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Finovate Blog
Tracking fintech, banking & financial services innovations since 1994
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?
Providing services for Generation Z is increasingly on the minds of both banks and fintechs alike.
One such fintech, EarlyBird, is making it easy for a child’s community to invest in their future. We spoke with the company’s CEO Jordan Wexler on the current childhood investing environment and what it takes to compete.
Talk to us about the current state of financial literacy in the U.S.
Jordan Wexler: The numbers tell us that most American families aren’t doing a great job at teaching financial literacy. According to a recent survey, 19% of Americans reported that their household spent more than their income over the past year. Add in the fact that 43% of adults say they haven’t got a rainy day fund, and that means huge chunks of our society simply aren’t prepared to face financial hurdles. This shows that good financial habits and knowledge aren’t being effectively passed down either.
Research suggests there isn’t much time to sow the seeds of financial literacy into a kid’s headspace. Children generally have their financial habits set by the age of seven. That means to set kids up for financial independence, they have to be taught the basics of financial literacy sooner rather than later. Not only will you instill good habits early, but you’ll also be setting them up to make smart investment and financial choices throughout their lives.
Most wealthtech tools target high net worth individuals. What benefits are there to having a young client base that typically has no income?
Wexler: The benefit of helping the youth is that we’re trying to set them up for financial success in the future. We aren’t encouraging spending – we’re instilling good financial habits early on that will help kids flourish in their adult lives.
With EarlyBird, our vision is to have parents start investing in their children from day one. That way, in 18 years, they will have a solid financial foundation for their child to give them the freedom to pursue their aspirations – traveling the world, going to college, starting a business, whatever it may be.
EarlyBird was built for more than the children with their name on the custodial account. It’s for parents, family, and friends that want to give meaningful and purposeful gifts to the children in their lives to help support them financially. We’re making it accessible to all because it doesn’t matter which household income bracket a family falls under, investing just a little bit each month for your child can go a long way.
What elements do you use to cater EarlyBird to such a young audience?
Wexler: We’re catering EarlyBird to parents, their children, and also the community around them that wants to see them succeed. For parents, we’ve simplified the process to kickstart their child’s future by opening a custodial investment account. It doesn’t matter if the parent is a beginner, novice, or expert in investing in the stock market, we’re allowing families to gift meaningful and sustainable financial contributions for all life’s milestones.
For children, we’re creating a platform that allows them to learn about finances. They can better understand investing/saving, watch their money grow, and then one day have a bank account with accumulated funds to use as they please. Our hope is that from being a lifelong EarlyBird user, they’ll know how to manage those assets responsibly.
We’ve also created a great user experience for the ‘givers.’ They are able to record a video memory with their contribution and can use it as an opportunity to pass down stories and knowledge from the world of money. Video memories are placed into an archive on the EarlyBird app for the children to look back on and learn from forever.
EarlyBird was founded in 2019. How have you seen the childhood financial services space grow since then?
Wexler: Being in the weeds in the childhood financial services space, it’s apparent that there’s been massive growth and that it’s on an upward trajectory, especially with latest funding news from services like Greenlight, Current, Step, and Till Financial.
One thing we are noticing right now is that “kids” and “children” are being somewhat generalized into one category of fintech. The reality is – there are different offerings in the space that make sense for different ages and parental comfort levels. I feel that we’re at the point where parents need to start to consider their “ideal mix” when it comes to the fintech tools and apps they use to save for their children, teach them financial literacy, and also get them started with spending when it’s time.
For example, parents can get started with EarlyBird when their child is born and then later on incorporate an app with teen-focused debit card to begin digital banking. This is similar to the “old school” trajectory of starting off with a 529 account then adding a standard savings account and later a checking account.
It’s great to see so much growth, innovation, and potential happening in childhood financial services. We’re beyond excited to be a part of this movement and to set the next generation up for financial freedom!
Our all-digital spring fintech conference is right around the corner. Here’s a look at some of the luminaries who will be sharing their insights at this year’s FinovateSpring, May 10 through May 13.
Seven in Seven
For years, we’ve put our demoing companies to the seven-minute test. Now its our experts’ turn on the clock. Our Seven in Seven main stage session on Tuesday, May 11, gives seven analysts, innovators, and executives seven minutes each to share their insights into the most critical issues facing banks and fintechs in 2021 and beyond.
