Saudi Arabia's tiqmo and MoneyGram partner to power cross-border money movement
MoneyGram has teamed up with Saudi Arabia-based financial app tiqmo to enable international money transfers, according to a press release by Zawya.
Through this collaboration, tiqmo users in Saudi Arabia can now access MoneyGram's global network to send funds to over 200 countries and territories.
The partnership provides tiqmo customers with the ability to reach more than five billion digital endpoints and over 480,000 MoneyGram locations worldwide, the press release said.
Users will have options to send and receive money in over 120 currencies.
The service is expected to be particularly useful for customers sending money to countries such as India, Pakistan, Bangladesh, the Philippines, Egypt, Indonesia, and Nepal.
The new service is now operational and available to all tiqmo users in Saudi Arabia.
tiqmo managing director Abdulaziz Al Ajlan said: 'We believe that our partnership with MoneyGram will strengthen tiqmo's portfolio of international financial services and connect our customers with a payment brand known around the world.
'In line with Vision 2030 and the Kingdom's digital transformation objectives and in pursuit of our goal to redefine digital financial services, we are delighted to welcome MoneyGram into our world-class digital payments ecosystem for the MENA financial services and marketplace.'
MoneyGram Middle East, South Asia & Asia Pacific head Ahmed Aly stated: 'This partnership reflects MoneyGram's leadership in enabling digital cross-border payments and advancing financial inclusion across the region.
'By expanding our digital network through this collaboration with tiqmo- one of the Kingdom's most innovative and fast-growing wallets- we are reinforcing our role as a key enabler of remittance innovation and supporting Saudi Arabia's Vision 2030 towards a more inclusive and digital empowered financial ecosystem.'
tiqmo's services include bank account transfers, digital wallet transfers, cash pick-up, bill payments, and mobile top-ups.
Since its launch in 2024, tiqmo has been serving regions across the Middle East and North Africa (MENA) and is licensed by the Saudi Central Bank.
Last month, MoneyGram unveiled MoneyGram Ramps, an API that facilitates cash-to-crypto and crypto-to-cash services through a single integration.
"Saudi Arabia's tiqmo and MoneyGram partner to power cross-border money movement " was originally created and published by Electronic Payments International, a GlobalData owned brand.
The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Business Wire
33 minutes ago
- Business Wire
Simplify Healthcare Launches Xperience1™: A Next-Generation Platform for Benefits Inquiry Management, Powered by Domain-Rich AI
AURORA, Ill.--(BUSINESS WIRE)-- Simplify Healthcare, a recognized leader in enterprise software solutions for Payers, today announced Xperience1™, a groundbreaking solution designed to transform the benefits inquiry experience for health plan members, providers, brokers, and other stakeholders. This next-generation CX platform delivers clear, real-time, plain-language responses to complex benefit questions—across all channels and user roles. Built on the trusted Simplify Health Cloud™, Xperience1™ unifies the strengths of the company's flagship platforms, Service1™ and Experience1™, into one intelligent, AI-powered customer experience platform. It enables payers to streamline and elevate benefits communication across the entire member journey—from plan shopping and enrollment to customer service and self-service. 'Xperience1™ is the natural next step in our mission to transform how healthcare consumers understand, navigate, and experience their benefits,' said Ashish Desai, EVP and GM, Xperience1™, Simplify Healthcare. 'It delivers measurable business impact by significantly reducing call duration, improving first call resolution (FCR), and ensuring clear, consistent, member-friendly communication.' Unlike generic GenAI-based solutions that are prone to hallucinations, Xperience1™ is built on a robust architecture featuring a sophisticated domain-rich data foundation, intelligent content management, an interactive AI framework, and a built-in health literacy model. These capabilities enable it to provide accurate, context-aware, and curated responses—minimizing the risk of misinformation. ' With Xperience1™, we're going further—not starting over,' added Mohammed Vaid, CEO and Chief Solution Architect, Simplify Healthcare. ' We've reimagined two trusted solutions into one unified platform, delivering on our promise to bring clarity to complexity.' The launch of Xperience1™ underscores Simplify Healthcare's commitment to innovation and its mission to simplify the healthcare experience. To learn more about Xperience1™, visit About Simplify Healthcare Simplify Healthcare helps payers achieve growth and operational efficiency through its industry-leading platform, proven processes, and deep expertise. Founded in 2008, the company tackles some of the most complex challenges in healthcare by connecting the front, middle, and back office through a platform-centric, payer-focused approach.
