Last month’s launch of FedNow has sparked discussions on the future of real-time payments and their implications on banks and fintechs. In an interview with ConnexPay Founder and CEO Bob Kaufman, we look at the introduction of FedNow and how it stands to impact competition and adoption across the sector.

The interview also sheds light on the shift away from checks and cash, looks at the impact real-time payments will have on banks, and offers insight into strategies to stay ahead of the curve.

How will FedNow’s recent launch impact competition and adoption across the sector?

Bob Kaufman: In my view, FedNow effectively bridges the gap that exists between the traditional ACH infrastructure and the Federal Reserve’s payment rails. While ACH offers a reliable solution for high volumes of payments, its drawback lies in its lack of real-time processing. Even with the introduction of same-day ACH, there remains a risk of funds being reclaimed within a short span. This limitation becomes evident in situations such as property purchases where swift transactions are crucial – a circumstance for which the wire network was established. However, the wire payment system comes with its own set of drawbacks, notably its high cost and the manual intervention required.

What are the current barriers to mass adoption of real-time payments?

Kaufman: FedNow targets small-dollar peer-to-peer transactions and operates solely within the United States. In contrast to card-based transactions, there also appears to be a lack of a robust dispute resolution process for FedNow, although there have been discussions about implementing one.
When we consider the present use of credit cards, it’s interesting to note the confidence we place in the act of handing our cards to unfamiliar entities. This applies particularly to transactions involving businesses we’ve never engaged with before. We readily input those 16-digit card numbers without dwelling on the potential consequences if the purchased items fail to materialize at our doorstep. This level of assurance stems from the knowledge that, should an issue arise, we can promptly contact our bank, initiate a dispute, and subsequently reclaim our funds. This chargeback process is a fundamental reason why credit cards remain a prevailing payment method.

The dominance of Visa and Mastercard in the market is largely attributed to their establishment of a highly effective chargeback mechanism. This tried-and-true approach provides a reliable means of resolving transactional disputes that isn’t as well-developed within alternative payment avenues.

What impact will real-time payments have on banks?

Kaufman: I believe that the banking sector stands to benefit from addressing the current shortcomings within the ACH and wire transfer systems. While ACH transactions work seamlessly for many B2B payments due to their scalability, they each have limitations when it comes to P2P and certain other transaction types. ACH will undoubtedly continue to serve a purpose for pre-authorized payments, enabling businesses to initiate ACH transfers to designated recipients when there’s an assurance of incoming funds.

However, ACH encounters challenges, especially in terms of data handling. In contrast, credit card transactions provide an array of comprehensive details, including Level 3 data, allowing for precise identification of invoices and the nature of the payment. This wealth of information ensures clarity in understanding the purpose of a transaction. The reconciliation process poses a significant issue with ACH transactions, particularly for the CFOs of large corporations. Their checking accounts could be inundated with hundreds of ACH records on a daily basis, often without clear indications of their corresponding purposes. This discrepancy creates a reconciliation nightmare that doesn’t arise when utilizing credit card transactions, where the associated data provides a more transparent overview of each transaction.

Will the real-time payments boom in the U.S. lead to the end of checks and cash payments?

Kaufman: Throughout my tenure in this industry, the consensus has been that checks are steadily fading into obsolescence. Admittedly, it’s been quite some time since I’ve personally written a check, and even my 20-year-old children are unfamiliar with the concept. In that regard, checks have essentially become a thing of the past.

While checks are dwindling, they persist in B2B payments, constituting nearly half of such transactions. COVID-19 impacted cash usage, yet it remains for businesses lacking stable internet connectivity. The complications of cash management and the IRS’s stance on it provide incentives to phase it out.

At ConnexPay, our objective is to serve as a comprehensive solution for inbound and outbound funds for companies that operate as intermediaries (such as travel agencies, Doordash, Uber Eats, and ecommerce marketplaces), rather than producing their own goods or services. We’re committed to addressing the diverse payment requirements that these businesses demand. This is precisely why we offer options like push-to-card, ACH, and wire transfers.

What is ConnexPay doing to stay ahead of the trends in the industry?

Kaufman: ConnexPay was established with a vision to address the fragmentation in the payments industry. Our goal is to streamline the payment process for companies by offering both incoming and outgoing payment solutions. Unlike our competitors, we provide a unified approach, resolving pain points like cash flow issues. Our real-time access to funds sets us apart.

