Interview Archives - Page 7 of 9

Imagination is Fundamental: A Conversation with First Internet Bank President Nicole Lorch

By David Penn Posted on August 17, 2021
Categories: Interview, Women in Fintech

This summer, as part of our Finovate Fintech Halftime Review, we helped make the case for the U.S. midwest as an under-recognized source of fintech innovation.

Today, our conversation with Nicole Lorch of the First Internet Bank is a reminder of what “America’s Heartland” has to offer in terms of leveraging technology to make online banking a reality for small businesses and families. Founded in 1999 and headquartered in Indiana, First Internet Bank was the first state-chartered, FDIC-insured financial institution to offer exclusively online banking services. At the same time, First Internet Bank has continued to emphasize the importance of personal connection and service to the community.

We caught up with Ms. Lorch recently to talk about First Internet Bank, the evolution of online and digital banking, and her goals as the institution’s new President and Chief Operating Officer.

You joined First Internet Bank as Director of Marketing at its launch in 1999. How has the idea of an “Internet bank” changed over the years?

Nicole Lorch: At the time of our launch, we operated as a direct-to-consumer bank with a fairly standard lineup of products: checking, savings, CDs, and credit cards.

While we actually were the first state chartered, FDIC-insured bank to operate entirely online, a number of competitors quickly emerged. However, many of them couldn’t make it work or were absorbed into another entity:

Compubank (Acquired by NetBank)
Netbank (Closed by OTS, 2007)
Wingspan Bank (Closed by its parent, BankOne, in 2001)
ING Direct (Divested U.S. operations, sold U.S. relationships to Capital One)
Security First Network Bank (Acquired by Royal Bank of Canada)
Telebank (Acquired by E*Trade)

Even with our early successes, many industry pundits believed that moving to more complex banking services, like mortgage and real estate lending, could not be done on a direct-to-consumer, nationwide basis. While we considered ourselves trailblazers in the new world of digital banking, it was critical that we created processes that allowed us to function in a sustainable, repeatable, and compliant way. As a result, we were able to efficiently – and profitably – become leaders in lending.

Imagination has always been fundamental to our existence. Our innovative approach to banking has continued to play an essential role in the development of First Internet Bank – and with it our ability to build a national lending platform with digital DNA behind it.

How has the challenge of educating the public about the Bank’s offerings changed from a time when there were very few if any “Internet banks” to now when the idea is more commonplace?

Lorch: One thing is certain: it is much easier for people I meet to wrap their heads around the concept of a branchless bank now than it was 22 years ago! The world has changed, and consumers have adapted and embraced the digital realm. From shopping and ordering food to conducting financial transactions, it’s all available instantly at our fingertips. But we need to remember, this is a very human business, not one that should be labeled “contactless.” We still pride ourselves in delivering the personal service our customers deserve.

Consumer demand and the way people want to access their money has moved in the direction we predicted: more electronic transactions, fewer cash-based transactions … with so few paper checks these days.

What are your first priorities as President and Chief Operating Officer?

Lorch: My new role with First Internet Bank is evolving. But our strategic agenda remains unchanged – which is good for our team because we move fast and get a lot of things done! We continue to concentrate on improving the customer experience by creating new solutions that foster greater efficiency and ease of use, strengthening our existing business and personal banking relationships, and diversifying our revenue streams. We have a great team that responds to challenges head-on, which makes achieving all our priorities much easier.

What are some of the bigger challenges that financial institutions like First Internet Bank are facing right now?

Lorch: Disruptive fintechs will continue to challenge our industry, bringing with them new consumer expectations and innovation. Fintechs have the ability to disrupt four primary categories of any traditional bank’s business: market share, margins, information security/privacy, and customer churn. However, financial institutions still maintain a greater sense of consumers’ trust.

Many fintechs do not face the same regulatory demands that chartered, insured depositories do, nor do they face the shareholder expectations of a publicly-traded company. Having a leaner virtual operation, more flexibility through not being regulated as a deposit-gathering institution and, in many cases, significant venture capital cash allows fintech startups to attract customers with competitive pricing and to move in a more nimble fashion when market conditions dictate.

We must continue to evolve and look for opportunities where they exist, to meet the changing demands of consumers. There is, however, one important area where we can continue to win: by providing great, high-touch (human) service that backs up our customer-facing technology.

What do your small business customers need most from First Internet Bank? And what kind of help do your retail customers most frequently request?

Lorch: Our customers need us to be creative. Sometimes they think they need a line of credit when they really need a term loan. Sometimes they think that they need a conventional product, when they need an SBA loan. We listen to their needs and customize our responses to their situation, instead of talking at them or selling them something they don’t need or want. If we can’t help them, we go so far as to make introductions to other financial institutions that can help them.

Most importantly, we have always believed that customers need surety of execution and respect for their time. On a loan request, a fast “no” is better than a long, drawn out “maybe.” Whether they are buying a business or a home, they need to know they can count on us to get them to the closing table – and closed – on time.

What of the popular enabling technologies have been most effective in helping First Internet Bank grow its top-line and better engage customers?

Lorch: AI allows us to leverage the data we have to acquire new customers as well as enhance our relationship with existing ones by identifying and offering products, services, features, and partnerships better tailored to their evolving needs. It also assists in fraud prevention.

APIs allow us to extend our platform and rapidly integrate new features, partnering with best-in-class service providers to create a robust, constantly-improving user experience while limiting the burden of legacy technologies and in-house coding.

What are some of the bigger initiatives the bank is pursuing this year?

Lorch: The last eighteen months have really tested our nation’s small business owners. We are poised to help entrepreneurs rebound and accelerate their growth. The pandemic pulled forward consumer acceptance of digital delivery of services by several years. We have a small window, albeit brief, to capitalize on the opportunity to layer our more than 20 years of direct-to-consumer know-how, with a next-generation user-interface, to give consumers a better way to bank.

We are growing our small business lending team while we overhaul the customer experience and our back office processes. It’s like flying the plane while we’re tuning the engine and refurbishing the cabin, but it’s necessary to ensure that our customers receive the level of service they expect from us.

Photo by Allan Mas from Pexels

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Women in Fintech: Finding Community and Investing in Social Capital

By Charlie Burgess Posted on August 12, 2021
Categories: CEO Interview, Interview, Speaker series, Women in Fintech

Our Women in Fintech Series continues with an interview featuring Pauline Roteta, Co-Founder and CEO of Pasito.

We spoke with Pauline to discuss the importance of DEI in current fintech trends, the benefits of finding one’s community, and her journey to founding Pasito, the fintech that delivers financial wellness through inclusive employee benefits.

