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Finovate Blog
Tracking fintech, banking & financial services innovations since 1994
Innovation and regulation are the ying and yang of financial technology in many respects. To this end, we caught up with Justin Beals, co-founder and CEO of Strike Graph, to talk about the relationship between fintech innovation and fintech regulation, and why compliance is something that successful fintechs are taking seriously.
Founded in 2020 and headquartered in Seattle, Washington, Strike Graph specializes in helping companies secure critical security compliance certifications. These are the certifications that can both impact revenue and reduce the time to close, as well as demonstrate the maturity of an organization.
Why banks and financial services companies need a compliance partner.
The challenge (for banks) is that the standards that you’re trying to meet can be complex. It’s important to not only have technology, but (also) a provider of that technology with intelligence about how to meet the standard so that you don’t essentially spin your wheels trying to do things that don’t necessarily make you more secure and don’t necessarily impact compliance.
So when revenue is on the line – and that’s what the challenge is here – being unable to represent a security posture that meets certain standards (means) you might not get that partnership, you might not get that contract … You really need to do it efficiently and effectively and be able to maintain it for a long period of time.
On the role an effective compliance partner can play to help financial services companies
I think one of the secrets about compliance practices is that if there’s some aspect of your business that isn’t applicable to the standard, you’re actually not required to be assessed to it. And so what’s really important is to customize your security posture according to the types of risk that your business is meeting in the marketplace, and then respond to those risks. Then, (you are) able to talk to the assessor and say, “hey, look, you know we don’t necessarily have this particular risk. It’s not something we solve for and therefore it’s not something we need to be assessed for.” That way you get through the compliance process as efficiently as possible.
On Strike Graph’s approach to helping financial services companies meet compliance obligations
The secret sauce at Strike Graph is that we have a very intelligent SaaS platform that helps our customers customize that particular security posture based upon the risks that are impacting their business.
This is impacting any B2B company that’s sharing data. And that’s really how we describe our marketplace. And, of course, fintech handles some of the most precious transactions and pieces of data, and they have a long history of things like PCI DSS where compliance is really important. So they really do understand the value of having a good compliance practice.
The fintech industry talks a lot about bank-fintech and fintech-bank relationships. Everyone in this industry will proudly declare how essential these partnerships are for everyone in the value chain. However, the recent introduction of crypto and decentralized finance (DeFi) is complicating things. How can a traditional financial (TradFi*) institution like a bank align itself with a DeFi startup or get involved in crypto?
For insight, we spoke with Sila CEO and Founder Shamir Karkal. Karkal co-founded Simple, one of the first digital banks, in 2009 and sold the company to BBVA in 2017. The following year, Karkal founded Sila, a company that offers banking, digital wallet, and ACH payments APIs to help companies integrate with the U.S. banking system and blockchain quickly, securely, and in compliance.
In our conversation, Karkal highlights the intersection between TradFi and DeFi and examines ways the two can work together while still regarding necessary compliance measures.
What are some ways you are currently seeing crypto businesses and TradFi organizations interacting?
Shamir Karkal: Unquestionably, crypto is becoming part of life. It is becoming part of everyday finance. We had a massive crypto boom in 2021 and now we are experiencing a crypto bust. But public markets and fintechs have performed equally as bad – or worse – than crypto. Over the last few years, traditional finance has been waking up to the crypto space. They take it seriously now.
During mid-to-late 2020, most TradFi organizations thought of crypto as a passing fad, a new dotcom boom. Today, there is no more dismissal of it. The top levels of large banks understand that crypto is here to stay – that it is an important part of the future of finance. Clearly, how this future will look in detail is still to be seen. Some TradFi organizations have embraced crypto whole-heartedly, such as Cross River bank and Silvergate bank, but there are also others still on the fence.
Crypto has scaled dramatically in 2021, which – ironically, some might say – has made crypto businesses appreciate traditional finance a lot more. They are not fans, not by a long shot. But, for example, they understand that compliance is not optional, and that one needs to comply with the law in one’s jurisdiction. As crypto businesses matured, reality has set in partially because when you‘re big, ignoring the law is not an option. In fact, crypto businesses often have a better understanding of regulations than fintechs. Because most answers are subject to change in the world of crypto, participants need to understand and follow very closely how things evolve.
Some of the largest TradFi organizations such as JPMorgan went as far as launching their own stablecoin (JPMcoin). All are going to have similar projects. In my view, big banks have no ability to compete head-to-head with anybody in the crypto space. However, they are perfectly positioned to provide services to the winners in the crypto space– to the big exchanges, the big processors. All of those firms need all the services that traditional finance provides. Providing financial services to crypto winners is where the money is to be made. The foundation of the future of finance is still the financial services that today are supporting any other businesses.
What types of partnerships do you expect to see in the future?
Karkal: To partner is in the interest of both crypto and traditional financial institutions. Crypto businesses are using traditional finance to broaden and speed up adoption of crypto services. True, a lot of people want to get into crypto. Still, everyone who does today has money in a bank account or a debit card. Even if your business is all about crypto, you need to create the bridge to allow people to move money from here to there.
When it comes to regulation, what do banks need to look for when partnering with crypto startups?
Karkal: In technology or crypto, it is often said that you need to look for teams who move fast and break things. That is not true in banking. Banks need to look for projects that have good teams, are well funded, and where teams have an understanding of the compliance issues they will face. Because you can only develop a plan to deal with problems after they are recognized. One key question to ask is, “Do you have an opinion from an experienced lawyer?”
