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Finovate Blog
Tracking fintech, banking & financial services innovations since 1994
This week starts the official commemoration of Women’s History Month. And with FinovateEurope less than two weeks away, we thought the two occasions provided a great opportunity to showcase some of the women who will take center stage on March 14 at the Intercontinental O2 in London to demo their company’s latest fintech innovation.
Gerlinde Berghofer, COO and Co-Founder, BehaviorQuant
FinovateEurope starts on March 14 and continues through March 15. Tickets are still available – and early-bird savings end this week. So visit our FinovateEurope hub today and save your spot!
The number of female entrepreneurs and founders in fintech and financial services has grown significantly in recent years. Nevertheless, there is still some distance between where we are now and the kind of gender-neutral future that so many are fighting for.
As of 2019 women in finance are better represented in many C-suite leadership positions – including CIO, CTO, CMO, and CHRO – than they are in most other industries. Only in the CEO and CFO roles does female representation lag behind that of other industries. Overall, according to analysis by Korn Ferry, women in finance have outperformed their peers in other industries in achieving executive leadership – and it’s not especially close.
At the same time, according to the Global Gender Gap Report published by the World Economic Forum, women make up more than 50% of the entry-level finance workforce in the United States. Yet only 6% of the “top financial institutions” in the country have women in senior positions.
On the morning of Day Two of FinovateEurope next month, we will host our Women in Fintech Breakfast Briefing to discuss how women and their allies can work together to help close this gender gap. Moderated by Magdalena Krön (LinkedIn), Global Head of Rise Digital Innovation & CTO Group Innovation for Barclays Bank, our special morning session will discuss the key questions on the state of gender diversity in fintech and financial services: How much progress has been made? What can we do to pave the way for the next generation of female founders and executives in our industry?
Joining Magdalena Krön are a distinguished panel of industry professionals including:
Martha Mghendi-Fisher, Founder, European Women Payments Network (EWPN). Mghendi-Fisher is a fintech and payments professional, social entrepreneur and philanthropist with years of experience in cards and payments, NGOs, and entrepreneurship. LinkedIn.
Veronique Steiner, Head of High Growth Tech and Head of Technology, Media, and Telecom for Europe, Middle East, and Africa (EMEA), J.P. Morgan. Steiner represents J.P. Morgan across the global payment industry, positioning the institution as a leading bank for the tech companies in EMEA. LinkedIn.
Nitzan Solomon, Head of Transaction Monitoring, AML, and Fraud, Revolut. Passionate about regtech and financial crime, Solomon was named 2020 best regtech practitioner and one of the U.K. Top 100 Women in Tech. LinkedIn.
Chantal Swainston, Founder, The Heard. Launched in 2022, The Heard profiles and showcases women and non-binary talent in the fintech industry. Swainston brings nearly a decade of experience in journalism and public relations covering both fintech startups and established companies. LinkedIn.
The FinovateEurope 2023 Women in Fintech Breakfast Briefing is scheduled for Wednesday, March 15 from 8:15am – 9:00am. To learn more visit our FinovateEurope hub. Take advantage of big savings by registering by March 3rd.
Investing and savings platform Stash introduced new CEO Liza Landsman.
Landsman will take the helm from co-founder Brandon Krieg, who will transition into the role of Head of Business Development.
Stash made its Finovate debut at FinovateFall 2017 in New York.
Investing and savings platform Stash is starting the month with a brand new Chief Executive Officer. Effective Monday, technology executive, veteran venture investor, and independent Stash board member Liza Landsman took over the top spot at the New York-based fintech. Landsman succeeds Stash co-founder Brandon Krieg, who will transition into the role of Head of Business Development. Co-founder Ed Robinson will continue to serve as company President.
“Liza is the right person to lead Stash as we continue to hit major revenue and customer milestones and evolve the business,” Krieg said. “Her experience and knowledge of consumer products, e-commerce, and fintech is ideally suited to the opportunities ahead.”
With more than two million active subscribers, Stash offers a banking and investing app designed to simplify personal financial management. With a starting price of $3 a month, the company offers a variety of investing, banking, education, and financial advice subscription-based products. Last year, Stash launched its new banking infrastructure Stash Core, that will enable the company to launch new capabilities in credit, savings, lending, and more. Stash’s new banking account experience – which includes access to Stash’s upgraded Stock-Back Debit Mastercard – was built on Stash Core, and is an example of the kind of solutions that will be available via the platform.
“Stash Core gives us flexibility and ownership of every customer touchpoint,” Krieg said when the technology was unveiled last September. “It’s the future of inclusive finance and transformative to our business.”