Pauline will be joining our Women In Fintech Power Panel: Paving The Way For The Next Generation Of Female Founders & Executives – How Can We Reach A Gender-Neutral Future In Financial Services? at FinovateFall next month.

Tell us about yourself.

Pauline Roteta: I went to college to be a Civil Engineer. Growing up in a small town in Argentina, I was awestruck by the sheer size of development in New York and wanted to be part of that continuous cycle of growth. While I cherish the process thinking engineering gave me, after a couple of civil and construction internships, I was hired by Goldman Sachs for the summer and have never looked back.

In finance, I found a community of the sharpest minds tackling global challenges and saw the opportunity to effect impact at scale.

Now a decade later, I can safely say that finance has given me the development and growth I was after. I’ve been part of teams that grew multi-billion dollar businesses from scratch, led acquisitions, raised private equity funds, and I have been the most senior female investor of a private markets investment fund. In 2021, with this experience under my belt, I co-founded Pasito, a female-led fintech delivering inclusive benefits for working parents. As a founder and business leader, I am now even more excited than at the start of my career for the tremendous growth opportunity ahead for fintech companies like Pasito.

How have you seen the industry change across your career?

Roteta: So much has changed in 10 years. When I first joined BlackRock, we were focused on the European Debt Crisis and unraveling legacy portfolios from the 2008 Financial Crisis. While technology was important to the business model, most of our analysis and delivery was in person. The active-passive debate was just starting. Fintech wasn’t mainstream and wasn’t seen as a threat by incumbents.

Fast-forward to today: we’ve seen a proliferation of fintech companies that are effectively competing with long-time incumbents in wealth, banking, and payments. In the space where we are building, there has been less disruption. Plan administrators continue their manual processes. Technology looks like it’s from the first days of the internet. Customers haven’t yet been delighted. Pasito is working on changing that.

Where do you see fintech heading in the next 12 months?

Roteta: After the events of 2020, financial health and diversity, equity, and inclusion will remain top of mind for businesses and the government. We’re seeing employers treat financial and mental wellness with the same care that they treat physical health. That’s a huge win for the retail consumer and creates an opening for new business models in fintech to fill in the gap left behind by wealth management.

When it comes to DEI, we see fintech pushing the boundaries of financial product and service personalization.

While we’ve seen an explosion in fintech, it’s important to remember most of the big problems remain without a solution. The U.S. has never been more unequal. The wealthiest families, who are primarily white, own most of the stock market. Black and Latinx families have limited access to financial advice, and their assets amount to a fraction of the average American household wealth. At Pasito, we are working on closing this gap, one product at a time. Our hope is that more fintechs will build with this mission in mind, rather than continuing to develop products that solidify the status quo.

What more do you think can be done to support women in fintech?

Roteta: We have a long way to go in fintech to reap the benefits of a diverse workforce. The easiest way to begin this work is for leaders in the space – both men and women – to first look inward and ask:

What am I doing to actively advance women in fintech?
How am I contributing to female-founded and women-led companies and initiatives?
How many women are working for my company? (if the answer is not many, then ask WHY?)
How is my culture inclusive and inviting to women?

The second easiest way to support women in fintech is to simply listen. What do women need to join the industry? If you ask, they will tell you. (Hint: it usually boils down to equal pay, family-friendly benefits, and flexibility.)

Lastly, invest social and financial capital in women. Women with powerful ideas will not only increase the return on your investment, but also the overall positive impact you can have on the world.

Where did you find support in the fintech world?

Roteta: We’ve seen tremendous support from Startup Boston, Parenthood Ventures, The Capital Network, other fintech founders, and personal mentors. The insight and community from these networks have been invaluable for Pasito’s early growth stage. Our leadership team is now paying it forward to other founders, so we can collectively level the playing field in hiring, building, and fundraising.

What advice would you give to women starting their careers in the industry now?

Roteta: Be confident. Find your community. Listen to founders who have been there before. Conduct market validation before spending your money. Be selective of your investors. Above all else, stay true to your mission and values.

Photo by RF._.studio from Pexels

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Women in Fintech: “Driving Value and Generating Results” with Izabella Gabowicz of Sensibill

By David Penn Posted on July 13, 2021
Categories: Interview, Sensibill, Women in Fintech

Our Women in Fintech Series returns with an interview featuring Izabella Gabowicz, Chief Operating Officer of Sensibill.

An innovator in the field of SKU-level data insights,Toronto, Ontario, Canada-based Sensibill made its Finovate debut in 2017 at FinovateFall. At the event, the company won Best of Show for its Insights solution that helps institutions identify and act upon revenue opportunities from on- and off-card purchase data.

We caught up with Izabella Gabowicz to talk about her work with Sensibill, the importance of achieving a work-life balance, and why everyone benefits when women have a seat at the table when decisions are being made.

Tell us about yourself.

Izabella Gabowicz: I graduated from the University of Toronto with a degree in Cognitive Science and AI, and I joined IBM as a developer in 2001. During my 14 years at IBM, I had the opportunity to work in the airline, banking, and telecommunication industries, improving customer and employee experiences via technology and processes, as well as normalizing data and interfaces to connect disparate systems across enterprises.

The lessons I learned from IBM, such as the importance of value creation, helped me transition into my next role at Sensibill where I became one of the founding team members. Moving from a global organization of a few hundred thousand to a startup of five was energizing. I contributed to product strategy, built client relationships and our client success division from zero, as well as shaped the company’s vision and organizational structure. Today, as COO, I’ve been directly involved in finalizing agreements and rolling out technology to large financial institutions and core banking providers. It’s been a rollercoaster ride, but an incredibly rewarding one.

When I’m not working, you’ll find me trying to stay physically active, which is often outside in nature where I feel connected. I enjoy spending time with my family — whether that’s weekly dinners with my parents or walking through a nearby creek with my daughters. Over the years, I’ve learned the importance of making time to “refill my cup” in order to show up as my best self at work, while also approaching each new phase of my career as a learning opportunity.

What are some tips for balancing work and life?

Gabowicz: The reality is you can’t do that perfectly, and that’s okay. There’s this myth that successful women always have it all together, and that holds us back because we keep believing we should be able to do it all, all the time. Instead, let’s accept the fact that everything is a series of trade-offs. On the days that I’m pitching to an important client, I’m looking at a messy house – or my parents are helping with childcare so I can travel for business, or my partner is making me dinner when I’m putting in longer days to negotiate an agreement. Sometimes I get the balance right, sometimes I don’t. But giving myself permission to drop some of the balls I’m juggling from time to time and being kind to myself when they do has been game changing.

Why is it important for women to have a seat at the table?