My advice is to look for real teams with real people that are serious about a long-term relationship. Beware! There are plenty of scams out there. Don’t support people who are only interested in making a quick buck, or the next ponzi coin (a real thing).
Crypto is also fraught with fraud. There are many, many different types of fraud: fraudulent businesses, payments fraud, ACH fraud, etc. Banks have been combatting these issues longer than crypto businesses. They stand to know more about them and can help. The key is to identify crypto businesses that built out the necessary capabilities, and that get advice from the good lawyers in the space. That’s a good litmus test.
How can banks position themselves as good partners for crypto companies?
Karkal: The key is to figure out which products and services the bank is willing to offer. That sounds basic, but a bank has to ask itself if it is willing to service a crypto company. Is it ready to be their corporate bank? To do payment processing? To be a custodian for their funds, or their customers’ funds? After figuring out what a bank is willing to do, the second step is to go do it with some startups. Some banks act as if they want to partner with crypto businesses, but then their compliance processes are so onerous, it just won’t work. They end up standing in their own way. My advice is: if you’re serious, go do it with a couple of crypto companies first before making a big marketing push. If you’re successful, word will spread through Discord or Telegram channels. And, suddenly, you’ll find other projects and companies that will be coming to you.
Here is the rap. The question is really, “Can you get to the point of opening an account?” Remember: crypto businesses do not have the profile of traditional customers. It might come as a Delaware subsidiary of a company registered in the Cayman Islands with senior people sitting all over the world. As a highly regulated bank, what is your process for this setup? You need to figure out your compliance piece to make such a setup work.
I know of crypto businesses that are public companies abroad, are serious players, and yet have trouble opening corporate bank accounts in the U.S. As a bank, you need to understand that there is one thing crypto businesses don’t have: patience. They won’t wait 12 months while a bank’s internal committee rejects their application for the 13th time because they have a subsidiary in the British Virgin Islands that’s on a black list somewhere. You as a bank need to figure out this and related processes first, before your sales people are soliciting crypto businesses.
*TradFi refers to traditional financial institutions as well as fintechs.
We recently caught up with Vivienne Hsu, Chief Communications and Marketing Officer with Sokin, a U.K.-based, global financial service provider and payments company. Originally slated for our Women’s History Month commemoration, our conversation includes both Hsu’s thoughts on “the State of Women in Fintech” and gender diversity in the industry, as well as her insights on Sokin, its contributions to fintech innovation, and what we can expect from the company in the future.
Joining Sokin in 2021, Hsu was previously co-founder and Partner at Anabasis Partners, an international marketing and communications advisory firm. Before that, Hsu spent more than seven years as an executive with Cognito, a London-based PR, marketing, and communications agency.
Can you tell us a little about Sokin and its place in the fintech industry?
Hsu: Sokin is a global payments fintech that is the first to offer a consumer subscription model for unlimited transfers for a fixed fee. We believe in straightforward, transparent currency exchange and money transfers and allowing as many people and businesses to have access to the global payments ecosystem. We are ethically conscious and focused on the positive impact we can have as a business, putting financial inclusivity and eco-friendly innovation centrally to our purpose while working to democratize and simplify the global payments process.
How long have you worked at Sokin? What do you enjoy most about being a part of its leadership team?
Hsu: I’ve been with Sokin since January 2021 and enjoy being part of a very fast-paced business that is constantly growing, innovating, and evolving. I’m surrounded by hard-working and exceptionally talented people where I continue to learn so much. The leadership team is experienced, grounded, and strategic, but also fun which makes being part of it such a privilege.
What are the biggest responsibilities you have as CCMO? Are there any accomplishments as Sokin’s CCMO that you are most proud of?
Hsu: The biggest responsibilities I have as CCMO is to build the Sokin brand and keep our name front-of-mind within the global payments and innovation industry. We have an incredible story to tell – one that really holds people at its heart – and great products and services to get out to market with.
I’m immensely proud of the team we have built and how quickly we have managed to scale the Sokin brand globally. We’ve nurtured our flourishing sports club partnerships very effectively and continue to enter new markets at pace with an extremely exciting proposition.
How has the pandemic impacted the work you do as CCMO?
Hsu: The global pandemic changed how we work, but not what we need to do to deliver it. If anything, the change in working environment has forced us to innovate and collaborate in new and diverse ways. For example, as a global organization with a workforce across the world, we do not let time zones or geographies hold back progress.
Being able to build a good team culture and the creative spark is the only area which has been harder to achieve as our people are not always together. But overall, it’s not negatively impacted my role or the work we do at Sokin.
How would you characterize the “State of Women in Fintech and Financial Services” in 2022?
Hsu: The industry has improved, but there is still a lot of work to do. When I started out, it was not uncommon for only one or two women to have a seat in the boardroom. This, of course, has changed due to a shift in workplace attitudes and, as a result, we are seeing more women than ever moving up the ladder. However, this must only be seen as the beginning. It’s still not an equal men-to-women ratio, but it’s getting better.
Evidently, more attention and emphasis have been placed on supporting women in the finance industry over the years. I have seen more female leaders and experts working in finance and fintech compared to 10 years ago. It’s wonderful to see the glass ceiling starting to crack and I hope it grows in momentum.
What do you think the industry is doing right in terms of promoting gender diversity? What do we need to do better?