We are agile in responding to customer needs and rapidly implementing new solutions. For instance, consider companies like AirBnB – although they are not yet our clients, such firms have expressed a need to compensate consumers rather than businesses on the opposite end of a transaction. These companies prefer not to rely on credit cards; instead, they appreciate the benefits of real-time access and the potential data insights associated with such transactions. To address this requirement, we recently introduced Push-to-Card Payouts. A similar scenario could arise with FedNow. However, it’s worth noting that we currently serve 250 clients, and none of them have indicated a desire for ConnexPay to provide this particular offering.

Photo by Morgan Housel on Unsplash

In the dynamic realm of financial advisory, the voice of experience is vital in understanding the present landscape. We recently spoke with intelliflo Vice President of Customer Management Lisa Jacobs on the challenges, opportunities, and trends in the advisory space.

Jacobs brings her 15+ years of experience to our conversation that sheds light on how firms can overcome labor shortages, resource constraints, constantly changing technology, and volatile regulations in the financial advice space. She also addresses how advisors can balance and manage the ongoing high-tech vs. high-touch approach.

What are some of the top challenges and opportunities currently facing the financial advisory space?

Lisa Jacobs: We recently surveyed over 400 financial advisors and found that 80% of them believe more people are seeking advice and can’t find or access that help. This is both an enormous challenge and opportunity. Even though more people are seeking professional guidance, advisors across the board are stretched thin, making it nearly impossible to take on new clients without additional support. This prohibits advisors from growing their revenue and supporting more people, leaving many without the help they need. intelliflo was formed to bridge the advice gap; we’re committed to providing the tools and solutions to help advisors widen access to financial advice.

How can technology be leveraged to overcome these challenges and support financial advisors?

Jacobs: Modern technology has the power to help advisors address these resource restraints. In just about every industry, technology yields efficiencies, but the best tech also increases your customer’s satisfaction, too. In our industry, this is becoming known as a hybrid advice strategy – a flexible model in which clients in earlier stages of the financial advice journey are primarily served via digital channels and tools, and technology adds more to the customer experience for top clients with better outcomes.

To effectively embrace more digital tools, advisors are increasingly moving away from stand-along software tools that can’t integrate with other parts of their tech stack to avoid having to learn and log on to multiple systems. Many are seeking an all-in-one advisor experience to increase efficiencies and, in turn, provide a more unified client experience. If approached the right way, technology has the power to enable advisors to accomplish more with existing resources while simultaneously strengthening client relationships.

What advice do you have for financial advisors that are evaluating the many different technology providers out there?

Jacobs: Technology can only be effective if it is easy to use and manage. Otherwise, it might act as more of a hindrance than a benefit. That same survey of advisors underpinned this idea, revealing that the top three biggest barriers to adopting new technology for advisors are integration challenges (57%), time to install (41%), and employee time and resources to manage the technology (38%).

When vetting the many providers and solutions available in the market, advisors should consider these common areas of friction, prioritizing technology that is open and easily integrated, is flexible (which often means cloud-based), and has proven, responsive service and support teams.

Changing regulation seems to be a pressing topic this year for the fintech industry at large. What is the best way for wealth management companies to stay ahead?

A strong way to stay on top of changing regulations and compliance mandates is to collaborate with resources such as peer groups, associations, and technology partners to discuss these issues and what needs to be altered in response. We also increasingly see firms rely on partnership models with third party vendors, looking to outsource key functions and support such as compliance. However, advisors must be sure their partners are thoroughly vetted and monitored on an ongoing basis; not all partners are created equal.

What are the top trends in the advisory space to watch for the second half of the year?

Jacobs: In addition to the continued rise of the hybrid advice model, the evolving role of the advisor is an important trend to watch. A wider skill set is increasingly expected from advisors, including the ability to provide comprehensive guidance around critical life events and situations that fall outside of the traditional financial advisory relationship. For instance, clients are more frequently asking which insurance plans and options are best for their unique scenarios. And as their parents age, Millennials are seeking guidance from advisors on long-term care and arrangement options. These conversations can be emotionally charged, and empathy will become a key trait for the modern advisor. This is another reason why advisors must determine how to strategically leverage technology to make time for higher-value conversations and plans.

Photo by Amy Hirschi on Unsplash

As we pass the halfway mark through 2023, embedded finance still reigns as one of the biggest talking points across financial services sector. I recently had the opportunity to interview Sam Kilmer, Managing Director at Cornerstone Advisors, to ask him about where the industry stands with embedded finance, and what we can expect next. Among the topics Kilmer addresses are:

• What does embedded finance mean, and how does it differ from embedded banking?
• How can banks leveraging third party technologies maintain control of the customer experience?
• How should firms prioritize spending on embedded technologies?
• Will leveraging embedded finance become tablestakes?
• What is the future of embedded finance?