Gabowicz: Businesses need to have decision-makers who reflect and represent the people they serve, which is why it’s critical for women to also be part of the teams making the decisions – at each level. While this concept hasn’t been successfully done at the top levels, technology companies are becoming more mindful of their efforts to be inclusive. Financial institutions have, however, made huge strides in including women – from the working teams that are designing the customer journeys and the leadership teams that are choosing the initiatives to be prioritized, to the board and executives who identify the strategic direction, mission, and corporate objectives. When you belong to the group that is being targeted for a product and/or service, often it can be easier to empathize with their needs and understand them. And since half of the population are women, having a seat at the table is that much more important.

For women who have a seat at the table, be yourself. There are so many of us who feel as if we have to be reserved and polished to be seen as respectable professionals. But I argue that women can be respected because of the concepts and thoughts they bring to the table, as well as their competence, while still feeling empowered to be themselves. And that might include being a little quirky and awkward at times, but that’s okay.

How can women having a seat at the table help drive personalization?

Gabowicz: The key to personalization is to avoid thinking of everyone in any targeted group as having the same thoughts, valuing the same things, and having all the same needs. To humanize the experience, we need to look at customers as microsegments. That requires analyzing additional data, aside from demographics, to inform messaging and advice. Harnessing deeper, contextual data like SKU-level insights can reveal interests, lifestyles, spending habits, and behaviors. This alternative data enables the financial institution to speak to customers on an individual level using language, messaging, and imagery that’s relevant to them, creating an emotionally compelling experience where the customer feels listened to and understood.

How can financial institutions benefit from harnessing SKU-level data?

Gabowicz: People typically don’t buy products for the sake of making a purchase; they buy them to solve a problem or satisfy a need. A financial institution has a myriad of products it can offer to its customers, involving cards, investments, loans, and so on. But the uptake won’t be there unless the institution is presenting an offer that is personalized, meaningful, and compelling to their customers, at the right time to fit their unique financial needs. If the 360-degree view of a customer is only looking at their interaction patterns, but not the details of their spending and expenses, then there is a lot of rich information being left on the table.

Such details can help pinpoint micro-moments and tailor messages that attract and retain customers. For example, the bank or credit union might see two customers spend $100 at Costco, but SKU-level data can reveal customer A might be an expecting mother and B a small business owner. Messages and interactions will need to be personalized for individual financial needs, which can look very different person to person.

What advice would you share for women professionals looking to break into the field?

Gabowicz: What’s exciting to me about technology today is that “business” and “technology” are no longer separate. It’s not sufficient to build software that just meets basic requirements. There must be value created, the experience must be compelling, and companies must consider how they position the innovation in the market, onboard users, and explain its value proposition. Today’s technology jobs are not limited to writing code but can include designing the user experience, architecting systems, creating go-to-market plans, and more.

Future professionals should not shortchange any industry experience they have already amassed, but consider how they can leverage and sell it when looking for opportunities in tech. People are graduating every day with computer science and engineering degrees, and they need to work with talented professionals who can help them build products that serve the needs of all people. Together, they can create AI algorithms that are less susceptible to bias, considering all types of people in the training set.

As I think about my professional journey, I’ve learned the following:

There is substantial value in learning and growing — anything can be attainable, and there are always multiple paths to any one destination.
We’re all humans, which means we need connection, empathy, space to be ourselves, ease, and convenience. This knowledge can apply to building solutions for customers, fostering diversity in the workforce, or encouraging women building their careers to be as kind to themselves as they are to others.
And lastly, outcomes matter. You need to consider both data and behavioral psychology when building strategies to drive value and generate results that make a difference.

Photo by Scott Webb from Pexels

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Quantum Metric on Agile Operations and Fintech Innovation

By Charlie Burgess Posted on June 3, 2021
Categories: Interview, Quantum Metric, Speaker series

The partnership between Quantum Metric and U.S. Bank was major part of the conversation on digital transformation in financial services at FinovateSpring in May. Quantum Metric, headquartered in Colorado Springs, Colorado, and founded in 2015, leverages its Continuous Product Design (CPD) platform to enable business, product, and technical teams to build better digital products faster. With partners ranging from Alaska Airlines to Western Union, Quantum Metric helps businesses access the customer insights that guide and inform development process.

We caught up with Michael Hanson, Regional Vice President of Banking and Financial Services at Quantum Metric, to find out what banks and fintechs can learn from Quantum Metric’s experience in collaborating with U.S. Bank. A textbook case of “two great tastes that taste great together,” Quantum Metric and U.S. Bank showed attendees what’s possible when companies with track records of innovation and a shared commitment to collaboration come together.

On the breadth of digital experience in financial services

When you think about digital experiences, it’s more than just a website. It can be a native application. It could be your tablet experience – depending on the demographic. It could be ATMs – ATMs are essentially a branch within a digital device – as well as kiosks in the traditional storefronts and branches that tend to be the bridge between the traditional banking relationship and a digital self-service relationship.

On the value of a company-wide embrace of agile operations

That means that marketing is now going to be agile. So instead of trying to craft some type of new product or new pitch and then releasing it out in the wild and seeing maybe in six months if it worked and delivered … No! We want to launch something, but we want to know immediately, in real-time, (and) understand if it’s working or not working, if there’s an opportunity to drive some type of improvement. It’s literally agile operations, which has been around for decades, but is now being deployed across the organization.

On the challenge of overcoming “technical debt”

There are long-term contracts and on-premises solutions that are baked into current workflows and current processes. And so as you’re learning new tricks, so to speak, (the question is): how do we quickly retool and empower our employees with the technologies that are going to support those new processes and support some of those new tricks that we’re teaching folks?

Photo by Brett Sayles from Pexels

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How Collaboration and Partnership Power Fintech Innovation: Our Interview with FISPAN’s Andrea Zand

By David Penn Posted on June 1, 2021
Categories: Alumni profile, FI.SPAN, Interview, Women in Fintech

How are banks and fintechs leveraging the lessons learned during the global health crisis to provide consumers and businesses with financial products that do an even better job than before of addressing their needs? And when it comes to innovation in technology and financial services, is disruption or collaboration dictating the pace of change?

To talk about these and other issues, we caught up with Andrea Zand, co-founder and Chief Operating Officer of FISPAN. Headquartered in Vancouver, British Columbia, Canada, FISPAN made its Finovate debut in 2017, demonstrating its cloud-based platform that leverages APIs to enable banks to deliver new business banking solutions to their corporate customers.

How are the banks you work with doing now – a little over one year after the onset of the pandemic?

Andrea Zand: Open-banking infrastructure and data sharing are helping banks and governments around the world better respond to the recovery post-pandemic. We are starting to see evidence that governments are beginning to use open banking data to help inform their pandemic responses and help small businesses. The banks we work with are feeling positive about the recovery going into 2021.