Hsu: I think fintech and financial services are having the conversation and pushing the agenda for gender diversity, which is really the first step. We need to get to a point where equality is part of a natural and organic system, not a forced issue as it is now – much like a box to tick.
I hope in the coming years we will not have to talk about gender diversity in the same way we do now, but instead it becomes something that’s actioned without question.
What can you do in your role as CCMO to help advance gender diversity?
Hsu: I think I can help in my role as a CCMO – and also as a senior female leader – by setting a good example, supporting, and mentoring others and driving a strong DE&I team and agenda at Sokin. Being part of a progressive and innovative company helps immensely, but also we have a culture where everyone’s opinion matters and can be shared which really can drive quick and necessary change.
It’s also about giving women the opportunities they need to succeed. The best way to create a rope ladder for other people to climb is to include them in your own journey. I’ve been exceedingly lucky to work with lots of incredible people over the years who did just that. By doing so, they pulled the best out of me which I did not see in myself. Before I knew it, I was involved in activities which, to me, seemed impossible, but those around me saw things differently. I will always be grateful for this, and I hope I can support the talent of today in the same way.
It may sound simple, but by doing so you naturally open opportunities and further responsibilities for those in your team. Providing an accessible platform to learn is fundamental in supporting others through their professional careers, especially in fast-paced industries such as fintech in which there are an plenty of chances opening every day. It’s about giving people both the confidence and, most importantly, access to pursue them.
Sokin is involved in multiple new initiatives. What excites you most about the direction of the company right now?
Hsu: I’m most excited about how the company is innovating and the way we are building our ecosystem and partnerships. It’s unlike any other organization I have worked! Sokin is at the forefront of several innovations such as taking payments into the metaverse and web 3.0, alongside what we can do with our existing and new partners.
Having only launched our Global Currency Account in August 2021, Sokin has rapidly expanded into 32 territories, and welcomed more than 120,000 Sokin customers with a further 175,000 currently on the global waiting list. At the end of 2021, we had transferred over $100 million around the world, delivered a multilingual app with five accessible languages, doubled the size of Sokin’s global workforce, partnered with five top-class football clubs including our first NFL team, and launched our exclusive sponsorship community, Sokin – Money Goals. To achieve this in a matter of months is astounding.
In short, we are leveling up global payments with the ambition to become the provider of choice for global transfers and currency exchange around the world. And I wholeheartedly believe we can and we will achieve this.
Zilvinas Bareisis is Head of Retail Banking at Celent. Based in London, Bareisis specializes in consumer and card-based payments, as well as identity and authentication. He is especially interested in payments innovation, and what he calls “the perfect storm” of competitive, regulatory, and technology developments that are shaping the present and future of consumer payments.
Embracing the open ecosystem is a really big topic right now – from open banking to embedded finance. How do you innovate around products and how do you differentiate yourself? Banks are starting to talk about their purpose, how they embrace different communities they may be serving, and how they tailor their products to those communities. Even things like crypto (are important). Twelve months ago I didn’t think retail banks should be interested in crypto, and here we are talking about that now.
On the role of enabling technologies in financial services
You really need to have the right set of technology tools – and those tools are diversifying. It’s easier now to have composable building blocks that might be coming from different parties, platforms like low code and no code that do not require much IT capability so that business users can start developing applications and, of course, the cloud. A lot of our clients are looking into how to migrate to the cloud and how fast.
On the promise and potential of embedded finance
At the heart of embedded finance is the idea that customers are out there, doing their own things and, as they do those things, they realize that there might be a need for a financial services product, which is something they can acquire right there and then. The idea itself is not new; you and I have probably bought car insurance at the same time we bought our car at the dealership. What’s changing is that there are nice, big, sophisticated digital experiences, first of all, and it’s easier now for financial services to plug into those experiences because now the technology is catching up.
Check out the rest of our conversation with Zilvinas Bareisis from FinovateEurope 2022 on what’s next in the “new normal” in fintech and financial services.
A Finovate alum since 2014, CuneXus specializes in enabling lenders to deliver personalized, mobile customer experiences while helping financial institutions grow loan volume and revenue. The company has reached more than $60 million in loans funded daily, $500 billion in client combined assets, and represented 28 million consumers in the U.S.
Last fall, the company announced the launch of its new credit and identity protection monitoring solution. The technology enables credit union members to both optimize their financial picture as well as monitor their accounts for any fraudulent activity from within the credit union’s dashboard.
We caught up with Barry Kirby, CuneXus SVP to talk about the company’s new offering and the CuneXus’ broader commitment to financial wellness.
Can you tell us a little about the decision to launch this new credit monitoring solution. Why this and why now?
The reality is that the entire banking system is backwards. Meaning this is the only industry where consumers do the heavy lifting, like applying for credit, only to be told 70% of the time that they can’t buy the product. This results in a dissatisfied customer who will most likely look elsewhere.
Moving forward, it is crucial that financial institutions strategize a new method of engaging with their customers and members through personalized offers that match their needs, especially as spending continues to return to normal. To remain a central role in their communities and the main line of financial support for their customers, financial institutions must implement a business model that promotes the importance of financial awareness and delivers customers next level services and products best suited for their lifestyle.
At CuneXus, we are dedicated to helping banks and credit unions achieve this through our first-to-market digital storefront for account holders, addressing the need for a personalized, on-demand banking experience. This storefront is empowering banks and credit unions to provide a new level of support to their customers and members, by eliminating the loan application process and offering the convenience and immediacy that they expect.