Looking for a 30,000 foot view of the fintech landscape? Our mainstage, keynote addresses examine the terrain.
The Pandemic’s Lasting Impact on Financial Services and What Comes Next
The pandemic pushed financial services companies to innovate and accelerate their digital transformations overnight. Hitting the industry’s reset button has created growing pains and increased competition for some and opportunities for others, including new customers and partnerships– but what does this mean for the future of banking?
Melissa Manne, Marcus by Goldman Sachs – Session – Bio
Enabling a Data-Driven Enterprise
To streamline and automate compliance activities, leading firms are now implementing an enterprise data fabric to bring together data from across the enterprise, reducing manual effort, increasing accuracy, lowering latencies, and simplifying operations.
In this session we will present a subset of the research findings, describe what top analysts are calling “the future of data management,” and how it is being used to streamline both compliance initiatives and accelerate strategic business initiatives at top financial services firms.
A Digital Banking Roadmap For Community Banks & Credit Unions: Start With The Customer & Work Back
Rilla Delorier, Coastal Community Bank – Session – Bio
Power to the Panels!
From insights into customer engagement to expanding the role of women in fintech, our mainstage Power Panel discussions offer deep dives and diverse opinions on key issues in our industry.
Customer Insights – Sharing Real Life Examples Of Best Practice In CX And How To Blend Human & Digital CX
Tickets for FinovateSpring are available now. Book your reservation by April 30 (this Friday!) and save $100 on the price of your four-day, all-access pass!
When we think of global corporations and business in general, do we feel pride in how we do things? Beyond Good, a new book by Unconventional Ventures co-founders Theodora Lau and Bradley Leimer, is a call to arms for business leaders to recognize how they can do well by doing good.
Beyond Good showcases how fintech is changing business models and what every industry can learn from it. The leaders in financial services are fostering a thriving ecosystem of incumbents and startups, unlocking new possibilities to make broader financial inclusion a reality.
With a foreword from the Aspen Institute, exclusive interviews with leading B-Corps, policy makers, executives, and case studies from companies like Sunrise Banks, Ant Group, Village Capital, Microsoft, and PayPal, Beyond Good shows how everyone can contribute to a more common good. Finovate readers can also get 20% off their copy of the book, using code Inspire20.
Below are a few excerpts from our conversation with Theo and Brad on the new book and their upcoming appearance at FinovateSpring next month. For the full interview, check out the video above.
On the importance of financial inclusion
Theo Lau: “If we talk about the onset of the so-called fintech revolution, if you will, a lot of the new startups seemed to regurgitate old ideas that have already been around. They make it prettier, they create this bamboo credit card … But it that really changing our behavior, is it really changing how we work? In the West, are we really including more demographics and doing things better for them? I would argue a lot of the time we are not.”
Bradley Leimer: “Inclusivity goes much broader than just a credit card or just lending or just credit. And that’s a lot of what we discuss. There’s more to a financial relationship than one side of the balance sheet. There’s more to the financial services model than just profitability. There are longer term implications in everything we do every single day and every decision that we make.”
Why fintechs and financial services need to move “beyond good.”
Leimer: “We’ve seen a lot of stakeholder capitalism lately and examples of companies that have tried to mean more for their business model and their communities. That’s what we celebrate in the book, the shift that we can include more people in our communities in society. Especially in financial services and technology, companies we really need to focus how we can serve these larger groups. Everybody in society should be able to be a part of our business models. And that’s why we go “beyond good.”
Lau: “We want to reinforce that this is not a zero-sum game. Just because we are including more demographics and more considerations on how we conduct business doesn’t mean you’re losing. Case in point, one of the things lately we’ve been talking about is student loan debt, $1.7 trillion dollars of debt. Obviously the burden is shared across all demographics, but particularly in communities of color, among first generation college students, and among those in other less advantaged groups.
So our question is: how do we go about solving it? There are a lot of different moving parts. But for financial services, the role isn’t just to offer another loan on top of the pile of deb because that’s not solving the problem. We need to go back further to ask how we create a more equal society, more equal products, and create services to help people rethink their finances and get to a healthier financial situation.”
