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Finovate Blog
Tracking fintech, banking & financial services innovations since 1994
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.
We sat down with Stephanie Balint, Head of U.S. Strategy & Operations with N26 Inc. in New York, to talk about her experience in the fintech industry, and the continued evolution of technology to solve old and new problems for consumers, and create new opportunities we have yet to think of.
How you get involved in fintech?
Stephanie Balint: I got involved with fintech very early on in my career. Right out of college, I started working in investment banking, and one of my first areas of coverage was fintech, which included players within market structure, exchanges, trading, and technology platforms. By covering that space, I learned a lot about the industry, and eventually moved on to work for a fintech company because I wanted an opportunity to have direct impact in day-to-day operations and scaling fintech businesses. One of the reasons this industry stood out to me is because of the unique aspects of the business models; unlike consumer retail businesses, fintechs are less subject to short-term trends and the whims of consumer demand, and have higher margins and therefore more scalable and profitable economics.
How have you seen the industry change across your career?
Balint: I have seen the industry change immensely over the past 10+ years. When I was first getting started in 2009, there was much more of a focus on established and mature companies who were utilizing older, legacy tech stacks and serving traditional financial institutions, but starting to do so in more tech-forward ways. Over time, I saw an evolution begin to take place with lots of new entrants in the space trying to better serve retail and commercial customer needs by replacing legacy tech. It was incredible to see so many talented people, who had previously worked at older financial institutions, come back to identify a problem in the space and propose new solutions that would eventually improve financial services as a whole and bring it into the modern age.
There have been so many interesting companies founded over the past 10+ years. Many of the small fintech concepts I was watching during my banking career have grown significantly, including neobanking. This was a category that was barely considered or on the radar, and now is its own massive category within fintech – with no signs of slowing down. Q2 2021 was the largest quarter on record for fintech with nearly $31B invested worldwide across 657 deals.
Some of the innovations I’m most excited about are around what I call the “plumbing” of financial services. Things like enabling faster payments, like ACH payments, foreign money transfer, and trade settlements. A lot of companies – like Plaid, Orum, or Wise – have already brought forth incredible solutions. Behind the scenes, as a consumer, you would never know what is driving your ability to get money faster or facilitate complex transactions.
Can you tell us a bit about your current role? How is your company impacting the future of fintech?
Balint: In my current role, I am the interim GM of N26 US. With that, I oversee our operations in the U.S. market, focusing primarily on the strategic and operational side of things. This includes working closely with our legal and compliance team to manage critical business partners, selecting new partners, and overseeing customer service and banking operations. A large part of my role is creating a shared strategic vision for the entity to work towards, as well as developing roadmaps and long, medium, and short term goals to achieve our vision in the U.S.
Where do you see fintech heading in the next 12 months?
Balint: There is a very strong appetite from investors who are trying to find the interesting companies that will rise to the top. I believe there is still a huge opportunity in the “plumbing” side of financial services, particularly with B2B businesses who are working to do things like speed up payments, improve infrastructure, and provide solutions to help globalize money movement. Generally, these businesses are working to bring financial services into the 21st century and it’s fascinating to be a part of this evolution.
What more do you think can be done to support women in fintech?
Balint: At an entrepreneurial level, I think foundational change needs to occur. Encouraging female founders by providing access to capital is essential to helping generate a more diverse fintech startup economy. The issue is that historically women have been underrepresented within VC investing. There are generally not many women in VC investing, compounded by not enough representation and funding of women at a founding level, which in turn leads to underrepresentation of women in fintech across all levels over time.
Within startups, I think it’s important that leaders take steps early on to build out a team that ensures diversity across all facets of the business. Seeking individuals with various social and economic backgrounds will ultimately contribute to a stronger and more inclusive product and diversity of thought within and across teams.
For individuals, I think having strong mentorship from other influential leaders is key to building a strong supportive network that will pay dividends throughout your career.
Where did you find support in the fintech world?
Balint: I had a lot of support early on in banking. As the only revenue-generating female senior managing director, and the only one in an advisory role leading fintech as a practice, my mentor in investment banking took a keen interest in me and helped me to build my network and coverage area to do things earlier in my career than I would have been able to on my own.