Our new real time credit monitoring solution, which is embedded within the CuneXus storefront, allows us to enter the financial wellness market and elevate the customer experience. We have traditionally provided unparalleled transparency into consumers’ borrowing power through a perpetual pre-approval process. This new product, which provides a transparent view into credit health, is a natural addition to the CuneXus storefront.
What are some of the unique aspects of CuneXus’ new tool?
Our credit monitoring solution has the ability to pull credit information from all the three credit bureaus. Our tool gives financial institutions the option to display information from any of the three bureaus (their bureau of choice), or they can opt to provide their account holders with scores from all three bureaus. This gives the consumer the ability to monitor and compare, and gives the financial institution the flexibility to provide consumers with the best loan options and highest approval odds.
Unlike other credit monitoring solutions on the market that encourage more debt, this new solution helps consumers make informed financial decisions for their futures. The CuneXus storefront is not on a mission to solicit more debt, but rather to offer an array of viable options that the consumer can choose from in their moment of need. Now, with the help of simulators, this new tool can offer account holders suggestions and advice based on their real time credit scores, empowering them to better understand their financial standings. This education component is crucial. Our well-rounded tool balances between education and offering account holders access to credit, to ensure they make the best next move for their future.
How does the new tool give users more control over and visibility into their financial health?
Imagine logging onto online banking and a loan offer with a personalized note pops up explaining how to improve your credit; or it offers details on how boosting your score by 50 points may lead to an even better rate. Financial institutions have a timely and unique opportunity here to step in and help their communities by providing alternative credit options or displaying suggestions for future financial decisions based on each individual’s real time, credit rating. This is exactly what our new tool does – displaying tailored advice and personalized suggestions based on internal data paired with real time credit scores. Account holders can view these relevant offers and advice as soon as they log onto their account and decide their next step on their own. This allows lenders to give end-users more control and visibility over their financial health and elevate consumer confidence, transparency, and awareness to new levels.
What is the advantage of providing multi-bureau information and credit scores as this solution does?
Financial institutions have the ability to either display credit scores from all or one credit bureau. However, those who choose to display more than one, give consumers the ability to monitor and compare their credit ratings and enables financial institutions to offer them the best loan options and highest approval odds. The ability to view all of this information right inside the digital storefront provides financial institutions’ account holders with a more consistent and seamless digital experience, eliminates the need to monitor them elsewhere, and empowers them to track their financial wellbeing over a period of time with ongoing transparency – all which ultimately helps them optimize their financial picture.
It’s been reported that the new solution serves as an identity theft alert system, as well. How is this so?
This credit monitoring tool has the ability to automatically identify any adjustments or changes that have been made to an account holder’s credit score, alerts the user, and automatically suggests steps to correct issues. This capability can also act as a fraud examiner by monitoring any fraudulent activity and alerting both the financial institution and customer.
The credit monitoring tool was introduced last fall. What has the response been since the launch?
We announced that we were building this tool last fall. However, it just hit the market this spring. We have financial institutions on the waitlist to launch and would be happy to offer a follow up story with any measurable benefits/results after they have gone live.
Will we see more from CuneXus on the financial wellness front going forward?
Absolutely. CuneXus makes banking simple, enabling consumers to more easily interact and transact with their institutions through digital channels. As part of our ongoing commitment to helping banks and credit unions navigate an increasingly complex and changing landscape, we recently made a few additional strategic investments in partnerships that will help these financial institutions also understand where and how financial wellness can and should fit into their digital strategy.
Recently we teamed up with Equifax to offer CuneXus credit union customers a better view of their members’ financial wellness and help ensure they are receiving the most relevant offers in a timely and effective manner. The CuneXus platform will leverage insights and predictive analytics that ‘Only Equifax’ can provide in the pre-screen and segmentation phases of the loan process, empowering credit unions to understand more intimately their account holders’ financial standing and create a new level of consumer transparency and awareness.
Another example of this is our new partnership we just announced with Zest AI, the leader in software for more inclusive underwriting. By leveraging Zest AI’s fair credit scoring model within the CuneXus platform, credit unions and banks will be able to extend firm offers of credit to more members than ever before, especially those who are often overlooked by legacy credit scoring. This enables a more inclusive underwriting process, improves consumer access to affordable lines of credit, and helps consumers on the lower credit spectrum build healthier credit scores, improving their long-term financial wellness.
The metaverse, decentralized finance (DeFi), and crypto are rising up to become some of the hottest themes in fintech this year, taking the place of AI, digitization, and customer experience.
So how should firms in the traditional finance (TradFi) realm prepare for the road ahead? We spoke with NimbusPlatform CEO Alex Lemberg to get his thoughts on the intersection of DeFi and TradFi.
What changes will we see in crypto and DeFi this year in comparison to years past?
Alex Lemberg: A month ago my answer to this question would have been slightly different than today. We still believe that a great deal of capital inflows will come more and more from financial and institutional organizations. This will cover the gambit from high net worth individuals to hedge funds and family / PE offices alike. We are now also witnessing major use cases related to regions in conflict and faced with sanctions. Also the advent of SWIFT as a new means of restrictions will make sovereign groups look closer to crypto markets as well in the future.
How can traditional financial institutions prepare themselves for these changes?
Lemberg: Financial institutions are extremely well prepared to handle both client activities in the space as well as their own. The main precursor is better understanding of filing and reporting requirements to regulators. I strongly believe that even though most of the innovations we are seeing do come from private markets, the largest impact will come from institutions beginning this year.
