customer case studies, industry-specific campaigns, and partner co-marketing. In retail, the message is usually around store modernization, self-checkout, uptime, and operating efficiency. In restaurants, it is more likely to focus on digital ordering, speed of service, enterprise control, and modern cloud operations. Because sales cycles are often long and involve operational and technology stakeholders, marketing functions as a support capability for enterprise selling rather than a standalone growth engine.

Brand still matters, but mainly inside enterprise buying circles. Longstanding product reputations such as Aloha in restaurants can help open doors, yet closing business usually depends on proof of operational reliability and implementation capability.

7. What Are the Key Customer Segments of NCR Voyix?

NCR Voyix serves business customers rather than consumers. Its key customer segments are defined by industry and operating complexity.

Retail

The most important retail customers appear to be multi-site operators that need resilient store technology at scale. That includes grocery chains, convenience and fuel retailers, general merchandise retailers, and specialty retailers. These customers care about checkout speed, shrink control, uptime, and integration with broader store operations.

Restaurants

Restaurant customers include large chains, franchise systems, mid-market operators, and other foodservice businesses that need point-of-sale, digital ordering, kiosk, and operational workflow tools. Quick-service and other high-throughput formats are especially relevant because they benefit from self-service and omnichannel order management.

Financial institutions in FY2024 reporting

In FY2024, NCR Voyix also reported a Digital Banking business serving banks and credit unions. These customers buy digital channels and related software capabilities, with long sales cycles and high demands around compliance, reliability, and integration.

Customer diversification

The company appears diversified across many enterprise accounts and end markets rather than dependent on a single customer type. That said, a meaningful share of value is tied to sectors where NCR Voyix has longstanding positions, particularly grocery, convenience, and chain restaurants.

8. What Is the Sales Model of NCR Voyix?

NCR Voyix uses a hybrid go-to-market model. Large enterprise and strategic accounts are typically sold through direct sales teams supported by solution engineers, professional services, and account management. That structure makes sense because customers often buy multi-product programs involving software, hardware, implementation, integration, and ongoing support.

The company also appears to use indirect channels, resellers, distributors, and partners in some markets, customer tiers, and geographies. That is especially useful where local relationships, market coverage, or lower-cost customer acquisition matter. In addition, some software and cloud products can be sold in a more repeatable subscription model than traditional infrastructure refresh projects.

This channel structure affects economics. Direct enterprise sales support better customer intimacy and larger contract scope but carry longer sales cycles and higher selling costs. Partner-led channels can extend reach and reduce selling expense but may dilute control over pricing, implementation quality, and customer relationships. For a company like NCR Voyix, strong post-sale execution is often as important as the initial sale.

9. In What Geographies Does NCR Voyix Operate?

NCR Voyix operates globally, with its commercial center of gravity in North America. The United States is particularly important because many of the company’s major retail and restaurant customers are headquartered there, and because its installed base has deep roots in the U.S. market.

Beyond North America, NCR Voyix serves customers across Europe, Asia-Pacific, Latin America, the Middle East, and Africa. Its operating footprint likely combines regional sales and service teams, implementation resources, technical support, and product-development capability distributed across multiple countries. In hardware-related programs, geography also matters because deployment, maintenance, and local field support often need to be close to the customer site.

The business is therefore globally present but not geographically uniform. Revenue and customer density appear strongest in North America, while international markets offer expansion opportunities but also add complexity around localization, channel strategy, regulation, and service delivery.

10. Who Are the Owners of NCR Voyix?

NCR Voyix is a publicly traded company. Based on recent proxy materials and public institutional filings, ownership appears dispersed rather than controlled by a single shareholder. Cannae Holdings has been a notable shareholder in NCR-related public filings, and large passive asset managers such as BlackRock and Vanguard have also been among the significant institutional owners. No controlling shareholder is generally disclosed.

Because ownership percentages change with market trading and quarterly filings, investors should use the latest proxy statement and current 13F or beneficial ownership filings for the most up-to-date picture.

11. How Is NCR Voyix Organized?

At a practical level, NCR Voyix is organized around vertical solution groups, with corporate functions overlaid for finance, legal, technology, product development, and shared services. In FY2024, the company officially reported Retail, Restaurants, and Digital Banking as its operating segments. That reporting structure reflects how management presented performance to investors and how the portfolio was governed at the segment level.

Within those segments, the company appears to combine product management, sales, implementation, and support around vertical customer needs. That matters because a grocery retailer buying self-checkout and store software has very different requirements from a quick-service restaurant chain buying point-of-sale and digital ordering capabilities.

Legally, NCR Voyix operates through a parent company and a network of subsidiaries in the United States and abroad. Operationally, it behaves like a portfolio of sector-specific commerce technology businesses sharing core corporate infrastructure and certain enabling capabilities.