Yahoo
43 minutes ago
- Yahoo
Trump says he signed order extending deadline for TikTok closing
WASHINGTON (Reuters) -U.S. President Donald Trump said on Thursday that he extended the June 19 deadline for China-based ByteDance to divest the U.S. assets of short-video app TikTok for 90 more days. "I've just signed the Executive Order extending the Deadline for the TikTok closing for 90 days (September 17, 2025)," he said in a Truth Social post, which included a copy of the document. Trump had already twice granted a reprieve from federal enforcement of a law that mandated the sale or shutdown of TikTok that was supposed to take effect in January. Trump has said he wants to keep the app, which helped him woo young voters in the 2024 presidential election, active. He has also expressed optimism that Chinese President Xi Jinping would approve a deal that preserves the app in the United States. TikTok said in a statement that "we are grateful for President Trump's leadership and support in ensuring that TikTok continues to be available for more than 170 million American users and 7.5 million U.S. businesses that rely on the platform as we continue to work with Vice President (JD) Vance's office." Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
CNBC
an hour ago
- CNBC
In college, he spent $3,500 to launch a popsicle business—now it brings in $63 million a year
Daniel Goetz spent many late nights as a college senior cutting and blending fresh fruits, and freezing them into popsicles to sell to parched customers near the University of Texas at Austin. The advertising major fell in love with Mexican ice pops, called paletas, while visiting Mexico City with his college girlfriend. Inspired, Goetz started mocking up potential brand names and doodling logos during a class in 2009. He landed on the name "GoodPop." Today, the Austin-based organic popsicle and ice cream bar company's frozen desserts are sold in more than 10,000 locations across the U.S., including Costco, Walmart and Whole Foods Market. GoodPop brought in more than $63 million in gross sales in 2024, according to documents reviewed by CNBC Make It. It's never taken external funding, says Goetz. GoodPop has been profitable nearly every year since its launch, with 2024 as an exception. It likely won't be profitable in 2025 either, following the winding down of an unpopular product line, but is projected to return to profitability in 2026, says a company still the company's CEO, built GoodPop with extremely little experience or industry expertise. He "knew nothing" about supply chains or the consumer packaged goods market, he says, and spent years "driving a lot ... running around all over Texas, making deliveries." He spent his first four years after graduation sleeping "rent-free" on friends' couches around Austin so he could save money while trying to build GoodPop, he says. He cut fruit and froze 80 popsicles per hour, by hand, in a local paleteria that let him use its kitchen after hours. "I just knew that we had this delicious pop with lower sugar, real fruit, and there was nothing like it on the market," says Goetz, 38, adding: "Any opportunity that I could to put these products in front of Austinites, to introduce them and to see if we were on to something, I did." Goetz's family has a history of entrepreneurship: His great-grandfather immigrated to the U.S. from Russia over a century ago and "sold consigned ice out of a pushcart," he says. That great-grandfather then founded a grocery supply business in Houston in 1923, which grew into an operation with multibillion-dollar annual revenue by the time Goetz's family sold their interest in 2014. "I'm so fortunate to grow up in a family of entrepreneurs. But, at the same time, I knew that I needed to make my own mark on this world and do it on my own," says Goetz. With GoodPop, he spent $3,500 — money he'd saved from a lawn-mowing business he started in middle school — on signage, a pushcart of his own and produce to make and sell his first popsicles. He sold them for $2 apiece at local music festivals and farmer's markets, bought more ingredients with his proceeds, and spent three weeks making 18,000 popsicles to sell at the annual Austin City Limits music festival in October 2009, he says. Then, rain turned the festival into a "mud fest," he says. "It [was] a cold, sloppy mess ... and out of those 18,000 pops, we sold four. I thought that this was going to kickstart [the business] and change everything, and we were left with 17,996 pops that I had to figure out what to do with and [almost] no money." Goetz rushed the popsicles to a cold storage facility, paid $50 per month to store them and returned to school "dejected," he says. A few months later, he cut his losses and handed them out for free at Austin's annual SXSW festival. After graduating college, Goetz couldn't shake the GoodPop idea, he says. But the only remaining piece of the company was its website — so Goetz put his marketing skills to work, maximizing the site's search engine optimization (SEO). Soon, "when you searched for organic frozen pops or organic popsicles, because none existed at that time, GoodPop was actually the No. 1 result," he says. A week later, a marketing agency called Manifold asked GoodPop for a price quote for 50,000 organic popsicles with custom packaging. Goetz put in a bid and won it: Manifold paid him $80,000 for the job, giving him half the money up front to cover his production costs. "I hand-stamped every single pop stick," says Goetz. The second half of the payment was pure profit for Goetz, putting GoodPop back in business. Luck similarly gave GoodPop its first major retail partner: Goetz's roommate played recreational soccer with a Whole Foods employee, who put him in touch with a representative from the grocery chain's Southwest regional office. Goetz brought some samples and got the representative's approval to pitch buyers at individual Whole Foods stores. As he won buyers over — building relationships and shaking hands, he says — he spent four years sleeping on friends' couches, staying up late to make popsicles and getting up early to deliver them to Whole Foods locations and other, smaller grocery stores by 6 a.m. "I put 212,000 miles on my Toyota, running around all over Texas, making deliveries for years," says Goetz, adding that the hands-on dedication often left him "completely exhausted." By 2014, GoodPop's products sold well enough for Whole Foods to take over distribution for the Southwest and Rocky Mountain regions, meaning Goetz no longer had to make the deliveries himself. That year, GoodPop brought in $1.3 million in gross sales, the company says. In 2017, Whole Foods expanded GoodPop to national distribution. The brand got into Walmart and Costco the following year. The U.S. popsicle market was worth more than $1.3 billion in 2024, according to an estimate from Cognitive Market Research. That makes GoodPop a small player in a market dominated by packaged goods giants: Unilever, the world's largest ice cream producer, brought in more than $9.5 billion in 2024 revenue from frozen dessert brands like Magnum, Ben & Jerry's and the original Popsicle. Even among plant-based, real-fruit frozen desserts, GoodPop competes with brands like Outshine, owned by a joint venture between Nestlé and French private equity firm PAI Partners, and New York-based Chloe's, which sells low-sugar fruit pops in more than 10,000 stores nationwide, including Walmart and Wegman's. They all face a tough road convincing more Americans to buy lower-sugar desserts. In January, GoodPop wound down a line of low-sugar beverages — which mixed fruit juice with sparkling water — after customers said their kids didn't think the drinks were sweet enough. "We were not willing to compromise on any added sugar or any additional sweeteners," says Goetz, adding: "We have some tough times ahead, as far as continuing to reset those taste buds. But it's a worthwhile cause." Ultimately, Goetz's goal from college remains roughly the same: get GoodPop's desserts into as many new hands as possible. In February, the company landed a licensing deal with The Walt Disney Company, adding "Star Wars" and Mickey Mouse-themed products to GoodPop's offerings — a new strategy for the company to catch shoppers' attention. "The future looks like doubling down on what makes our products great," Goetz says.