The U.S. recently issued a discussion paper on a government-issued CBDC. What do you envision the role of TradFi will be if the U.S. government issues a CBDC?
Lemberg: It is too early to discuss impact, as too many things are still in discussion regarding structure. It could eventually provide some upheavals in the payments space and user data controls which are both quite ripe for it.
Does the recent rise in DeFi indicate an end to paper and coin currency?
Lemberg: Absolutely not in the immediate future, nor do I believe would it be the case for quite some time. That said, let us remind ourselves that 90% of the world’s currency is digital and has been for some time. Yes, this will add to that digital transactional landscape, but certainly as an addition and not a replacement of any meaningful sort.
Finovate kicks off its African-American History Month commemoration with a conversation with Rodney Williams, co-founder of SoLo Funds. Along with company co-founder Travis Holoway, Williams was named to Cause Artist’s “40 Social Entrepreneurs to Watch for in 2022.”
SoLo Funds is a mobile lending platform that brings borrowers and lenders together for peer-to-peer microloans – with terms set by the borrower. Headquartered in Los Angeles, California, SoLo Funds has processed more than 150,000 loans and served more than 400,000 customers since 2018. The company serves as a viable, non-predatory option for the nearly 80% of Americans who live paycheck to paycheck.
Featured in Tech.co’s “Seven Tech Startups to Watch Out for in 2022”, SoLo Funds in December became the only African-American owned fintech to acquire B Corp certification. This designation, granted by global nonprofit network B Lab, is given to companies that achieve a balance between “purpose and profit.” SoLo Funds earned a 10 out of 10 for its impact business model and 4.1 out of 5 for customer stewardship. “By SoLo Funds certifying as a B Corporation, it has met the highest form of verification for its commitment to people and the planet,” B Lab U.S. and Canada Director of Equitable Growth Andy Fyfe said.
We caught up with Rodney Williams to discuss SoLo Funds and its mission to improve the lives of “responsible, yet largely ignored” underbanked individuals and their families.
What problem does SoLo Funds solve and who does it solve it for?
Rodney Williams: SoLo Funds is a solution for anyone who has ever had the need for emergency funds. The unfortunate reality is that more than 6 in 10 adult Americans can’t afford $1,000 for an emergency expense. That’s over 100 million people, and oftentimes, it is our most vulnerable communities who bear this burden. Situations like this are why payday lenders have become some of the most prevalent businesses in the U.S., outnumbering the number of McDonald’s restaurants by a factor of two.
SoLo Funds was created to provide a new opportunity for cash-strapped Americans. As a first-of-its-kind, on-demand marketplace, SoLo puts borrowers in control by allowing them to access emergency funds in an average of 30 minutes. They are entirely in charge of the terms of their loan, including how much to tip lenders and how much to donate to SoLo Funds’ operations – a portion of which now gets reintegrated to communities in need through SoLo Causes.
This is the first time a financial platform has offered borrowers a completely voluntary fee structure. We aim to become the leading financial technology company for underserved communities who have been anchored down and left without options for too long.
What in your background gave you the confidence to tackle this challenge?
Williams: The inspiration for SoLo Funds grew out of my own and my cofounder Travis Holoway’s personal experiences. There were times where our parents would have an electric bill due on a Friday, but wouldn’t get paid until Monday, so we would have our electricity shut off because we weren’t granted a grace period. Other times, our parents had to decide between paying the bills or paying to fix the tire on the car. Travis and I grew up nearly 400 miles away from each other, but the older I got, the more I realized that these experiences weren’t unique to me.
Communities share a lot of similar qualities, but never has anyone tried to scale a solution for them. This was the inspiration for SoLo Funds, and what gave us the drive to bring the intimate knowledge of our communities to the world of FinTech. What has ensued is a product and solution for everyone.
SoLo Funds recently became the only African-American owned fintech to acquire B Corp certification. What does this achievement mean for SoLo going forward?
Williams: This was a huge milestone for SoLo Funds in its development. B Corp certification represents a balance of profit and values and, as a company working to achieve a more inclusive world, this not only serves as validation that we are doing that, but it also serves as a model. Fintech is not just for corporate bottom lines; it can be a tool that can truly democratize and build generational wealth for people who have been disenfranchised for so long.
Tell us about your favorite feature of SoLo Funds platform/technology.
Williams: As I mentioned, SoLo Funds was born out of lived experiences. This is decades of knowledge poured into a platform that provides a new way for people to learn and better their lives. The most remarkable thing about SoLo Funds is that it bridges the knowledge gap between what people are told about how to manage finances, and what they really should be doing to put themselves in the best financial situation possible. Because borrowers can set their own terms for their loans, they have the power to choose what and when they’ll pay. And we’ve seen tip and donation numbers go down as borrowers progress on the platform and understand what it costs to obtain capital.
SoLo provides an opportunity for people to learn and better their lives. This is a tool that changes peoples’ lives and gives them the ability to do what they want to do. Skills are transferable. SoLo is experiential. Books only get you so far, and there is always risk. Making bad financial decisions is a part of life. If we don’t start to teach the power of financial literacy, people will fail to understand why it’s so important.
You recently announced a partnership with Habitat for Humanity and United Way. How did this partnership come about and what are its goals?