Join Theo Lau and Bradley Leimer at FinovateSpring May 10 through 13. For more information about our upcoming, all digital, spring fintech conference, visit our FinovateSpring hub today.
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.
What’s behind all of the buzz surrounding the recent buy now, pay later (BNPL) trend? We spoke with Jason Pavona, FIS General Manager for North American E-commerce, to get his thoughts on the matter.
As the General Manager for North America, Pavona leads FIS’s merchant acquiring commercial efforts in the United States and Canada along with driving the payments analytics business he founded and acquired by FIS.
In our interview below, we gleaned insights from FIS’s recent payments report and tapped Pavona’s expertise on BNPL, the uptick in ecommerce, and banks’ responses.
It’s widely understood that ecommerce grew in 2020. Do you anticipate that the growth curve will continue or level off?
Jason Pavona: We are seeing this growth continue for at least the next three years. Our recent Global Payments Report is forecasting that the global ecommerce market will grow by nearly 60 percent by 2024 to a total value of $7.3 trillion. The pandemic did accelerate this growth, as we saw two to three years of typical acceleration condensed into 2020, so some leveling off can be expected. However, this rapid growth was also driven by a push towards digital retail that was underway well before we had ever heard of COVID-19. Consumers are now more comfortable than ever making payments online — their inclination to the speed, ease, and flexibility of online shopping points to continued growth in the ecommerce market. While growth may slow down the line, we are not seeing signs of a plateau in that growth.
The report notes that Asia is leading when it comes to using mobile wallets at the point of sale. What’s holding back U.S. consumers from using mobile wallets at the point of sale?
Pavona: Payment innovation in Asia, and particularly China, has coincided with the rise of smartphones and powerful local super apps, helping the region leap ahead of the rest of the world in the use of mobile wallets. The pandemic helped to accelerate digitalization of the point of sale across the world and increase the usage of digital wallets, but buy-in from Asian governments in the innovation of payments has supported that development.
Mobile and digital wallets are rising in the U.S., with digital wallets accounting for a third of all online payments in 2020, but the U.S. does still have some catching up to do. We expect mobile wallets to become more ubiquitous as Americans become more used to the technology and begin using digital wallets in place of their physical credit cards.
Many Americans, however, are torn over going fully digital in their payments. FIS has found that while 55% of consumers prefer digital payments, 67% feel more comfortable using traditional payments methods.
There’s been a relatively large influx of third-party players in the BNPL space, but some banks have created their own BNPL offerings. Which do you see coming out on top?
Pavona: It is possible that banks are able to take some market share in the BNPL space, however this could be considered to be taking back market share from BNPL providers that have taken over the relationship with bank customers at the point of sale.
Third party BNPL providers are growing rapidly, and in order to compete banks need to forge stronger relationships with merchants at the point of sale – relationships companies like Affirm and Klarna already have. It may also be reasonable to expect banks, in response to third party financing, to adjust their consumer credit card offerings to gain a competitive edge and compete directly within their customer’s wallets, rather than at the point of sale.
Do you think BNPL payments will be a lasting trend or will consumers eventually default back to traditional credit?
Pavona: It is a bit early to say one way or another whether BNPL will be a lasting trend and how the leading providers will expand their product sets and relationships, though given the rapid growth of BNPL solutions across markets it’s not difficult to make a case for BNPL being here to stay. FIS expects BNPL to more than double its market share to 5% of all transactions by 2024, and comprise 4% of the global ecommerce market by 2024. While U.S. consumers may still be building trust in BNPL tools, some European countries have accepted them whole-heartedly. For example, BNPL purchases account for 20% of all online transactions in Sweden and Germany.
While we forecast several more years of strong BNPL growth at least, another question to consider is how BNPL will fare under heavier scrutiny from regulators. The U.K. and other countries have already begun discussing and introducing BNPL regulations and other countries like the U.S. could be soon to follow.
This week featured the second of our new, all-digital FinovateFocus conferences. With a theme on payments, remittance, and foreign exchange within the fintech industry, our day-long offering of rapid-fire presentations and live roundtable Q&A sessions provided a fast-paced, no-fluff opportunity for financial services professionals to get up to speed on the latest in fintech – and to make the kind of high-quality connections that will lead to partnerships and collaborations in the weeks and months to come.
