Philip Andreae & Associates has been operating in one form or another since 1983 — through Wall Street trading rooms, European card scheme architecture, the founding of EMV, the Canadian EMV rollout, and four decades of applied advisory work across payments, identity, and democratic technology. This is the chronological record of that practice.
A Chronological Narrative
- 1976–1980 (Atlanta): Assembler programming and formation technology, with a focus on quality control and input/output systems.
- 1980–1982 (NYC): Project Analyst for the MHT Global X.25 Network — laying the groundwork for secure data communications infrastructure.
- 1983–1990 (NYC/London): Designed the first integrated trading rooms for Bankers Trust, Salomon Brothers, and Shearson Lehman. Crisis management and operational excellence in high-stakes capital markets.
- 1991–2001 (Belgium): Executive Committee signatory for EMV Versions 1–3 at Europay International. After the specification was published, PA&A re-established in Brussels to manage real-world implementation and errata across global deployments.
- 2002–2004 (Toronto): Led the Visa Canada national EMV adoption strategy — driving chip card migration at country scale.
- 2004–2008 (North America): PA&A advised issuers, processors, and merchants across North America on the implications of EMV migration. Clients included Shell, WorldPay, Southern Company, Loews, American Express, and Accenture.
- 2008–2013 (Atlanta): Focused on the US EMV migration and the emerging mobile payments landscape. Speaking, publishing, and advising at the intersection of payments, identity, and mobile technology.
- 2013–2017 (Atlanta): Vice President of Field Marketing at Oberthur Technologies (now IDEMIA). Served as Secretary of the FIDO Alliance Board. Media spokesperson and industry conference speaker.
- 2017–Present (Atlanta): PA&A operating independently — digital identity, authentication, election security, and advisory work that requires someone who has built the systems, not just studied them.
The operational model shifted from employed to contracted when it became clear that the hardest problems require someone with no fixed address and no institutional loyalty. PA&A has operated that way ever since.
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