Williams: We launched SoLo Causes to build on our work to serve folks in need. For our corporate philanthropy, we wanted to choose partners that would go out and do good in the communities in which our users live. Our first non-profit partners, United Way and Habitat for Humanity, match our values and impact our users’ communities. The program is dedicated to reintegrating potential profits into the communities that need it most. SoLo has committed that by 2023, 100% of our donation revenue will be distributed to non-profits. Ultimately, the goal is to reinvent how the system works for people. Once someone who lives paycheck to paycheck can stop worrying about paying for their next utility bill or fixing a leak in their home, they can start to build their lives and their wealth.
As a founder, what do you think is the most important factor when it comes to building a strong team?
Williams: A strong team has to be able to complement each other through their strengths, weaknesses, backgrounds, and experiences. This is the key not only to building a strong team but, at SoLo, this also is the key to building a team that provides the best services to our users. We believe that in order to meet our users where they’re at, we have to understand their needs and how they operate. SoLo users come from diverse backgrounds – nearly 60 percent of them identify as a minority, 60 percent report being female, and 40 percent of borrowers are low-income. Too many companies have tried to put these people in a box, forcing top-down approaches that are really the same traditional financial services repackaged. If we don’t create a team that can identify with the lived experiences of these people, then we will ultimately fail as a company trying to help them.
What can we expect from SoLo Funds in 2022?
Williams: SoLo Funds will continue to build a mission-driven business. Our B Corp announcement and the launch of SoLo Causes have solidified our commitment to underserved communities, but it’s just the beginning of what we have to come. We are working on a series of new banking services which we will gradually roll-out. These are meant to offer users the ability to build and sustain credit where they were previously excluded in the traditional financial system. Additionally, we are excited to launch a global mission. The United States isn’t the only place where access to emergency funds is an issue. We plan to launch SoLo Funds in our first global market, increasing financial accessibility for millions.
Making its Finovate debut nearly seven years ago (as 3E Software), Teslar Software has become a valued strategic partner for community financial institutions across the United States. The firm’s portfolio management solutions aggregate and automate both lending and deposit operations into a single system, enabling them to scale and enhance processes throughout the institution.
Just this week, the Springdale, Arkansas-based company announced its latest partnership, teaming up with Tennessee’s Legends Bank who will use Teslar’s full suite of automated workflow and portfolio management tools to streamline and centralize its commercial lending business. Legends Bank joins The First, Jefferson Security Bank, and Bank First – community banks that have announced collaborations with Teslar over the past few weeks and months.
We caught up with Teslar Software’s Solutions Specialist, VP, Amy Berger to talk about the company’s recent progress in helping banks improve their commercial lending operations, and which trends in financial services she expects to dominate in 2022.
Tell us about yourself and your experience in financial services.
Amy Berger: My experience in financial services has been in the banking industry, with a focus on business lending. I began my career with a commercial finance company, but have spent nearly the last 20 years in community banking. I’ve worked as a commercial lender, in credit administration, SBA lending management, and have extensive M&A experience. I’ve consistently been active with the credit system side of things.
I first became acquainted with the fintech space when centralizing commercial and consumer lending functions for a bank. That was actually the first time I came in contact with Teslar Software, a provider of portfolio management tools that aggregate and automate lending and deposit operations for community financial institutions. Years later, and I have come full circle, joining Teslar Software as the VP, solutions specialist.
What are the biggest challenges and opportunities facing business lending today?
Berger: The most notable business lending challenges and opportunities fall into the same bucket: the need for community banks to understand the needs of and be responsive to their customers and businesses within their communities. This raises potentially tricky questions such as how to efficiently provide those services while still delivering speed and a high touch service approach for your customers.
Bankers were forced to really address this question head on over the last two years and many have embraced technology in meaningful ways. With modern technology, banks are discovering how to provide both convenient, digital experiences and a personal connection to customers within commercial lending. I only expect this trend to grow this year and beyond.
How does Teslar help institutions support their small businesses?
Berger: Teslar Software aggregates and automates lending and deposit operations processes into a single system, enabling institutions to improve efficiencies and seamlessly scale. With Teslar, banks are able to spend less time on tedious, paper-based processes and more time growing their portfolios and building more meaningful customer relationships.
Teslar is laser focused on helping institutions provide a fully digital experience across commercial and SBA lending. We truly believe there is a significant market gap here and, if approach correctly, such digitization can empower banks to grow and compete with greater visibility and speed.
What advice do you have for women looking to grow professionally in this male-dominated industry?
Berger: Stay true to what you’re passionate about and don’t be afraid to contribute. Ask questions. Raise your hand. Use your voice. This may sound quite simple, but it can make all the difference for women looking to grow and thrive in the industry.
What financial service trends can be expected in the new year?
Berger: Thanks to the range of options made available by fintechs, digitization is no longer just for the large national banks; it’s now within everyone’s reach. It’s prime time for community and regional banks to fully embrace digital transformation wherever they can. To effectively do so must involve integrating systems to streamline business processes and deliver products and services quickly. The community banking space has proven time and again the value they provide, and I don’t expect that momentum to slow down any time soon.
Finovate Research Analyst David Penn sat down with Simon Marchand, Chief Fraud Prevention Officer atNuance to talk about the current state of financial crime, what banks are particularly worried about, and the benefits of using voice as a key biometric identifier in the authentication and verification process.