Scheduled for the fourth Thursday of every month, FinovateFocus enables like-minded professionals to discuss top issues within fintech, advance business objectives, and grow their networks.
To whet your appetite for our upcoming FinovateFocus in April, which will focus on Data Technology, here’s a look at the speakers and topics from our just-concluded FinovateFocus in March. In the meanwhile, to learn more about our upcoming April FinovateFocus event on April 22nd, visit our FinovateFocus hub today.
Millicent Tracey, Digital Payments Advisor, NACHA, on the buy now/pay later phenomenon in e-commerce. LinkedIn
Fergal de Clar, Marketing Manager, Fabrick International, on managing subscriptions from your banking app as a value-add for customers and an opportunity for customer engagement. LinkedIn.
Josh Stephens, VP of Product, Current, on the rising importance of instant payments. LinkedIn.
Matt King, Head of Payments Platform, Brex, on the build it or buy it innovation question with regard to financial partnerships at a time of hypergrowth. LinkedIn.
Timothy Chiodo, Director & Lead Analyst: Payments, Processors and Fintech, Credit Suisse, with a selection of key themes and topics on the minds of payments, processors, and fintech investors. LinkedIn.
Colin Wynd, Head of Real Time Payments Technology, The Clearing House, on the impact of faster and real-time payments. LinkedIn.
Mark Ruddock, CEO, BFS Capital, on how a new generation of small business owners is demanding change. LinkedIn.
Christopher Simco, VP, Emerging Payments Product Management, TD Bank, on how payments and innovation tempo are shaping consumer trust in banking. LinkedIn.
Gilles Ubaghs, Senior Analyst, Aite Group, on innovation in the payments industry, the familiar versus the new. LinkedIn.
Luvleen Sidhu, CEO of BM Technologies (formerly known as BankMobile), is now one of the youngest female founders and CEOs of a public company.
Since she co-founded BM Technologies in 2014, the company has made major news headlines. We recently spoke with Sidhu to get the background behind some of those decisions and to get her opinion on what it takes to compete in the fintech world as an ethnic minority and a woman.
First off, give us some background on BM Technologies (BMTX) and how it differentiates itself from other challenger digital banking platforms.
Luvleen Sidhu: BM Technologies, Inc. (NYSE American: BMTX, BMTX.W) is among the first neobanking fintechs to go public and is one of the largest digital banking platforms in the U.S. (with over 2 million accountholders), providing access to checking and savings accounts, personal loans and credit cards. We are on a mission to utilize technology to provide millions of Americans with a better banking experience, especially around affordability, transparency and more consumer-friendly products. We are proud to share that we were named the “Most Innovative Bank” by LendIt Fintech in 2019 and we continue to stay true to our mission of being a customer-centric focused company committed to innovation, and financially empowering millions of Americans.
We are a profitable and high-growth company and have been able to build this strong foundation through our Banking-as-a-Service (BaaS) strategy, which enables the acquisition of customers at higher volumes and substantially lower expense than traditional banks. This allows us to provide low-cost banking services to low/middle-income Americans. Today, the BankMobile BaaS platform is provided to colleges and universities through BankMobile Disbursements and serves over two million account-holders, providing disbursement services at 722 campuses, covering one out of every three students in the U.S.
Additionally, BM Technologies executed an agreement with Google to introduce digital bank accounts, which will be available to its customers. We also expanded our white label strategy with T-Mobile for the launch of T-Mobile MONEY.
Tell us about why you chose to offer not only B2C banking products and services, but also banking-as-service tools?
Sidhu: When we launched our company over six years ago, we actually only had a B2C banking product. However, fairly early on, we realized we were not growing at the exponential rate that we had anticipated and our customer acquisition cost was high. This caused us to pause and reevaluate our strategy. We recognized that there was an opportunity to pivot our strategy to a B2B2C model where we could lower our customer acquisition cost to less than $10 and in return still deliver a tech-enabled banking experience to millions of Americans through our distribution partners. This has been critical in our growth and our success as a company.
BM Technologies has its roots in the traditional banking world, having been developed internally by Customers Bancorp. How did that relationship shape BM Technologies?