Once I moved directly into fintech, I found most of my support from other peers, not necessarily women. Especially at N26, many of the early employees at the company were like-minded and we found similar comradery in terms of drive, motivation, intellect, and general interest in how to navigate a small and growing organization, think critically about things, handle tough negotiations, optimize contracts for best possible terms, and build the team. I found that support from early employees who had gone through it together with me incredibly valuable as I grew in my own career.
What advice would you give to women starting their careers in the industry now?
Balint: First, know your worth. Figure it out early and don’t be afraid to ask other people you know in the industry for comparisons/benchmarks. Demand the pay you deserve and don’t be afraid to negotiate.
Second, invest your money early and often. You may make the same salary as your peers, but if you don’t put your money to work, you’ll be left behind in the long term in terms of wealth creation.
Last, don’t be afraid to ask for things you want. I feel strongly about the “don’t ask don’t get” approach. Ask for a seat at the table, to be included in meetings, for someone to mentor you … what’s the worst that can happen? You can always move on from a rejection but you can never get back a missed opportunity.
As part of our #womeninfintech series, we spoke with Karen Gordon Mills, a Senior Fellow at the Harvard Business School and a leading authority on U.S. competitiveness, entrepreneurship, and innovation. She details her perspective and experience with small businesses and lending, and highlights several other women leading the charge to create a better future with fintech.
How did you become interested in fintech?
Karen Mills: My interest in fintech grew out of my work with small businesses.
As Administrator of the U.S. Small Business Administration (SBA) from 2009 to 2013, I had a front-row seat to the challenges that small businesses face when accessing bank capital. Getting a loan is an onerous process even for the most creditworthy small business owners. It often involves carrying stacks of paperwork to a local bank and waiting months for a decision. That’s because for banks, lending to small businesses is actually pretty hard. They tend to lack complete information about the business that would allow them to determine profitability or cash flow, and since small businesses are such a heterogenous group, it’s difficult for loan officers to develop expertise in a specific sector. These frictions have led to a credit gap, especially among the smallest and most vulnerable businesses.
The traditional lending process wasn’t working for this critical part of our economy. Yet it had been this way for decades and only started to change in the late 2000s, around the time I was at the SBA. That’s when a wave of new fintechs entered the market. The fintechs gathered nontraditional data streams from their small business customers (like daily transactions) to get around the lack of information, integrated them using application programming interfaces (APIs), and deployed machine learning tools to quickly generate insights about the business and automate loan decisioning. All of a sudden, small businesses could submit applications, receive decisions, and find new funds in their accounts in a matter of days.
I thought fintech’s potential to transform small business lending was so transformational that I wrote a book describing its evolution and possible outcomes: Fintech, Small Business & the American Dream. I’ve continued to speak about and research fintech developments in my current role as a Senior Fellow at Harvard Business School.
How have you seen the industry change across your career?
Mills: Lots of people initially thought the fintechs would knock traditional banks off the map. But that hasn’t happened. Although banks might be less nimble or tech-savvy, they have established customer bases and low-cost capital—which most fintechs don’t. One big change we have seen in recent years is a rise in bank-fintech partnerships, with each seeking to benefit from the other’s strengths. Another important development is the presence of Big Tech companies, like Apple and Amazon, whose wide reach and ability to create seamless user experiences allow them to make rapid and large-scale inroads with small businesses.
The pandemic has obviously brought massive change over the last year, and accelerated the uptake of digital technologies for both lenders and borrowers. The Paycheck Protection Program (PPP) played a key role, pushing banks to overhaul their systems and get money out the door at an unprecedented pace. Fintechs were especially important in distributing aid dollars to the smallest businesses, and they may be able to leverage that success into new customer relationships. Meanwhile, with more and more activity occurring online, small businesses will likely adopt new digital tools to serve their various needs—in everything from lending to advertising.
How have you seen female leadership influence the fintech space, particularly around small businesses?
Mills: Women have developed some of the most transformative and innovative fintech solutions that I’ve seen for small businesses. For example, Kathryn Petralia co-founded Kabbage, a company that pioneered the use of alternative data and machine learning to automate small business lending. As the head of Square Capital, Jackie Reses built out Square’s similarly data- and technology-driven strategy for providing small business loans. Both of these women, and many others like them, have created crucial new opportunities for small businesses to grow and thrive.
