Folding the world’s largest ATM network into NCR.com — by Q2, under budget.

NCR acquired Cardtronics in 2021. Cardtronics was the largest ATM network operator in the world, and it arrived with a full digital estate — a live customer-facing website, marketing automation, content programs, and a multi-language presence built for financial-institution and ATM-operator audiences. None of it ran on NCR’s systems, and none of it was going to stay that way.

The acquisition created a clock. Cardtronics.com was still live, still carrying real customer traffic, and still operating as a separate brand on separate platforms. Every day it stayed that way was a day the acquisition story didn’t land, a day two parallel digital operations ran at once, and a day Cardtronics-branded content competed with NCR’s platform narrative. The 2022 plan made the timeline explicit: convert Cardtronics.com by Q2. That was not a suggestion.

My team owned the migration. That meant inheriting everything Cardtronics had built — web presence, Marketo Engage instance, contact database, analytics, translation infrastructure — and moving all of it into NCR’s systems without dropping the customer experience on the way across.

The scope broke into four workstreams: content and web build, Marketo Engage migration, analytics migration, and translation and localization infrastructure. Each carried its own vendor dependency, its own technical complexity, and its own timeline risk. Running them sequentially wasn’t an option — Q2 was fixed — so the real work was orchestrating four parallel tracks without letting any one of them become the thing that slipped the date.

The translation piece was the least defined. Cardtronics operated in multiple markets, and NCR’s multi-language needs were expanding, not shrinking. I opened a competitive procurement — Weglot against Transperfect and Lokalise — judged not just on migration fit but on total cost of ownership, because we were buying infrastructure, not a one-time tool.

Migrating a live Marketo Engage instance is not a lift-and-shift: contact records, program logic, lead flows, and scoring models all carry dependencies that break in transit if you don’t map them first. I brought in Convincify, and the scoping work they did up front is what kept the project from expanding mid-stream. On the web side, Edgar Allan ran content discovery and the localization engineering in parallel.

We ran all four workstreams in parallel, each under separate vendor ownership. Edgar Allan handled content discovery and localization-infrastructure engineering. Convincify executed the Marketo Engage migration. Weglot won the translation procurement and was implemented as the ongoing platform. Analytics tracking moved from Cardtronics’s systems into NCR’s Adobe Analytics stack as part of the web build.

The Cardtronics.com content was rebuilt into NCR.com with the Cardtronics audience in mind. The CMPA goal was a 20% lift in network traffic over the old site. The migration hit Q2.

The cleaner outcome than any single figure was the process itself. The Cardtronics migration became the live application of NCR’s formal M&A marketing-integration framework — a repeatable approach to brand integration, content migration, and digital-asset rationalization for every acquisition that followed.