Sidhu: Customers Bancorp gave us an extremely solid foundation as a company. Even when we launched in 2015, Customers Bank had $6.5 billion in assets. My father, Jay Sidhu was then the CEO of Customers Bank and cofounded BankMobile with me. Richard Ehst, then President of Customers Bank, also helped guide me, along with other members of the company’s leadership team. Having the chance to work with banking veterans provided us with immense knowledge of the industry, which helped us be successful.
BM Technologies is one of the 11 financial institutions collaborating with Google to pilot its Plex bank accounts. What benefits does this partnership offer BM Technologies? Are there any challenges with the new partnership?
Sidhu: This collaboration is mutually beneficial and is differentiated from the others because of our unique college student acquisition funnel. This means we are bringing to Google Plex potentially millions of student customers.
For us, the collaboration offers additional brand equity since Google is one of the leading technology companies in the world and has chosen BM Technologies to work with.
Why did BM Technologies choose to go the SPAC route to become a public company? What opportunities will this offer?
Sidhu: We decided to go the SPAC route because it was a more efficient way for us to take the company public. Our ultimate goal is to add a new white-label partner and gain at least a million new bank customers each year and most importantly provide them with the most financially empowering banking experience. We also plan to use our new funds to continue to focus on innovations and expand our product offerings.
As not only an ethnic minority but also a woman, what have you learned about what it takes to compete in the fintech world?
Sidhu: It takes a lot of determination, flexibility and a “can-do” attitude. I have been raised by two parents who have always supported and encouraged me and given me the tools and resources to succeed. This has helped me throughout childhood and adulthood and has given me a strong foundation to launch my own company. “Never give up” is a motto that my father said to me since I was a young child and one that I truly believe in. There have been obstacles along the way, but by continuing on despite them and overcoming them, I feel I have been able to be competitive.
In general, what developments can we expect in the challenger banking space in 2021?
Sidhu: I think that challenger banks will continue to grow their customer base, becoming increasingly popular with consumers across the country. More and more people are turning to digital banking, and the pandemic accelerated this trend. Challenger banks are nimble and consistently creating new services, which are attractive to Americans. I also believe that more challenger banks will go public this year.
Among the more popular members of our regular roster of Finovate speakers is Jeremy Balkin. An expert in retail bank management, fintech innovation, and strategic digital partnerships, Balkin spent six years as Head of Innovation with HSBC USA where he was part of the team that introduced humanoid robot Pepper to HSBC’s flagship Fifth Avenue branch.
So what’s new? Balkin announced today that he has joined JP Morgan Chase & Company as its new Head of Fintech and Innovation for Wholesale Payments. In his new capacity, Balkin will supervise fintech and innovation initiatives for wholesale payments, as well as help advise the company with regards to potential investments and partnerships with companies that can help JP Morgan become more effective in the space. JP Morgan’s wholesale payments business moves $7 trillion every day.
Balkin most recently shared his insights with Finovate audiences last fall as part of FinovateWest Digital. His discussion centered on how financial institutions can use innovations in customer experience to win new customers and better engage current ones. Adding new services, products, and rewards, Balkin argued, is a better strategy for most financial institutions than “the dead-end of price competition”. This customer-centric approach, which embraces fintech innovation, is all the more vital in a world in which Big Tech is effectively leveraging its digital platforms to offer financial services to its increasingly digitally-native customers.
In addition to his public appearances and work with banks and fintechs, Balkin is also an author. His books include Investing with Impact: Why Finance is a Force for Good and Millennialization of Everything: How to Win When Millennials Rule the World. We wish him luck in his new opportunity with JP Morgan Chase and look forward to seeing him on the Finovate stage again soon.
In an economy that is taking place increasingly online, the recent boost in fraud has left many banks, fintechs, and retailers underprepared in the fight against bad actors.
In a recent conversation, I spoke with Neustar Senior VP Robert McKay, who offered his perspective on the increase in fraud, the use of device reputation tracking, and steps firms can take to minimize their shortcomings.
Catch us up on the current security landscape in fintech and banking
Robert McKay: The pandemic has forced almost all customer interactions with institutions to digital channels. While it offers a new level of convenience for customers, it has exacerbated an existing problem in these types of interactions – increasing ambiguity for seeking secure, trusted connections across anonymous interactions. Institutions and fintechs that deal with highly sensitive customer information have long struggled to properly authenticate the identities of consumers across these digital channels, and fraudsters have developed savvy methods to skirt some of the most prominent forms of identity authentication.