In what ways should banks expect customer behavior to change and how should they respond?

Zand: We’ve already seen that the pandemic has sped up innovation in financial services. Customers are getting more and more comfortable doing their personal banking online, and business banking customers are also turning to digital banking platforms as an alternative to in-person branch visits. Banks are struggling to keep up with this rapid shift in the types of online service offerings their clients are demanding.

Because of this, banks are looking to deploy innovations that will have an immediate impact on the client experience. This is where we see a huge opportunity with embedded banking. By embedding the banking experience inside the platforms that business customers use to run their businesses (such as ERPs or accounting software), banks are able to easily provide their business clients with a more automated and streamlined treasury management process. The banks that are ahead of the curve and partnering with fintechs like us are beginning to better understand how their customers use their products in context, allowing them to innovate smarter and faster.

Technology has moved too fast for the banks to build those capabilities themselves. The best way for B2B banks to manage the impact of rapidly evolving customer expectations is to partner with agile, innovative fintech services.

Connecting with their clients as much as possible and understanding their needs will be essential in driving the agenda for the new capabilities the banks should be focusing on. Leveraging tech and automation will manage and rise to customer expectations while still allowing for more face time during this transition period to explore and understand customers’ needs and wants.

What are some of the other challenges that banks will encounter as the recovery picks up steam – and how will FISPAN help them?

Zand: Banks will continue to be challenged by continually changing customer expectations. They will also be challenged by the need to adapt to an open exchange of data that will happen as a result of the many new fintech upstarts that are creating new business models and finding ways to better meet these changing client demands.

FISPAN helps by collaborating with FIs to understand what will make their customers happier by joining forces across all levels of the product discovery and implementation phases. Getting in front of the customers and understanding their day-to-day ERP and accounting struggles is a large part of how we meet and overcome the challenges that have risen due to the digital shift during our global pandemic. More specifically, we enable banks to extend their service offering to their business clients by embedding commercial banking applications within the organization’s ERP or accounting software.

For those institutions that engaged in digital transformations, how do they make sure those efforts truly pay off?

Zand: Continue to be open to new ways of thinking and working with new partners. In partnering, serving, or investing in innovation by way of technology upstarts, financial institutions are able to position themselves for future growth and adaptation through real-time, easy access to products, services, data, and channels. Delivering a product or service that truly resonates with their customers and meets them where they are with the current challenges they face in a rapidly growing digital market.

What does collaboration between banks and fintechs look like in a post-COVID world?

Zand: Collaboration between banks, fintech, and other providers is becoming more important as the payments landscape is becoming more complex. Banks that are open to partnering have a competitive advantage because they can provide better services at scale. Not to mention that some banks are at risk of getting disintermediated by nonbank providers for some of these types of solutions. The time that bank partners spend helping integrate their banking services into different platforms is markedly less than the time it would take for the bank to develop it themselves. That same time investment from the bank also leads to countless saved hours for their business clients, increasing their value as a business bank.

What has been your biggest professional takeaway from 2020?

Zand: If 2020 taught me anything, it was to always remain flexible and open-minded. One of the big plans we had was to go to some in-person events and start to talk face to face with end-users and really understand what kinds of pain points they were experiencing with their treasury management process. All of our events were either canceled or transferred to digital. We were still able to get the information we needed from customer interviews and case studies, but it just goes to show that sometimes your best-laid plans aren’t going to be in the cards and you need to pivot quickly.

What are you looking forward to most in 2021? Where do you see the greatest opportunities?

Zand: Besides being able to see our bank clients and end-users face to face, in 2021 I am looking forward to watching banks, payments providers, and fintech companies launching services and solutions that can help small businesses across the country emerge from 2020. I think the greatest opportunity for economic recovery and success post-pandemic lies in banks being better able to serve their small business clients.

Photo by Nacho Juárez from Pexels

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Current, Alternative Payments, and the Case for Hybrid Finance

By David Penn Posted on May 20, 2021
Categories: FinDEVr 2021, Interview

One of the great things about the return of FinDEVr was the opportunity to showcase the men and women behind the technology innovations that are driving fintech today. From veteran CTOs to up-n-coming developers, FinDEVr was a great opportunity to learn from – and celebrate – the talent behind the technology.

At FinDEVR this year, I had the opportunity to chat with Trevor Marshall, Chief Technology Officer with New York-based fintech Current. Starting out as a financial wellness solution for young people and their families, Current has grown into a neobank challenger that offers mobile payments, online banking, and other financial services. The company secured $220 million in Series D funding in April and, this month, announced a partnership with decentralized finance platform Acala. This first-of-its-kind alliance establishes a new category of finance, hybrid finance (HyFi), that leverages applications from both traditional and decentralized sources.

“We created Current because we could see how money was being re-networked through new technologies,” Marshall said. “Our initiative with Acala allows us to flex this muscle we have been developing for the past six years.”

Marshall’s interest in alternative payments was on display in 2015, when he built a Ripple payments prototype for Current. After gaming out the prototype’s flaws, he tried an Ethereum-based process – which he also found insufficient for Current’s needs. With this week’s partnership with Acala, Marshall believes that the ability to introduce in-app decentralized finance solutions into the Current platform may now be soon at hand.

“In some ways, this partnership is really just the beginning of the actual rollout of what we’ve been building toward this whole time,” Marshall said.

At FinDEVr, Marshall talked about recent innovations in payments, specifically how technology is enabling new types of payment transmission options. He also explained how fintechs and other companies are working to integrate alternative payments, including cryptocurrencies and API-based processing into their offerings.

Here’s a sample from our conversation. The full interview with Trevor Marshall will be available On Demand in the days to come.

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Boss Insights and the Brave New World of Business Data as a Service

By David Penn Posted on May 18, 2021
Categories: Alumni profile, Boss Insights, Diversity in Fintech, Interview, Women in Fintech

Earlier this year in our conversation on diversity in fintech and financial services, we looked at a partnership between Paybby, a challenger bank focused on Black and Brown communities; Carver Federal Savings Bank, an African-American owned bank; and Finovate alum Boss Insights.

Today, we pick up that conversation from the fintech’s perspective, talking with Boss Insights founder and CEO Keren Moynihan about her company’s innovations in the field of business-data-as-a-service, its participation in the Paycheck Protection Program, and the importance of impact and meaning when it comes to providing financial services.

Boss Insights specializes in Business Data as a Service. What does this mean?

Moynihan: We work with fintechs and private lenders, banks, and credit unions. We work with their business lending groups; it could be small and medium business lending, SBA, invoice factoring, commercial, all sorts of business lending types. And what we are giving the lenders is access to their business customers’ financial data in minutes. It sounds impossible, but actually only takes the lenders one hour of their time to set up.