Women’s leadership has also been influential in other, related spaces. In traditional banking, women like Jill Castilla, the CEO of Citizens Bank of Edmond, a community bank in Oklahoma, are spearheading digital transformations intended to provide better service for small businesses. In academia, female economists like Professor Sabrina Howell of NYU are doing crucial research around fintech’s impact on small businesses—including demonstrating how fintechs like Kabbage and Square played an outsize role in delivering PPP funds to minority-owned businesses during the pandemic.
What more do you think can be done to support women in fintech?
Mills: First and foremost, we need more women in fintechs, in banks, and in the research and policy areas too. There are talented women coming up in banking and in other areas of finance who will push the industry to adopt more innovative solutions.
And, yes, there are things we can do to help. Investors need to funnel more money to female founders in fintech, and established companies and organizations need to implement better recruitment and selection strategies. There are brilliant, highly-qualified women out there who may well have the next big idea or innovation for small business customers. We just need to be more deliberate about bringing them on board and promoting them to the highest leadership levels – in ways that account for the biases and obstacles that women often face.
We also need to be aware that simply recruiting more women isn’t good enough. It’s crucial to actively foster cultures of diversity, equity, and inclusion that provide women—and all underrepresented groups—with the resources and opportunities they need, and with an environment in which their contributions are valued. Organizations that do this well will be more successful in innovating and winning in a rapidly changing environment like the worlds of banking and fintech.
What advice would you give to women starting their careers in the industry now?
Mills: Fintech is a great industry to be in. Traditional banking is being challenged and organizations are more open to innovative thinking – because they have to be. Female leaders are most often excellent problem solvers. The solutions that fintechs put forward are game changing. Better access to capital can have a significant impact on the success and wellbeing of small business customers, and on the American economy.
My advice to women is that this is a critical time to get involved. Work to build a new environment that closes gaps in the market and improves access and opportunity for a more diverse set of small business owners. Get engaged, build relationships (and help each other out), pursue your ideas, and stay committed to your goals.
The payments space is one of the areas within fintech that has benefitted from the acceleration in digital transformation trends over the past year. And within the payments industry, innovation in billpay has been especially vigorous, as a growing number of individuals and businesses turned toward digital channels to make and receive transactions during the COVID-19 crisis.
We caught up with Anne Hay, Head of PayNearMe’s consumer research initiative, to discuss the company’s new collaborations with Green Dot and Walmart, as well as PayNearMe’s findings from a study of consumer payment preferences the company launched earlier this year. Have consumers become more or less interested in digital payment solutions since the pandemic? And what can financial services organizations do to take advantage of these trends? Anne Hay explains.
What problem in the payments space does PayNearMe solve? And for whom does it solve it?
Anne Hay: Today’s consumers are used to making quick, easy payments when shopping online or sending money to friends, and they now expect that same level of convenience for all their payment interactions.
PayNearMe clients are largely recurring billers, such as consumer lenders, mortgage companies, municipalities, and iGaming operators, and we are helping them bring that frictionless, flexible payment experience to their customers.
With PayNearMe, their customers can choose how, when, and where they want to pay. For instance, they can pay with all major payment methods including cards, ACH, and mobile-first payment methods including Google Pay and Apple Pay, as well as with cash at more than 31,000 retail locations, including 7-Eleven and Walmart.
This focus on the customer payment experience is crucial as it is often the most frequent touchpoint our clients have with their customers. Our modern payment experience platform is also the first to enable our clients to fully own the customer payment experience — from facilitating transactions across payment types and channels, to sending payment reminders, to analyzing data for business insights.
PayNearMe recently announced an expanded partnership with Walmart and Green Dot. Can you tell us more about this collaboration?
Anne Hay: PayNearMe is rethinking payments with an emphasis on the payment experience, customer satisfaction and, of course, increasing our clients’ ability to get paid reliably. This expanded partnership with Green Dot makes on-time bill payment more convenient by bringing easy cash payments to the same location where customers do their everyday shopping. Now millions of consumers who prefer to — or need to — pay in cash can quickly and easily pay their rent, car payments, and utility bills at Walmart.
Customers simply show their scannable PayNearMe cash barcode on their smartphone to an associate in the Walmart MoneyCenter, pay with cash, and collect a receipt confirming that the payment is complete.
The expanded partnership with Green Dot adds participating Walmart locations across the country to our ever-expanding electronic cash network, and we expect to launch additional retailers in the near future to extend the convenience of our cash pay experience to our clients and their customers.