12. How Does NCR Voyix Operate?

NCR Voyix operates by designing, selling, deploying, and supporting commerce systems that sit close to daily transactions. The operating model is more complex than a pure software company because it blends software development with hardware sourcing, field deployment, and ongoing service.

1. Product development: The company develops software platforms and applications for retail and restaurant workflows, while updating legacy products and building newer cloud-enabled offerings.
2. Sourcing and hardware integration: For device-heavy solutions, NCR Voyix sources components and finished hardware, integrates them with its software, and prepares solutions for customer deployment.
3. Enterprise selling and solution design: Sales teams work with customers to define programs that may include multiple modules, sites, devices, and services.
4. Implementation and rollout: NCR Voyix then installs, configures, tests, and integrates systems into live customer environments. Large deployments can be operationally demanding because downtime is costly.
5. Support and renewal: Once systems are live, the company provides maintenance, managed services, upgrades, and account support, which are central to recurring revenue.

The main operational challenges are implementation complexity, support quality, hardware availability, cybersecurity, and the need to migrate customers from older platforms without disrupting store or restaurant operations.

13. What Are the Growth Opportunities for NCR Voyix?

• Installed-base migration to cloud and recurring software: NCR Voyix has an obvious opportunity to convert existing customers from legacy systems to newer subscription and managed-service models.
• Retail self-checkout and store modernization: Retailers continue to look for labor productivity, speed, and customer-experience improvements, which supports demand for modern checkout and self-service technologies.
• Restaurant digital ordering and self-service: Restaurants are still digitizing ordering, front-of-house workflows, and site operations, creating room for NCR Voyix to sell more software-led bundles.
• Cross-sell into existing accounts: Because the company already sits in critical operating environments, it can potentially add adjacent software, services, and support offerings without needing to win entirely new logos.
• International expansion: Outside North America, the company may be able to grow by targeting specific verticals and channel structures where its product set is relevant.
• Portfolio sharpening: Simplifying the business and focusing capital on the highest-return segments could improve both growth quality and investor perception.

The main constraints are execution risk, competitive pressure from cloud-native vendors, customer capital-spending cycles, the difficulty of migrating legacy estates, and the margin drag that can come from lower-value hardware mix.

14. What Is the History of NCR Voyix?

• 1884: The business traces its roots to the National Cash Register company in Dayton, Ohio, making NCR one of the oldest names in transaction technology.
• 1991: AT&T acquired NCR in a major strategic transaction.
• Mid-1990s: NCR was later separated again, re-establishing itself as an independent public company.
• 2010s: NCR expanded its retail and restaurant software footprint through acquisitions, helping build the portfolio that now underpins NCR Voyix.
• 2021: Legacy NCR acquired Cardtronics, a major ATM and payments-adjacent asset. Those operations later became part of NCR Atleos after the separation, not NCR Voyix.
• 2023: NCR completed the separation of its ATM-focused business as NCR Atleos and rebranded the remaining digital commerce business as NCR Voyix.
• 2024 onward: NCR Voyix’s strategic story became one of post-separation focus, software mix improvement, and portfolio simplification.

15. What Are the Key Suppliers to NCR Voyix?

Suppliers matter to NCR Voyix because parts of its business still depend on delivering physical systems into stores and restaurants. The most important supplier categories are hardware manufacturers, component suppliers, payment peripherals providers, logistics partners, installation and field-service partners, and technology infrastructure vendors that support software delivery.

Critical inputs likely include terminals, displays, scanners, printers, kiosks, self-checkout components, networking equipment, and the semiconductors embedded in those products. NCR Voyix also depends on software tools, cybersecurity technologies, and cloud infrastructure providers to run modern platforms and support services.

The company does not prominently disclose a short public list of dominant suppliers in its standard investor materials, which is common for diversified technology assemblers. Strategically, supplier structure matters because component shortages, freight costs, or quality problems can affect hardware margins, rollout timing, and customer satisfaction.

16. What Are the Key Brands Owned by NCR Voyix?

Branding matters at NCR Voyix mainly as product-line recognition within enterprise buying groups, not as consumer advertising. Several brands stand out.

• NCR Voyix: The corporate brand introduced after the 2023 separation, positioned around digital commerce for retailers and restaurants.
• Aloha: One of the best-known restaurant technology brands in the portfolio, especially associated with restaurant point-of-sale and operating workflows.
• Emerald: A retail commerce platform brand associated with modern retail store operations and checkout software.
• Counterpoint: A retail software brand more commonly associated with specialty retail and smaller-format merchant environments.

The strategic role of these brands is to reduce perceived implementation risk and signal vertical expertise. In this market, product brand trust can matter a great deal when buyers are choosing systems that sit close to daily revenue collection.