What we’re enabling is for them to be able to pull real-time accounting information, banking, or commerce information on demand.

When you look back on 2020, what are your biggest takeways?

Moynihan: In March 2020 I was speaking with (a reporter) at a conference and she asked for a direct quote responding to “how are fintechs and entrepreneurial companies going to be responding to COVID?” And I’ll never forget it because I said, “Look, fintechs thrive on challenges and this is an unprecedented challenge but we will be looking at ways to respond to it.” Two hours later, we all got an order that the economy was going to shut down, that we were all going to isolate. I don’t think anyone knew what was happening. I called the reporter and said “I know what I said, but …” I knew I was going to eat my words, because this was on another level. She laughed and said, of course, and she appreciated my call.

That was more than a year ago. The next two weeks were an onslaught. This was before PPP. This was before any kind of government funding and people really did not know what was happening. And unless you were in it, it’s really hard to describe it. What we did as a company was that we saw in all the news articles there wasn’t enough personal protection equipment, we started to get reports out of Italy, it was a really scary time. Now people at Boss Insights could not create masks. But we did see that if you stopped a company from being able to make sales, they are not going to be able to say alive and to be able to grow.

I asked myself, how do you support the economy? Right away we said we will offer part of our technology for free for any lenders who will support new businesses. And by new businesses, I meant new business relationships with the lender. That is a harder uplift. And as a result of that, everything started to grow for us. Technology companies reached out. Banking companies reached out. We were covered in an industry journal and, as a result of just that one piece, we had so many people call us. And we learned so much just by being able to say we can help.

How much of what you’ve learned will you be able to translate into new initiatives and future growth?

Moyinhan: There are a lot of things that I see changing, and then there’s an even bigger category of things I wish would change and hope will change. And time will tell. One word, very overused, is digitization. That’s going to endure. CB Insights reported that banks were losing about 1% market share each year, so give or take 9% or 10% over a nine year period. In 2020, 9% was lost in one year. A couple more years like that and we’re looking at a very different economy.

That really made the industry stand up and take notice. Back in March 2020, the same lenders that were telling me that they had everything under control and were ready to go, were the same ones that admitted to me on private calls that they were placing orders for laptops at Costco. They literally could not get laptops from regular commercial suppliers and were ordering them from Costco because they couldn’t get them anywhere else.

This points to one trend: people were a lot more honest about where they were (in terms of digital transformation) because you couldn’t just say you had digitized, it was actually being tested. I believe that trend is going to endure because the expectations of people, of businesses, have changed. We all ordered groceries online for awhile. I don’t think that was true before 2020. We are all expecting that these documents and forms that you have to go into branches for will be available online.

That is the biggest thing I can say that has changed. The one thing that I hope will change is the collaboration. We put out something in the American Banking Association saying that social distancing led to social collaboration. What I mean by that is that people stopped talking and they started listening. This includes Boss Insights. We stopped talking about what we’re selling and we started just asking “what do you need?” And I do hope that trend continues. It’s mirrored in other areas outside of financial services. We think these things were long overdue. It’s not a trend that is continuing in the way that I would have hoped. But I do see a lot of changes and this issue surfaced in the second round of PPP. People were open to having conversations. They brought decision-makers in the room. People didn’t want to have high-level discussions. They wanted to clearly tell you “I need this. Can you get it for me?” Then it’s our turn to talk about what we can do.

That amount of collaboration is unprecedented before COVID, and we just hope that it continues.

Tell us about the importance of working with small business owners who struggled to access support from relief programs like PPP.

Moyinhan: In the middle of PPP I was on a podcast called The Powerful Ladies podcast and it was with Kara Duffy. All of this got arranged because of Sharifah Hardie, who also runs a podcast and we had been on her podcast also. There was a woman there named Ronda Brunson. She has a consulting practice where she works with people to educate them on financial health, people who would not necessarily have had that training. We learn a lot of things in school, but financial health is not one of them, and if you have not had that education elsewhere where are you going to get it? She empowers people.

As I’m listening to all of these incredibly accomplished women and what they do in their business lives, she heard what I was doing. I was a little bit the oddball out because I was working with businesses and everyone else was working with individuals. She said, “I hear what you do, but the first round of PPP got a little bit of social notice because it’s supporting large businesses.” The second round of PPP did correct for this. But at that time we didn’t know that was going to happen. She said “how are you actually working to get capital into the hands of people who wouldn’t get access to it?”

I knew exactly what she meant. I knew that she meant people who were either female-run companies or visible minority-run companies. She didn’t say it explicitly, but that was exactly what she meant because those were the people that she was working with on a daily basis.

The way the lending industry works is that it’s based on a percentage of the amount of the loan. Everything is based on that. The costs are the same whether the loan is two million dollars or $200,000 – so who’s going to get more resources? It’s not that banks and credit unions and private lenders are trying to do it this way, it’s that the costs don’t scale down but the revenue does. What I saw from banks at that time is they were working until two or three in the morning. What I’ve heard from the CEO of Carver Bancorp, Michael Pugh, is that he’s been on the phone with clients to get their documents in – which people couldn’t believe, but this is the dedication. And what (Brunson) was asking me was: “what exactly are you doing to ensure your technology gets in the hands of people who will make sure that the disenfranchised will get access?”

And I never forgot it and I started looking immediately. Because for the people at Boss Insights, it is about accelerating business lending from months to minutes. But it’s also about impact and meaning and making sure businesses are evaluated on their merit. It is because of Paybby that we got connected to Carver. And it is because of Paybby and Carver that we are in a position to answer her and say, Ronda, now I can tell you we are doing something.

In some ways, we just started listening. We listened for when the SBA announced that there was going to be a week in advance for lenders focused in this area. And we listened when Paybby said “we have a lender who is ready to do this uplift.” And the collaboration that Paybby and Carver and Boss Insights have is a daily investment to make sure that things are running smoothly so businesses can apply.

Read more about the partnership between Paybby, Carver Federal Savings Bank, and Boss Insights.

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Till Financial and the Importance of Fintech for Families

By David Penn Posted on May 6, 2021
Categories: Daily news, Interview, Youth market

In this past few weeks alone we’ve heard from a number of fintechs that are dedicated to helping kids learn how to be responsible with money.

We caught up with Taylor Burton, co-founder of Till Financial, one of the many companies that are innovating in the youth financial wellness space. The Massachusetts-based startup, launched in 2018, introduced its free, collaborative family banking platform this spring. At the same time, Till secured $5 million in funding in a round led by Afore Capital – which is where our conversation begins.

You’ve just secured a significant investment. What does the funding mean for Till?