In her role as CEO, Landsman will lead a company that topped $100 million in revenue and achieved growth of nearly 30% in 2022. At a time of economic uncertainty – including concerns over inflation and fears of recession – Stash customers set aside nearly $3 billion on the Stash platform via regular, automated deposits averaging $30 each.
“Stash empowers millions of Americans to manage and grow their wealth,” Landsman said. “Its simple-yet-disruptive subscription platform, rooted in a deep commitment to the financial well-being of our customers, is exactly what millions of everyday Americans need today.”
Landsman comes to Stash after serving in major operations and leadership roles at Jet.com, Citigroup, BlackRock, and E*Trade. Most recently Landsman was a General Partner at global venture capital firm NEA.
What are the biggest obstacles to digital transformation in banking and financial services? For Leda Glyptis, self-described “recovering banker” and author of the new book, Bankers Like Us: Dispatches from an Industry in Transition, the fault lies not in the stars, but in bankers themselves.
Fortunately, Glyptis sees bankers as the solution, as well.
“For years I have been blogging and speaking about how the biggest obstacle to progress inside banks is people. And that the only hope for change are also people,” Glyptis told Fintech Futures as the date of the world premier of her book was announced earlier this month. “What is so often approached as a technology journey often falls down or triumphs around the humans that keep on keeping on, the dreamers, the builders, the plumbers, and the storytellers of banking transformation.”
Leda Glyptis will discuss her experiences and insights as a veteran of the banking business in an afternoon keynote address on Day One of FinovateEurope, March 14 through 15 in London. Titled “The Problem With Digital Transformation is You,” Glyptis will discuss the human and structural obstacles to digital transformation with a focus on the kind of mentality and leadership bankers need to embrace in order to bring about the changes in banking and financial services that consumers increasingly demand.
For Glyptis, there is no reason – and no time – to wait for the rise of a younger, more digitally-native generation to do the work of transforming financial services. The time to act is now, and the ones to act are bankers — with “grit, determination and energy to drive change,” Glyptis insists. “Like us.”
Bankers Like Us will be available for pre-order on Friday, January 20th, and is expected to ship after February 10th. This provides plenty of time to get your copy of the book ahead of Glyptis’ keynote at FinovateEurope in March. At the event, after Glyptis’ afternoon keynote address, we will also host a special Networking Break & Book Signing with the author.
In addition to her work as an author, Glyptis is the Chief Client Officer at 10x Banking, a cloud-native core banking platform provider based in London. She is also a Non-Executive Director at leading U.K. cash deposit platform, Flagstone. Glyptis has a PhD in Politics from the London School of Economics and Political Science (LSE), and shares her thoughts on banking and financial services as a columnist – and “resident thought provocateur” – with Fintech Futures. Her latest columns have tackled topics such as the importance of preparation, the role of pain in learning, and the challenge of maintaining the courage of convictions.
Be sure to visit our FinovateEurope 2023 hub to save your spot at our upcoming fintech conference, March 14 through 15 – featuring author Leda Glyptis’ keynote address on the afternoon of Day One.
One of the areas of fintech that has benefitted significantly from the rise of enabling technologies like AI and machine learning is compliance. From reducing the role of manual labor via automation to streamlining complex processes to make rules easier for companies to follow, both regtech firms and compliance teams alike play a major role in ensuring the fintech innovations we enjoy are safe, do what they say they’ll do, and are as available to as many eligible consumers as possible.
We caught up with Sarah Murray, who leads the Deposit Product Team at Compliance Systems. She talked about the impact technology is having on the field of compliance, and discussed the key challenges that Compliance Systems is helping its 1,800 financial institution clients overcome.
How did you get started in fintech? What has led you to where you are today in your career?
Sarah Murray: Before fintech, I was practicing law in private practice, and I just knew I was ready to be out of the courtroom and do something different with my legal career. I started at Compliance Systems eight years ago as a product specialist and counsel; now I am happy to have led the product team for the last five years. I love my job because no two days are the same. I never thought I would spend some days researching legal topics and reviewing regulations, and other days reviewing code and testing software, but I love the challenge each day brings.
Tell us about the work you do for Compliance Systems.
Murray: I lead our deposit product team at Compliance Systems, which consists of attorneys, business analysts, software developers, and quality control specialists who all work toward the common goal of delivering compliant and innovative products to our 1,800 financial institution clients. I love the mixture of technology with the law and getting to keep my legal hat that I went to school for by delivering compliance solutions through technology to our clients.
What are your thoughts on the way technology is helping companies keep up with the changing regulatory environment?
Murray: Overall, I think it’s the job of technology to streamline and simplify, regardless of which industry we’re talking about. In the case of fintech and regulatory compliance, that means automating repetitive and high-risk compliance processes. It also means demystifying regulations where we can for the benefit of the consumers that those regulations are intended to protect.