Trust is at the center of successful fraud mitigation. If you can trust, with a high enough level of confidence, that the person on other end of the device is who they claim to be, then financial institutions and fintechs can reduce friction and improve the experience for legitimate customers while limiting additional verification and fraud-fighting resources to suspicious interactions.
2020 disrupted every subsector of fintech. Talk to us about how it changed the online security realm.
McKay: McKinsey cited that the pre-COVID consumer adoption rates for performing balance inquiries and transactions in the digital channels in the U.S. was at 50% while adoption for more complex activities like new account openings or credit card applications was around 36%. Many institutions and fintechs had to quickly address this as consumer activity shifts boomed across digital channels in a ‘survive-or-die’ approach. The combination of branch closures and an under-preparedness for these digital shifts resulted in spikes in call volumes and wait times, for example.
This disruption also shown a light on the robustness of institution’s authentication processes. Throughout 2020, a commonly used method for mitigating fraud was device behavior analysis using device reputation tracking, which determines whether a device has been linked to fraud in the past. Today, fraudsters can easily bypass this method by constantly rotating out devices they use to commit fraud.
Fintechs and their business customers need to take a more comprehensive approach to consumer authentication, exploring who is behind the device rather than focusing exclusively on the device itself.
Discuss what device reputation tracking is and why it is no longer an acceptable form of fraud prevention.
McKay: Device reputation tracking is a method of fraud mitigation that gathers device fingerprints — a series of device characteristics – and assembles a view of that device’s previous association with fraudulent activity. It’s a simple, yet effective, method to catch basic forms of fraud. However, sophisticated fraudsters know this approach relies on backward-looking data, and avoid it by using multiple ‘burner’ devices to commit fraud. Once they complete their interaction, they’ll abandon that device and use a new device to continue their scam. New devices present a big question mark to device reputation solutions since, without past user data, it cannot indicate whether the new device can be trusted.
Additionally, knowing a device is connected to normal or safe behaviors is also not a failsafe solution. It only takes one time for a device to fall into the wrong hands to open the door to fraud.
What is the easiest way for a firm currently using device reputation tracking or fingerprinting to adapt to a more secure fraud prevention technique?
McKay: To adapt, firms should consider a device-based identity resolution technique that connects the device to what is known about a consumer with persistence, and then observe how this online/offline identity graph is honed through continued observations of digital interactions. These online/offline identity graphs should also draw upon historical behavioral data and device fingerprints as just one source element of a multilayered fraud-prevention approach.
Device-based identity resolution determines not only whether a device has been linked to unsafe behaviors in the past, but also whether the device is likely in the hands of the individual who owns it. Hundreds of signals in an array of combinations provide a clear direction to either proceed with the transaction or seek additional verification from the fraud team.
A robust, layered approach like this incorporates data that cannot be hacked and stops fraud in its tracks.
The digital identity conversation is hotter than ever. What are some new developments in this space that we should be paying attention to?
McKay: Consumers, especially digital natives, have developed high expectations for a frictionless customer experience. When considering fraud-mitigation tools, it is critical to remember that most consumers are not fraudsters. If businesses treat all customers as such, it will increase friction and drive good customers away. To provide a smooth customer experience while simultaneously reducing the risk of fraud, businesses need authoritative identity signals that enable them to accurately evaluate the degree of trust in digital interactions.
As fintechs look to accommodate an increasingly remote customer interaction model, it is even more essential to ensure the person on the other end of the interaction is who they claim to be.
What is the number one way you see financial firms fail in terms of security?
McKay: Firms often scrutinize and treat every interaction as possible fraud. This not only impedes the customer experience, but also spreads already thin fraud resources even thinner, leaving the business scrambling and that much more vulnerable to fraud.
Further impeding sound security and efficient fraud mitigation, many firms fail to make the connections across various customer touchpoints (e.g., digital, call center, in-person) and across different business units (e.g., credit card, retail, insurance) to gain the full view of a customer’s identity.
What is the best way for firms to fix this flaw?