Taylor Burton: It means an increased ability to positively impact the trajectory of kids as they prepare for launch. The group of investors that we assembled share our vision for how collaborative family banking should look—we are excited to continue to add more supporters as we scale our platform.

We are thrilled to have the support of like-minded investors including Elysian Park Ventures, Pivotal Ventures with Magnify Ventures, Afore Capital, Luge Capital, Alpine Meridian Ventures, The Gramercy Fund, SM Ventures (the family office of the founders/CEOs of Stadium Goods) and Lightspeed Venture Partners’ Scout Fund. Also participating were angel investors such as the founders of fintech Petal, the founders of alcohol marketplace Drizly, the president of Transactis, and the president of 1800Flowers.

We will be adding to our high-quality team in all areas that support our customers through their journey on Till. Marketing that provides the content to help families have the first “real” conversation about money. Development to accelerate our vision of what our product can be, plus integrate all the great ideas coming out of the Till user community. And customer success to ensure that a Till family is maximizing its experience on the platform.

How does Till help empower children to become smarter spenders?

Burton: Till is designed to encourage open and honest discussions between parents and their kids. The goal is to help kids learn by doing and to gain confidence in spending decisions. We do this in the following ways:

The right tools: Till equips kids with their own bank account, digital and physical debit cards, and goal-based savings tools.
Emphasis on community: A child can easily set up a goal on the app that they can use to start saving toward and give family members (such as grandparents, other family members or community members) the opportunity to help pitch in. This gives members of the child’s network an opportunity to support them towards their goals. After all, it takes a village, and Till helps facilitate that.
Visualizing financial responsibility: Kids can also set up recurring payments for different ongoing responsibilities or subscription services that will get them used to the concept of paying bills on a timely basis.

That being said, along with teaching kids valuable saving habits, we want to be advocates for kids to feel empowered in their spending decisions just as much, if not more. Parents and the traditional legacy banking options tend to focus mostly on a child’s savings. At Till, we believe that we need to prioritize preparing kids to be smarter spenders, while supporting them through savings and investing. On our platform, kids learn to spend with intention and purpose, while parents gain confidence and trust based on transparency and accountability.

What is unique about the method that Till Financial uses?

Burton: One unique part of the app are the financial agreements which allow kids to have greater agency and responsibility over their money. Parents can create agreements and tasks that encourage kids/teens to understand the value of every dollar. By visualizing the financial responsibility of earning every allowance, they are able to be active participants in their financial journeys.

Additionally, as families are more spread out over time, Till reinforces the impact of community by leveraging family, friends, and members of their close networks to help the child reach their financial goals. Till also offers merchant partners curated with kids’ interests in mind. As we continue to grow, we will have more opportunities to add on to this list and provide kids with more incentives.

How does Till make money?

Burton: Till aims to be “first in wallet” and “only in wallet,” unlike other card offerings targeted at adults fighting to be “top of wallet.” Till captures value (revenue) when we deliver value to our customers. Unlike other legacy banks—and even some early digital ones that often time charge monthly or subscription fees—Till is free to all consumers, making us accessible to all users.

Till earns revenue in three ways: We earn an interchange fee (like all debit/credit cards) for facilitating the transaction between our users on vendors. There are also affiliate fees. We want our user’s dollars to go farther. We are negotiating both broad and proprietary relationships with the vendors that our kids spend with each day. Our kids get access to discounts and exclusive access and we get a percentage when the kid does choose to make a purchase. Everyone’s a winner: the kids receive a steeper discount on items that they were already planning to buy, while the merchant gains a new customer.

Lastly, there’s origination. Consumers’ needs change over time and our ability to create the best outcomes for our families depends on focus. It is not Till’s intention to be a kid’s forever bank, just their first bank. With that in mind a Till kid should be treated with the respect that they have earned on our platform for positive financial decisions at launch. When the time comes for kids to leave the house and strike out on their own, Till introduces them to our launch offers market. There, they can receive preferential treatment on loans, credit cards, and adult debit/checking. The adult financial institution gets a better, more valuable client; our consumer receives the advantages they deserve for being of sound financial mind; and Till receives an origination fee.

How important are partnerships to Till’s business plan?

Burton: Till’s merchant and venture partners are interwoven into our business plan to seamlessly offer kids/teens and their families the best resources to develop responsible spending habits. As Till continues to expand their merchant partnerships, kids will have greater access to exclusive offers that they can use on items that they are already planning to purchase. These key partners include top tier brands that kids already shop at such as Adidas, Stadium Goods, and Dick’s Sporting Goods. And, of course, we also believe that the partnerships with our investors are a key component of the continued success of Till. We want our investors to share the same mission of empowering the next generation of economic actors.

What in your background gave you the confidence to tackle this challenge?

Burton: For starters, all three of us co-founders are dads and we’ve all had our share of financial awakenings whether with our kids or ourselves personally. That being said, Till is not just for us, but for the 50 million families that know there is a better way to raise a family; where financial conversations are collaborative not confrontational, and where all of our kids are better prepared for the modern economy.

On the company-building front, the founding team brings together everything needed to build a valued and valuable company. I bring expertise in direct-to-consumer products in a heavily regulated market (Drizly and alcohol delivery), coupled with innovation success in payments rails and merchant partners integration (PayPal and card-linked offers). Tom (Pincince) came to me with this idea after selling his third company. This serial entrepreneur has built a career by finding gaps and opportunities created by market movements and technology changes. And then Brian (Chemel), a multi-time technical founder equipped to marry the best of the old and the new to build a secure and scalable infrastructure backing a delightful and engaging user experience.

Looking back on 2020, what is your biggest professional takeaway?

Burton: We learned to be comfortable with being uncomfortable. COVID-19 impacted people’s businesses differently and when you layer in a fundraise and being an early stage start up, that can either make you or break you. In our case I think it really codified our commitment to our mission and vision and has ultimately put us in the position we are in now.

What can we expect from Till over the balance of 2021 and beyond?

Burton: Our first job is to become an integral part of millions of families’ every day financial activities. We do this by building an engaging platform that delivers both economic and social value. Along the way you will see Till add features that help parents and kids understand where they are on a financial journey and how their decisions can be rewarded by access to opportunities, experiences, and offerings. We are here to serve our users who are already helping us set priorities and guide us to new features and functionality. We are already getting requests for collaborative investing and philanthropic giving features, for example.

We are thinking big because the market is massive– there are currently 50 million pre-banked kids in the U.S. and yet, the average middle-class family in America spends $284,570 per child by age 18. At Till, we believe kids are a major economic force, as $18 billion per year is given by parents to children in the form of an allowance (mostly as cash). We recognize that they are influencers on larger family decisions, such as cars, vacations, etc. By putting the spending power back into the hands of young people, we want to be the driving force that replaces awkward family conversations about money with real actions and experiential learning.