Embedded finance maintains applications across the fintech sector, and Sam Kilmer has a unique perspective on the topic. He also offers up his favorite embedded finance success story. Check out the full interview below.

Photo by Pixabay

If you missed the keynote address from Sam Everington, CEO of Engine by Starling Bank at FinovateEurope earlier this year, here are some highlights that will make you feel as if you were in the room.

During his address titled, “From payments to core platforms: How can banks leverage data and technology to meet changing customer,” Everington relayed his experience at Starling Bank, detailing how the newcomer has remained competitive by using customer data in context to not only create a better user experience, but also cut costs.

Everington discussed the shifting expectations of consumers, who now anticipate a digital-first experience similar to those offered by big tech companies. Additionally, because customers seek fair, reasonably priced, and affordable services, in today’s current cost of living crisis, it is key that banks keep their costs low in order to retain consumers’ appetites.

Cost, in fact, was a big part of Everington’s keynote. He emphasized the potential cost savings for banks by increasing the use of technology and enhancing user experiences. He acknowledged that in the banking sector, technology is often viewed as a cost center and technology investments are primarily driven by cost reduction.

“In banks especially, technology and technology investment decisions are all about the business case,” Everington said. “Technology is a cost center to be controlled, and technology investment is by and large a cost reduction exercise.”

In his keynote, Everington identified real-time and flexible systems as essential elements needed to meet customers’ ever-changing financial situations, which can fluctuate multiple times a day. Banks need to proactively understand their customers, be aware of the products and services they hold, and respond promptly to any changes.

To address these needs, Starling Bank developed Engine, a technology platform that supports their operations. Engine offers flexibility, comprehensiveness, scalability, and reliability. These features not only enhance the customer experience but also ensure compliance with U.K. regulations.

Ultimately, Everington emphasized the importance of banks having an innovative platform that allows them to adapt and meet the evolving needs of their customers.

Photo by Yan Krukau

Jonathan Alloy is a seasoned financial services professional with years of experience in the sector. He formerly served as Vice President of Design Thinking at Credit Suisse, where he was responsible for driving innovation and fostering a culture of human-centered design across the organization. Today, he is Vice President for Customer Experience and Innovation Consulting at Publicis Sapient.

Last fall, Jonathan Alloy and Steven Ramirez, CEO of Beyond the Arc, sat down to discuss the current state of digital banking. Here are some highlights from their conversation.

When it comes to partnerships, how does a fintech work with a bank to get a solution in front of customers?

Jonathan Alloy: Fintechs, or any new entrant into the banking industry, really need to understand that banks have two separate departments at the highest level. There’s a group that likes risk– that’s the front office, the people who take deposits, make loans, and trade securities– they thrive on correctly evaluating risk.

The back office, by contrast, thrives on minimizing risk. They’re looking for reasons to say no to protect the bank’s integrity, its reputation, its cybersecurity, and its trust with customers. They’re going to say no to things, even if they’re innovative, because it violates a policy that they’re incentivized by the bank to uphold. Maybe [the solution being offered] is only available in the cloud and the bank only allows things that are on-prem. That’s a very common example. So when you’re developing a solution, you have to understand the risk profile of who in the bank has the authority to say yes.

What is it about digital banking that excites you?

Alloy: I think the biggest opportunity right now in some ways remains where it was 20 years ago. [This opportunity] is increasingly being where the customer is. This enables us to deliver financial services when, where, and how they want to consume, not just how we want to provide it. And that’s an important distinction.

Whether [you deliver] through mobile payments, through white labeling, whatever the case may be– it’s a matter of getting out in front of the traditional banking silos, breaking down the walls we have internally, and getting it out in the world to understand it from [the customer’s] point of view.

When we look at the world through the eyes of how customers want to make purchases, payments, take out loans, and invest for retirement, we’re going to learn things that we don’t get if we stay in our silos.

Any tips for banks that want to think like a customer?

Alloy: The number one best thing I could encourage everybody to do is go shopping yourself. So you’re CEOs, your CXOs, your executive team, your management team, your middle managers, your front line employees– everybody should be required to go out, and from another bank that’s not you, as well as you, sign up for a new checking account, get a debit card and a credit card, take out a loan, buy a car– whatever your personal financial needs are. Think about, “was this experience enjoyable or tolerable?” In most cases, what we find, is that for most people, banking is barely tolerable. So when somebody comes along with an innovative new idea or a new approach that makes it just that much more better, they’re going to win great[er] share.

Hear more from Jonathan Alloy in the full conversation.

Photo by Andrew Neel