Our proprietary research engine tool enables us to provide proactive and update-to-date compliance, and our team is constantly monitoring and tracking what is happening in the legal and regulatory spaces in real-time to ensure we can deliver timely compliance solutions to our clients. Our software provides updates through our cloud-hosted solutions, and our compliance safety net tool also provides interactive features that help our clients complete compliant transactions and provide a better level of customer service.
How has this evolved and how do you see it continuing to evolve leading into 2023?
Murray: The market has evolved through financial institutions rethinking compliance and needing to deliver a solution that meets their customers [and] members where they are: on their phones. We deliver compliance in a way that makes sense in a mobile-first environment and develop content with that in mind. This model isn’t necessarily what financial institutions are used to, but it is what customers [and] members strongly prefer: easily navigable, mobile-friendly content.
Financial institutions are telling us they want a single, streamlined approach for a customer, regardless of the channel (e.g. whether it be in branch or online). So, we’ve created a solution that satisfies the requests of both parties. You can open accounts through the same process as you would in a branch location, but on a mobile device with ease.
What challenges are you hearing in conversations with clients? What technologies are resonating most?
Murray: Our Simplicity Mobile, a mobile-first account opening solution, has been highly successful because it has helped address some of the main pain points for our clients. They communicated that they are looking to have a more streamlined, efficient, and consumer-friendly workflow to open accounts and to reduce friction in that process to avoid abandonment. This solution completed that challenge by offering native HTML content that a financial institution can include within their account opening workflow, and by supporting “click to sign” functionality.
Another challenge we are hearing from clients involves their treasury management solutions. Treasury management operations are a vital component of a bank or credit union’s commercial services, but the content needed to properly document this business can require costly outside counsel or consume internal resources that put a strain on operations. Also, financial institutions are looking for a better, more streamlined way to sign up their customers for their treasury services. They don’t want to have to create and maintain separate contracts for each treasury service and are looking to avoid inundating customers with multiple contracts and documents.
Our delivery model ensures that our clients will always be in compliance and our technology delivers the configurability needed for a treasury management solution, as many aren’t looking for a “one size fits all” fix. Our solution helps minimize operational and compliance risks for our clients while also providing a central hub for all compliance-related updates and content within our solution. Furthermore, our solution offers one master services agreement for treasury services to help improve a customer’s enrollment experience.
Are there any tips you would like to share on providing strong leadership in a male-dominated industry?
Murray: A few tips I have are to be passionate about what you do and work with integrity; work hard to deliver what you say you will do when you say you will do it; don’t be afraid to challenge the status quo and be an advocate for yourself and others. A big thing at Compliance Systems is that we believe in reinvesting in our products based on what we have learned from our clients and the industry. I would say it is important to have that mentality yourself as you grow. Learn from mistakes. Learn from what works. Learn from your colleagues and clients. Together as an industry, we can elevate the banking experience for all.
If you had 6 minutes to talk with Alexa Von Tobel about all things fintech, what questions would you ask?
For those new to the fintech industry, let me fill you in. Alexa is the Founder and Managing Partner of Inspired Capital and was the Founder and CEO of LearnVest, a wealth management platform she sold to Northwestern Mutual for $250 million in 2018. She is also the author of Financially Fearless and Financially Forward. All this is to say, Von Tobel is a long-standing expert in the fintech industry.
I was fortunate enough to have the opportunity to chat with Von Tobel at FinovateFall last month. Here are some of the highlights of our conversation.
Dealflow in fintech has changed a lot this year. When I asked Von Tobel what we can expect moving forward, she said that the fintech industry is full of dry powder. She said to ignore the spike in funding that has occurred in the past couple of years, and instead look forward to the future. “This is when the best builders come out,” she said. “When times get tough is when you see resilient, committed founders saying that they want to build a business. I want to meet those founders.” In fact, Von Tobel is excited about the downturn because it will bring out the mission-oriented builders and founders that are seeking to fix the big gaps in the industry.
In our interview, we also looked at retirement. According to Von Tobel, retirement looks different today, thanks in part to the gig economy. Many people are looking to leave their full time job to work in a more flexible environment that allows them to choose how frequently to work. On the flip side, young people are also seeking more flexibility in their working environment, and because they are not working the traditional nine to five career, they need solutions to save for their retirement that fit this unique need.
Von Tobel also shared the top trends she expects to see rise in the next few years and offered up advice for founders of mid-to-late stage companies who are having difficulty finding VC funding in today’s environment.
From Open Banking to Embedded Finance, there are more ways than ever for financial institutions and financial services providers to embrace digital technology and bring better, more personalized, and easier to use financial products to market.