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Tips & Trends of Fintech Leadership

By Charlie Burgess Posted on April 28, 2021
Categories: Diversity in Fintech, Interview, Women in Fintech

Julie Muhn chats with Rita Martins, FinTech Partnerships Lead – Innovation Finance and Risk at HSBC about her experience as a woman in fintech, trends she’s seeing across the industry, and what can be done to encourage more female founders.

Tell us about yourself and your career path to your current role.

Rita Martins: My career started with an internship at Santander in Asset Management managing mixed portfolios. After a few months, a great opportunity came up to join the consulting world. Working at Ernst and Young and later at Accenture, I travelled the world driving large scale transformation projects and advising C-Suite on the applicability of new technologies in finance. During this time, I started diving into the fintech world and noticing first-hand how fintechs were making a difference in developing countries (despite challenging conditions, everyone had a phone and used it for payments).

In 2018 I moved to HSBC, where I currently Lead FinTech Partnerships for Finance and Risk. I am responsible for managing relationships with third parties and driving collaboration between fintechs and traditional financial services SMEs.

What trends are you seeing driving fintech this year? Are they different to previous years, or when you first started in the industry?

Martins: Nowadays, fintech companies are much more mature than when I started in the industry. Fintechs discovered where they can have an impact and when to partner with others in the market.

This year we continue to see fintechs emerging in the Artificial Intelligence (AI) and Cloud spaces. Additionally, there is a new trend in ESG (Environment Social and Governance), with many new fintechs researching and developing solutions in this space.

In your opinion, what is the secret to a successful partnership between bank and fintech?

Martins: There isn’t one factor but a combination of factors that lead to a successful collaboration. Before a partnership is created, both parties need to understand if their culture, goals, and strategy are aligned. An ideal partner will be someone who complements the other and brings new ideas to the table to ensure continued innovation.

After papers are signed, there needs to be an open and frequent dialogue to ensure issues are quickly solved, targets are met, and any changes needed are settled.

What is important to you to see from a fintech leader/ founder of a new start-up you’re looking to work with?

Martins: A fintech-bank partnership is much more than finding great technology; human interaction is vital. When looking for new partners, the fintech leader or founder is often the one representing the company, so in the initial discussions, we would be looking at a combination of factors:

1. Their knowledge of the technology and industry
2. Their values and how they connect with our team
3. How innovative they are and what new ideas they bring to the table
4. What their goals for the partnership are, and how flexible they are

Do you see many women leading fintechs or in senior positions? Is there enough diversity across the board in these roles?

Martins: No, there is still a noticeable lack of women and minorities in senior positions and even fewer women founders.

Typically, women who work in fintech will have roles in sales, communications, or marketing with a noticeable gap in the technology and senior roles.

So, what can the industry do to better encourage women to get involved with fintech?

Martins: I would challenge the industry to do more at the senior level. Those changes will empower young women to join the industry, retain existing leaders, and decrease the pay gap.

Two key areas that need immediate change are:

More investment needs to go into female-founded fintechs. In 2020, only 2.3% of VC capital went to female-only founded start-ups (according to Crunchbase)
Banks and fintechs boards and leadership need to be more diverse. In 2020 women represented only 14% of fintech boards (according to Oliver Wyman)

Listen to more from Rita as she looks back on her experience at FinovateEurope 2021 below

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Digital Identity’s New Frontier

By Julie Muhn (@julieschicktanz) Posted on April 15, 2021
Categories: Experian, Interview, Speaker series

After the world went digital last year, the digital identity crisis began taking on new life. Most fintech players are involved in digital identity in some way, and Experian is no exception.

We recently spoke with Eric Haller, Experian’s Executive Vice President and General Manager of Identity, Fraud & DataLabs, to get an idea of how digital identity is changing.

In the interview below, Haller offers his expert opinion and shares how enabling technologies such as AI and the blockchain are impacting how firms think about digital identity.

Digital identity has been on the radar of financial services firms since the dawn of online services. How has this past year of digital acceleration changed how firms approach digital identity?

Eric Haller: The pandemic has shifted segments of the population to the web that weren’t as engaged online as they were prior to the pandemic. For this segment, shopping “face to face” felt safer in many ways. But with a biological threat surfacing, the risks of shopping in the physical world traded places for online risks. All of a sudden, online services seemed much safer.

This plays out in our research where we saw a 20% increase in online shopping this past year with 43% of consumers believing they will even increase their online activity over the next year. And with this shift, 55% of consumers say security is their top priority in a digital experience.

Tell us about the role that AI plays in enhancing digital identity verification for banks.

Haller: To validate someone’s digital identity, literally hundreds of data elements are evaluated to assess whether an individual is a bot, an imposter or the person they claim to be. And all this data is collected, analyzed, and acted on in milliseconds. AI allows for these complicated links and behaviors to be tied together in a variety of ways quickly, efficiently, and accurately to assign the correct conclusion to each customer.

If everything goes well for a legitimate customer, the experience is smooth sailing and both the consumer and merchant conduct “fraud free” business. Most often, there is no fraud. It only happens a very small percentage of the time. But it’s important that if it is a bot or an imposter, that the models in place are precise.

The blockchain seems like a valuable enabling technology when it comes to proving identity. Is this an idea you’ve seen gain popularity? Or is it more of just a fad?

Haller: The portability of a trusted identity in a digital ecosystem integrated with a blockchain could serve a lot of value for consumers and businesses. But it requires quite a bit of effort to get both those that want to share their identity and those willing to invest in accepting it participating in it.

If there were a lot of businesses that would accept a particular blockchain based ID, consumers would put in the effort to have on and use it. If there were a lot of consumers with it, businesses would put in the effort to invest and accept it.

Which side grows with scale first? There are many chasing this ideal. I wouldn’t characterize it as a fad — just very ambitious and challenging to achieve.

Photo by Pablò on Unsplash

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How Businesses Can Leverage Resilience to Thrive in the COVID-19 Era

By David Penn Posted on January 14, 2021
Categories: FinovateWest 2020, InterSystems, Interview

How are businesses in financial services applying technologies like machine learning and AI? What obstacles and challenges remain for companies looking to deploy these technologies and how can these roadblocks be overcome? What does it mean for businesses to be “resilient” and why is “resilience” as important for businesses in today’s dynamic and uncertain times as “agility”?

We caught up with Jeff Fried, Director of Product Management for InterSystems, last week to address these and other critical questions for financial services companies in the COVID – and post-COVID – era. Fried was featured during our FinovateWest Digital conference last month, where he led a keynote address titled, “The 7 Steps to Using Machine Learning to Improve Your Business.”