“What I focus on is making sure that Nuance’s voice biometrics technology can be applied very specifically to track down fraudsters. One of the main challenges when you try to stop any kind of fraud is finding the human beings that are pretending to be someone else. What we do is identify the human beings (which) allows fraud teams to find the fraudsters themselves and prevent fraud much more easily and much more effectively. I’m here to make sure that Nuance’s expertise is applied in the best possible ways to stop and prevent any kind of identity crimes.”
On the top concerns for financial institutions when it comes to identity crime in 2022.
“The first is that we’re still going to have a lot of employees working from home … If you’re working from home, you’re not only easier to manipulate and socially engineer from a fraudster’s perspective, but also you’re alone, unsupervised, and have access to a lot of very sensitive information. Banks are very concerned about how they can protect their customers privacy and personal information as effectively in a work from home environment as they would do in an in-person environment.”
“The other big threat is that fraudsters are quite significantly shifting to account takeovers and subscription frauds – very identity-focused crimes. They have adapted very, very rapidly during the pandemic and they have seen that it’s very profitable to focus on those specific attack vectors. They are moving away, especially in the U.S., from those card-not-present kinds of fraud, card skimming, and all these things that we have been fighting for a couple of years, and it looks as if 2021 is on track to be the worst year in the past 20 years when it comes to the number of identity theft victims in the U.S. So fraudsters are moving toward (the new crimes) and we need to move quickly if (we) want to make sure that we’re protecting our customers.”
“Banks are recognizing that there is a wealth of data and predicative analytics that can be used to curb future risks, but it’s all about how easily their teams can get access to it.”
Christian Lewis, Client Director of Financial Services, Unqork and Joe Lichtenberg, Global Head of Product and Industry Marketing, InterSystems, join Finovate Analyst David Penn to discuss how to cut down on latency in getting information and data to the right people, how to help organizations become more agile, and how to accomplish both goals while using fewer development resources than you might expect.
Supporting more than 30,000 advisors, representing more than three million end-investors, and servicing more than $1 trillion in assets across its platforms, intelliflo has delivered SaaS-based solutions for the financial advisory industry since its founding in 2004.
Headquartered in the U.K. and recognized as one of the leading technology platforms for financial advisors in the country, intelliflo announced earlier this year that it had successfully integrated five advisory solution businesses – Jemstep, Portfolio Pathway, RedBlack, i4C, and intelliflo U.K. – under the Intelliflo brand. The move to consolidate its advisory services was designed to enable the company to better compete with rivals like Finovate alum Envestment.
We chatted with Jennifer Valdez, intelliflo’s President of the Americas, to discuss the company’s rebrand and how the wave of digital transformation has impacted the financial advisory space. We also talked about the role of women in financial services and the importance of changing mindsets as a key step on the path toward positive change.
What was the driving force behind intelliflo’s recent rebrand?
Jennifer Valdez: Earlier this year, Invesco brought together its five separate software businesses to form the new intelliflo, a single, API-driven platform to run the end-to-end advisory experience. intelliflo’s technology is comprehensive, representing a broad spectrum of capabilities including financial planning, practice management, digital account opening, reporting, as well as trading and rebalancing capabilities. The open architecture drives new levels of flexibility, efficiencies, and personalization across financial advice, empowering organizations of all sizes with digital tools to better serve modern investors and widen access to financial advice. intelliflo supports over 30,000 financial advisors worldwide, representing more than three million end-investors and over $1 trillion in assets serviced on the platform.
What tips do you have for clients beginning to embark on digital transformation projects?
Valdez: Before starting any major digital or business transformation project, it’s critical to pause and really think through the pain points you’re trying to solve. This includes listening to your internal team members, advisors, and clients. Technology simply for technology’s sake won’t be effective or productive; you must be solving a true business problem that will move the needle and better position your organization for meaningful change and success. Once that direction is clearly defined, then it’s time to engage your technology partner(s) to ensure you are fully maximizing technology to support your future vision.
Why is it so important for women to have a seat at the table? What steps can individual organizations and the industry as a whole take to ensure greater representation?
Valdez: Representation matters, and in order for organizations to accurately and comprehensively represent all audiences, these groups must have a voice (and vote) when making decisions. This doesn’t mean just women, but all traditionally underrepresented groups such as people of color and those in LGBTQ+ community.
As a collective industry, we can all choose to do more to raise awareness against bias and stand up for equality, giving everyone an opportunity to thrive. Challenging current mindsets is the pathway to driving positive change.
How have the last 18 months changed the industry?
Valdez: The past year and a half have significantly impacted the financial advice space. Financial advisors are not regularly sitting across the desk from their clients, which challenges them to determine how to continue to meet investors’ needs and help improve their overall financial health. At the same time, investors are increasingly wanting tailored advice, so financial advice professionals are being challenged to deliver a high level of service in a new digital way.
While this has been difficult, it’s also created an opportunity for the industry to embrace modern technology in new ways, digitizing workflows and back-office capabilities to help increase efficiencies and reduce costs. Streamlining the advisory experience in this way is not only beneficial for the financial advice professionals, but also the end investors – it enables quicker, more transparent communication and collaboration all around, while also driving greater personalization.
Can you share a recent professional accomplishment and/or a goal you hope to accomplish?
Valdez: Being asked to lead the Americas for intelliflo has been a significant personal milestone. I’ve always recognized the importance of financial advice and have been passionate about helping investors strengthen their financial wellness. In my role, I get to lead an amazing team that executes on our company’s mission to widen access to financial advice.