Enabling cash payers is a strategy that can help retailers, such as Walmart, bring more shoppers into their stores on a regular basis. Each visit to Walmart to pay a bill presents an opportunity for these customers to make additional purchases.
PayNearMe recently took a look at consumer preferences with regard to modern billpay options. What were the top takeaways from that survey?
Anne Hay: With all the innovation going on in e-commerce and peer-to-peer payments, we wanted to better understand consumer expectations around bill payments. There’s already a lot of research and data out there about how consumers are paying bills, but we wanted to ask consumers about what would make their bill payment experience easier.
Overall, the study uncovered a significant disconnect between consumers and businesses regarding how consumers want and expect to pay their bills, and the current bill payment options offered by most businesses today. About 75% wish managing and paying bills were easier, with 38% even preferring to do laundry over paying bills.
We found three big issues that need to be addressed.
Billers are slow to offer bill payment choices consumers have come to expect in other facets of their lives, such as Venmo, PayPal, and Apple Pay.
Consumers are struggling with disorganization, and it’s causing bill payment problems, including late payments.
Accessing bill payment information and paying bills is a cumbersome and difficult process for a good portion of those surveyed.
A couple of interesting and surprising findings were the number of consumers, especially young adults, that call in, likely when they are not able to seamlessly complete their payment transactions on their own, and the number of respondents willing to use QR codes to make bill payments.
Respondents said that the billpay experience itself was a more significant stressor than the fear of not being able to pay the bill. What does that tell you? Where is the experience going wrong?
Anne Hay: According to the bill pay study, nearly 1 in 3 adults revealed that paying bills causes them stress and anxiety. Surprisingly, for 70% of them, it’s not because of money issues.
Remembering logins, passwords, and account numbers top the list of what makes bill payment cumbersome. Keeping track of payment due dates is challenging for 41% of those surveyed, especially for younger adults. 30% cite having to navigate poorly designed biller websites and 26% report manually entering payment information further add to consumers’ dissatisfaction with their current bill payment experience. This expectation mismatch is not only potentially damaging billers’ relationships with their customers, but it is also hurting their bottom line as these frustrations can lead to late or missed payments. In fact, more than half of the respondents paid at least one bill late during the past 12 months.
This finding shows just how important focusing on the customer experience is and how much that experience is shaped by expectations. Even though consumers have the financial ability to pay their bills, they are still stressed because the bill payment process is not as seamless as making an Amazon purchase or paying a friend with Venmo.
The survey suggested that nearly a third of respondents saw mobile payment options as key to easier billpay. What are the obstacles to broader mobile payment adoption?
Anne Hay: One of our survey’s key findings was that billers are slow to adopt new technology. Mindsets need to change. They are not just competing against other entities in their industry, but against the consumer experience expectations influenced by Amazon, Apple, and Uber. They are competing against fast, easy, frictionless innovation.
As payments software is not often a core capability for many billers, working with a modern, future-looking enterprise software platform partner like PayNearMe is key to meeting new customer preferences such as mobile. Not only do we offer a choice of mobile payment channel options, including pay by text, digital wallets (including Apple Pay, Google Pay and more to come soon) and QR codes, but we also incorporate the security features needed to protect mobile payments. With 38% of respondents saying they would be likely or very likely to use Apple Pay and Google Pay to pay their bills if they had this option, innovation matters. The right partner can help billers stay ahead of the latest trends and perfect the customer experience.
Given the rise of QR codes, cryptocurrencies, real-time payments, embedded finance, and more, which innovations in payments excite you most?
Anne Hay: More and more we’re seeing that the phone is primarily the way people interact with the web these days. So not only Apple Pay and Google Pay, but digital wallets as well. Apple just broke news that they signed agreements with eight states to embed driver’s licenses and IDs within their wallets; more and more, digital wallets are becoming the de facto way to handle important personal and financial matters.
Consumers are storing everything in their wallets, and this can include their bills. In fact, our survey found that if given the opportunity, 42% of consumers would be likely or very likely to use their digital wallet to store, view, and pay their bills from a single place. By storing bills in their digital wallets, consumers can access all of their billing information, including their history, which solves a key pain point our survey found.
For those living on their phones, digital wallets give them everything they need, including reminder notifications and payment channels. With a thumbprint or face scan, payment is done. It’s about meeting the consumer where they live. It’s more than just payments; it’s about making the experience as easy as possible for the customer and merchant.