McKay: Firms should seek out an identity resolution organization that can help form an identity graph with a singular view of a consumer against every touchpoint, and implement strong and silent authentication measures to automatically authenticate the great majority of interactions that are legitimate. This will allow firms to focus fraud-fighting resources and warranted consumer friction on the minority of interactions that truly represent potential fraud, instead of applying fraud fighting resources against every call center and digital interaction.
Consult Hyperion’s Global Ambassador – and frequent Finovate keynote speaker – David Birch is bringing his diplomatic talents to Digital Jersey, where he has been named the Fintech Ambassador for the island-based technology hub.
“I’m delighted to take on this role with Digital Jersey,” Birch said in a statement. “After visiting the island many times over the last few years, I have seen first-hand the opportunities provided by the technology and regulatory infrastructure there. This, combined with its world-class connectivity with an agile, innovative mindset, makes Jersey an interesting proposition in the Fintech space. I’m looking forward to working more closely with the DJ team.”
The largest of the islands in the English Channel between England and France, Jersey is home to Digital Jersey, a state-supported economic development agency and association designed to help grow the island’s digital sector. Established in 2013, Digital Jersey offers a co-working space for technology workers (with both hot and dedicated desks), as well as a lab designed specifically for testing IoT solutions, Digital Jersey Xchange (DJX). In addition to promoting sustainable economic growth on the estimated 107,000-person island and creating a “connected, digital society and enhanced quality of life” there, Digital Jersey also seeks to establish itself as a world-renowned digital center.
“Dave has an excellent reputation built through decades of experience,” Digital Jersey CEO Tony Moretta said. “We know he fully understands the unique advantages we have here in Jersey and will help spread the message off-island that we are open for business in the fintech arena.”
Formally known as the Balliwick of Jersey, the 45 square mile island has been the site of a significant amount of technology innovation compared to its larger, neighboring jurisdictions. Jersey was a pioneer in bringing full-fiber broadband to every home and, in 2016, the Jersey Financial Services Commission, was among the first jurisdictions in the world to implement a virtual currency regime.
Hear David Birch talk more about Jersey and fintech innovation. And check out our most recent conversation with “The Ambassador”, discussing one of his most commonly-requested topics: banks, digital identity, and the challenge of Big Tech.
I came across Dan Kimerling while chasing down the latest investment insights from Cathie Wood, whose ARK investment funds have been among the most sought-after, best-performing funds for the past few years. Dedicated explicitly to the most disruptive companies in the most disruptive sectors of the economy, Wood’s ARK funds are an interesting place to look when trying to learn about those companies that could become the next Amazon, or the next Tesla.
One of the people ARK’s analysts have turned for insight into disruption in the fintech industry specifically is Dan Kimerling, co-founder and Managing Partner of Deciens Capital. As Kimerling explained in an interview from last fall, he realized early in his career that there were “incredible” venture capital funds involved in fintech and “incredible” venture capitalists involved in seed funding, but “there’s nothing at that intersection of fintech early stage capital.”
He added, “… and where there is capital, it rarely will lead financings. A lot of them will be follow-on financings or if they are angels or smaller managers, they are not in a position to lead rounds.” He said that if Deciens stood for one thing, it’s leading seed rounds in fintech companies in the United States.
What has Kimerling’s attention as we move into 2021? As someone who saw back in 2012 that open APIs were the future of banking, Kimerling now underscores three factors that will drive fintech evolution in the coming years. These include what he calls “the scope of the prize” – fintech’s massive opportunity as 20% of GDP – as well as the rise of embedded finance which will enable more companies to participate and compete in financial services, driving competition and innovation.
Perhaps most interesting is the one factor Kimerling called “the most exciting”: the development of a cultural “context where smart ambitious professionals, especially early career professionals, feel like working on innovative businesses is a socially acceptable career trajectory.”
Check out his conversation with ARK Invest’s Max Friedrich and George Whitridge (currently of Graham Capital Management) from October 2020.
Launched in 2012, Deciens Capital supports early-stage companies in a wide range of fintech areas including payments, lending, insurance, regtech, and financial wellness. Among the firm’s portfolio companies are Chipper Cash – which raised more than $44 million in funding last year – Funding University, and Finovate alum True Link Financial.