At intelliflo, we firmly believe that financial advice should be accessible to all, not just the wealthy. That’s why we’re dedicated to providing the digital technology necessary to make this a reality, helping advisors improve the financial lives of their investors. I’m excited for what’s to come.
How do you see the advisory experience evolving this year and next? What role does technology play?
Valdez: Looking toward the end of this year and into next, I expect more financial services firms to embrace a hybrid advice model, a strategic, flexible mix of digital and human advice. Such an approach enables advisory firms to meet investors whenever and wherever they want to be met, while also allowing these firms to deliver products and services more efficiently and effectively.
Another significant benefit of a hybrid advice model is the ability to close notable product gaps. Many firms have clearly defined offerings for those who want full advice and for those who are primarily self-directed, but more choice should be made available to those investors that fall somewhere in between. With a hybrid strategy, financial services firms can cost effectively provide products and services that meet the needs of every investor on the continuum – and in their engagement models and delivery channels of choice.
Technology is key to making the shift to a hybrid model successful. More firms will forgo bespoke software solutions in favor of a single platform that can support the end-to-end advisory experience, allowing them to boost efficiencies. Leveraging open architecture and sophisticated APIs will be critical in helping to optimize margins, reduce costs, and enable greater personalization across the advisory experience.
Founded in 2010 by Anthony Thomson and Vernon Hill, Metro Bank was the first new high street bank to go live in the U.K. in more than 100 years. Currently led by CEO Daniel Frumkin, the institution offers banking services to both retail and business customers, buttressed by its acquisitions of SME Finance in 2013 and of the loan portfolio for P2P loan marketplace RateSetter in 2021.
We caught up with Sophie Gorman, Lead Product Owner with Metro Bank to learn more about how the institution leveraged its hybrid, digital, and physical model to better serve both individuals and small businesses. We also asked Ms. Gorman about the meaning and importance of agility in banking and what women can do to succeed in the male-dominated world of finance.
Tell us about yourself.
Sophie Gorman: I have worked in the financial services space for almost 10 years, spanning roles at several banking organizations in the U.K. like Silicon Valley Bank and Lloyds Banking Group. During this time, I gained valuable experience across a wide range of customer segments and channels.
For the past three years, I have been a part of the Metro Bank team. Metro Bank is the first new retail bank in the U.K. in over 100 years; we launched in 2010 and now serve more than two million customers with leading banking services. At Metro, we’re bringing together digital and physical experiences to provide a personalized approach to banking, challenging the big banks and traditional players.
I’ve worn several different hats at Metro, and I now serve as lead product owner. I am responsible for delivering new digital products and services across our mobile and online banking platforms to help small businesses manage their finances. I am excited to continue to build out Metro’s business banking division, delivering value to our customers by leveraging existing and new technologies to make their financial lives easier.
How can banks embrace agility from an organizational level?
Gorman: It’s easy to believe your institution needs to deliver every feature from day one, but such thinking is actually counterproductive to embracing an agile approach. It’s important for banks to be able to pivot and tweak their offerings based on factors like user feedback, market research, and usage trends from the get-go. Such an approach to agility ensures the organization can evolve and innovate more quickly, ultimately proving to be more helpful for developers and stronger for overall team morale.
How do you support small businesses, especially those who aren’t ready to work with accountants?
Gorman: We are committed to empowering small businesses with easy, convenient digital tools to manage their finances. Recently, we’ve been focusing on providing internal bookkeeping capabilities to help businesses that may not work with accountants. One of the services our partner Sensibill provides is digital expense management, which helps our small business customers digitally capture, store, and organize their business receipts with plans to expand the services to include invoices.
The spend data captured by Sensibill helps us know and understand our customers better, which allows our bank to surface more relevant products and services based on their unique business needs. We are committed to leveraging this data to enrich our customer segments and deliver services to help our business customers grow. Our data is starting to demonstrate insightful trends that can help inform decisions.
I’m especially excited about our team building open banking APIs to allow customers to integrate transactional data with their accounting providers. With this functionality, customers can seamlessly share transactions in real-time. And as these businesses grow and become more sophisticated, they’ll be able to easily take advantage of additional tools.
Tell us about Metro Bank’s hybrid model.
Gorman: Metro Bank is bringing together digital experiences and the physical stores to provide our customers with the best possible experience for their individual needs. We recognized that customers still craved face-to-face interactions with our store colleagues and Local Business Managers in certain instances, but still wanted the optionality and convenience for digital at their fingertips. We’re in a unique position because Metro isn’t a true neo-bank, but it’s not one of the U.K.’s Big Four either. We’ve been in the market for a little over 10 years, so we’re still relatively young and growing quickly. It’s been a fun ride so far, and I can’t wait to see what comes next.
How can women grow within organizations?
Gorman: For women looking to grow in the banking or technology space, I’d encourage them to lean into their transferable skills. Oftentimes women make the mistake of thinking they have to fit into a certain box based on their current role, making it difficult to transition into other roles or find opportunities in a new area. But by nurturing and harnessing those transferable skills, women can gain the confidence to apply their knowledge and diverse skill sets to other areas, continuing to deliver value to the organization in new ways and grow.
I’d recommend finding a mentor in the organization with influence outside of your immediate team to provide you with visibility and push for opportunities that will stretch you. This helped me transition into a more technology based role. I also loved reading Viv Groskop’s How to Own the Room: Women and the Art of Brilliant Speaking which has some fantastic practical tips for those suffering from the dreaded Imposter Syndrome.