17. How Does the Supply Chain of NCR Voyix Function?

NCR Voyix’s supply chain is important because the company is not purely digital. For many customer programs, it must source, configure, ship, install, and support physical devices as part of a broader software solution.

The supply chain typically starts with procurement of hardware components and finished devices from external manufacturers. Those products are then integrated with NCR Voyix software, staged for customer deployment, shipped to sites or implementation partners, installed, and brought into service. After go-live, service logistics matter as much as initial delivery because replacement parts, break-fix support, and field maintenance affect uptime.

Supply-chain performance is strategically important in large estate rollouts such as grocery self-checkout deployments or restaurant terminal refreshes. Reliability, cost, and lead times influence both customer satisfaction and gross margin. This is one reason a higher software mix is attractive: it reduces sensitivity to hardware disruptions even while NCR Voyix remains committed to integrated solutions.

18. What Is the Technology Strategy of NCR Voyix?

NCR Voyix’s technology strategy appears centered on modernizing historically installed, location-based systems into more flexible, cloud-enabled, and API-connected platforms. That is a logical response to customer demand for faster updates, omnichannel integration, and lower-friction deployment.

Technology serves two roles. First, it is part of the customer offering: point-of-sale software, self-service applications, ordering tools, store and restaurant operations platforms, and digital channels. Second, it is an internal enabler: cloud operations, monitoring, remote support, security, analytics, and lifecycle management. The company therefore needs both strong product engineering and reliable internal service architecture.

A notable strategic challenge is balancing modernization with backward compatibility. NCR Voyix cannot simply abandon legacy estates because many customers still run them in high-volume environments. Its technology strategy therefore appears to require coexistence: support the installed base, add modern cloud layers and integrations, and migrate customers over time. Open interfaces, security, resilience, and multi-site operational reliability are central to competitiveness.

19. What Is the Finance Strategy of NCR Voyix?

NCR Voyix’s finance strategy is closely tied to its operating transformation. The company’s public messaging after the separation has pointed toward improving revenue quality, expanding margins, simplifying the cost base, and strengthening cash generation. That is typical of a company trying to reposition from a more complex mixed hardware-software profile toward a more focused software-and-services story.

Capital allocation priorities appear to include funding product modernization, supporting separation and restructuring needs, and maintaining balance-sheet flexibility. Working capital discipline is particularly important because hardware programs consume inventory and can create timing differences in receivables and cash conversion. A richer mix of recurring software and support revenue should help reduce that volatility over time.

From an investor perspective, the key finance question is not just revenue growth. It is whether NCR Voyix can convert installed-base strength into a more durable margin and free-cash-flow model. That makes productivity programs, mix shift, and portfolio focus financially significant, not just operationally convenient.

20. What Major Acquisitions Has NCR Voyix Made?

Acquisitions have played an important role in building the legacy NCR portfolio. For NCR Voyix, the most relevant deals are those that expanded retail and restaurant software capabilities, even though some historical acquisitions are now associated with NCR Atleos after the 2023 separation.

The pattern is clear: NCR historically used acquisitions to assemble vertical software and infrastructure capabilities, not just to add scale. Post-separation, the more important question is likely portfolio simplification and selective reinvestment rather than serial dealmaking.

21. How Companies Like NCR Voyix Leverage Independent Consultants through Umbrex

Umbrex has built a global community of more than 8,000 independent management consultants based in over 50 countries, including alumni of McKinsey, Bain, BCG, and other top firms. Companies like NCR Voyix use Umbrex when they need high-caliber consulting support on strategy, operations, organization, finance, technology, ERP, marketing, sales, procurement, manufacturing, M&A integration, or AI, but do not need a full traditional consulting team with the associated overhead. For a company with NCR Voyix’s post-separation agenda, the most useful projects are usually focused, execution-oriented, and tied to value creation.

• Design a post-separation operating model and stranded-cost removal program for a more focused retail-and-restaurant company.
• Build a software pricing and packaging redesign to increase recurring revenue and improve hardware-to-software attach rates.
• Assess installed-base migration opportunities and create a fact-based playbook for moving legacy retail and restaurant customers to cloud-enabled offerings.
• Develop a segment-level growth strategy for grocery, convenience, fuel, and quick-service restaurant verticals.
• Create an enterprise sales acceleration program, including account prioritization, deal-stage governance, and value-selling tools for large chain customers.
• Run a gross-margin improvement initiative across sourcing, configuration, deployment, and service logistics for device-heavy programs.
• Evaluate international go-to-market options, including direct versus channel strategy by country or region.
• Design a customer-success and renewal model to improve retention, expansion, and recurring support economics.
• Support portfolio review, divestiture readiness, or carve-out planning for non-core businesses or product lines.
• Identify practical AI and automation use cases in service dispatch, customer support, software development productivity, or self-checkout loss prevention.