For more insights from Jeff Fried into how businesses can make the most out of the current crisis, check out our feature Giving AI and Machine Learning the Business.

Photo by Jayden Burdick from Pexels

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BioCatch and the Unfinished Business of Cybersecurity

By David Penn Posted on December 24, 2020
Categories: BioCatch, Interview

From fears of a cyberspace-based New Cold War between Russia, China, and the U.S., to emerging fraud threats to financial services companies, small businesses, consumers, and work-from-anywhere employees, the issue of cybersecurity is likely to loom large over all technology discussions in 2021.

To this end, we caught up with Uri Rivner, Chief Cyber Officer of BioCatch. Headquartered in Tel Aviv, Israel, and a Finovate alum since 2014, BioCatch offers an AI-driven behavioral biometrics-based platform that enables online identity verification and reduces fraud by providing account opening and account takeover protection, as well as defense against social engineering scams.

I would be remiss if I didn’t take this opportunity to ask a cybersecurity expert about the massive breach involving SolarWinds and, allegedly, Russian hackers. How do you think about this incident as a professional and how should we think about it as individuals, consumers, etc.?

Uri Rivner: This is the broadest, deepest cyber espionage campaign in a decade; the last wave of this magnitude was attributed to China, which launched a massive industrial espionage campaign some 10 years ago against hundreds of major U.S. and global corporations. I was on the receiving end of that attack during my time at RSA, which was breached in March 2011, and it was a watershed event with far-reaching implications. It galvanized the U.S. intelligence community to action, brought cyber awareness in Corporate America to the Board level, and injected a real sense of urgency to the cyber security industry.

The SolarWinds campaign has a similar effect. When FireEye – the gold standard in endpoint protection and cyber intelligence against state-sponsored attacks – is itself breached, people take notice. When dozens of high-security networks deploying every imaginable combination of state-of-the-art tools and security procedures are compromised, everyone raises an eyebrow. Those who wonder whether the cyber security scene is growing into a new “bubble” received a very clear message: listen, folks, let’s get something straight – cyber security is still unfinished business.

What was the big theme in cybersecurity in 2020? Do you believe this trend will remain as strong in 2021?

Rivner: The big theme in cybercrime in 2020 was the impact of the global pandemic on fraud and identity management. Fraud teams worldwide had to operate from home, resulting in deficiencies that fraudsters were quick to exploit. Online account opening and account takeover fraud surged, and potentially billions of dollars were scammed through government stimulus package fraud. When the dust settles in 2021, we should see the financial sector adopt new, automated fraud controls to close those gaps.

With banks accelerating their mobile-first strategy and releasing new, high-risk functionality available only for mobile platforms – e.g. P2P payments – we should expect 2021 to feature more mobile-based social engineering and malware attacks. Mobile authenticators such as fingerprint and selfie biometrics will suffer from the same fate as any other “strong authentication” technology – they’ll be circumvented using end-users as “moles” to tunnel below the security fences.

You have outlined a variety of cybersecurity trends you think we will face next year. You talk about the rise of “mule detection” as a priority for fraud detection teams. Can you elaborate on how widespread this has become and what is being done to fight it?

Rivner: Thousands of bogus U.S. bank accounts are opened each day online for the purpose of serving as “mules”. Opening a fake bank account is easy as identity records are traded in the dark web, and it’s cheaper to create your own digital mule account than to recruit a living-and-breathing collaborator to funnel your funds. Fortunately, banks use new, next-generation technologies. Device reputation highlights compromised devices used by criminals, while behavioral biometrics can identify when a genuine user uses long-term memory to enter personal information; whereas fraudsters are not familiar with the victim’s personal data and can’t type it the same way.

Outside the U.S., “work from home” mule recruitment is surging given the constant lockdowns and economic crisis caused by the pandemic. But consider this: say a user normally holds their device in a certain way, has a certain typing cadence and finger press size. All of a sudden you spot a different personality inside their account, with new habits and gestures, and the “guest” always checks in shortly after money is received… You just detected a mule, sharing their account with a “controller.” Often these “mule herders” control dozens, or even hundreds of mule accounts.

You’ve also noted that regulators worldwide are taking greater notice of social engineering scams. We’ve known that these are some of the most powerful ways that systems have been penetrated. What are regulators doing to help fight social engineering scams?

Rivner: Social engineering isn’t new, but deep social engineering is a new and dangerous mutation. This is when cybercriminals convince the user to log into their bank account and simply move money to another account belonging to the fraudster. This is done so cleverly that it has become a real epidemic – first hitting U.K. banks a few years ago, and then spreading to mainland Europe and Australia. It’s likely to reach North America in 2021, and banks are far from being ready to deal with this massive problem.

Global regulators are paying close attention to what’s happening in this front. They’re likely to demand strict and immediate measures to protect the vulnerable population from such scams using a combination of traditional transaction monitoring and next-gen capabilities such as detecting signs of hesitation, duress, distraction or being guided based on subtle behaviors measured on the user’s PC or mobile device.

On the technology front, you’ve pointed to the growing attention fraudsters are giving to fintechs and the emerging industry of mobile-first banks. What are the vulnerabilities here and what can fintechs and neobanks do to fix them?

Rivner: The mobile transformation in the financial sector is not evenly spread geographically. In Europe and Asia, mobile-only banks, payment apps and fintech are old news. In North America, the revolution is much more recent, and revolutions are always the best drivers for financial crime. Many U.S. banks offer Zelle, a peer-to-peer payment service, only through mobile apps and not yet via online banking. Additionally, the number of mobile-only financial services, loan providers and other fintechs is skyrocketing.

Crime rings that have focused their online fraud strategy solely on web applications have to adapt fast. Expect to see heavy showers of Mobile RATs and help desk scams, mobile-focused social engineering, mobile overlay malware, rogue apps, mobile emulators and other nasty fraud schemes. Fintechs and neobanks use a risk-based approach in which passive, frictionless device and behavioral biometric controls trigger active biometric controls in case of an anomaly.

You’ve said that one interesting development in fraud technology is the greater role they are playing in “trust and safety.” What do you mean by this and why is it happening now?

Rivner: The banking industry has been using advanced device and behavior analysis to fight fraud, but those technologies are also poised to play a major role in trust and safety. The problem is not stopping cyber criminals, but rather identifying genuine end-users who misuse the system, circumvent controls, gain unfair advantage over other end-users in, say, a marketplace or a gaming site, and generally breach trust and safety controls.

The global pandemic accelerated digital transformation and exposed many of these risks. For example, remote workers who have been vetted and background checked can share their accounts with others who haven’t so they can punch in more hours, creating new security exposures for the company that employs those workers. Once something like this happens, a company can lose things that are sometimes more important than actual money: accountability, fairness, trust and reputation.

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