One company that is playing a role in helping businesses make the most of the latest innovations in financial technology is ASA. The company, headquartered in Utah and making its Finovate debut last year at FinovateFall, facilitates collaborations between financial institutions and fintechs. An embedded solution, ASA’s technology helps community banks and credit unions offer their customers the same quality of innovative digital services offered by their larger rivals.
We caught up with Lisa Gold Schier, Chief Strategy Officer with ASA, to talk about the opportunity of collaborative banking, how to make bank/fintech partnerships work, and what financial institutions are focused on right now.
Tell me about your time in the industry and your new role at ASA. Why did you make the switch from banking to fintech?
Lisa Gold Schier: I started my financial services career with a bank, then worked with banks and fintechs. However, I had never worked directly for a fintech. Prior to joining ASA, I served as a leader at the American Bankers Association (ABA), where I led product evaluation and served as a strategic advisor to bankers, technology providers, and consultants across areas such as technology trends, digital transformation, and the customer experience. I helped establish and spearhead the only industry committee focused on guiding strategic direction for industry innovation with an emphasis on bank/technology partnerships and core processor engagement.
I evaluated hundreds of fintech solutions during my years at ABA. When I discovered ASA, I knew it was something unique. I realized ASA’s technology and framework changes and improves how financial institutions, fintechs, and customers access technology and work together. By joining the team, I help financial institutions and fintechs meet the needs of their account holders. I am now Chief Strategy Officer at ASA, driving the strategy of collaborative banking and creating a clear path to innovation, scale, and customer financial empowerment through embedded fintech.
Who is ASA and what is collaborative banking? What makes it different than Open Banking or Banking as a Service?
Schier: While OpenBanking and Banking as a Service each have their place in the market, challenges exist with each. Banking as a Service requires fintechs to jump through regulatory hoops and open banking puts banks and fintechs against each other in competition for customers’ finances. Collaborative banking, on the other hand, is a model that allows financial institutions and fintechs to work together, sharing revenue and business opportunities. Collaborative banking takes the spirit of open banking and mitigates the pitfalls, allowing institutions and fintechs to partner in a mutually beneficial way by removing the regulatory risk traditionally associated with partnerships.
ASA, the pioneer of collaborative banking, is an embedded fintech solution that connects financial institutions with customer-facing fintechs in a secure, compliant, and easy to implement marketplace, powering growth and opportunity for all. Account holders select and instantly download the apps that meet their individual needs, and link their accounts without giving the fintech access to any personal information. With ASA and collaborative banking, financial institutions are the hub of financial choice, maintaining the account holder relationship and providing financial empowerment through individualized choice.
Lisa Gold Schier introducing ASA’s demo at FinovateFall 2022 in New York.
What challenges have traditionally made bank/fintech partnerships difficult, and how is the ASA model helping to overcome them?
Schier: There are many challenges, some of the largest include developing an innovation strategy and the team to implement and follow through, researching and vetting all the fintechs and determining which ones will solve the majority of customers’ needs, contracts, core integrations, and balancing innovation with liability and risk. These roadblocks can be especially challenging for community institutions, who lack the large tech budgets of regional and national players.
ASA addresses these issues by acting as a single integration point between financial institutions and fintechs, either through the institution’s core, online provider, or data aggregator. Fintechs never interface with institution’s core, and ASA normalizes, tokenizes, and anonymizes customer PII data, ensuring fintechs can’t access personal accountholder data.
By solving the one-to-one integration pain point, ASA is enabling personalization at scale by allowing customers to choose and download the niche apps they crave without diluting the relationship with the bank or credit union. ASA creates a trusted closed network between financial institutions and fintechs, making partnerships easier, more affordable, and more secure than ever before.
How do you mentor and support women in the industry?
Schier: I strongly believe in having diverse views around the table, and part of doing so means proactively seeking out those different perspectives. This often looks like creating networks, whether within my organization or within the industry, and then supporting each other. It’s important to foster relationships with junior and senior women and share advice and insights.
I also support women through social media and speaking opportunities, looking at and creating diversity in promotional and advertising materials. It’s disappointing to see panels and conference sessions that lack diversity. So, when I am working with conference coordinators, I make it a priority to seek diverse representation, which includes recommending industry leaders and women that may not be tied in with the conference circuit. This also includes working with and supporting diverse communities. Since so many have supported me, I want to continue to give back to the industry.
What is top of mind for financial institutions and fintechs now and over the next 12 months?
Schier: To quote Ron Shevlin, our industry is at a hard fork in the road, and it’s critical for banks and credit unions to move toward the collaborative future of banking. Doing so will enable them to keep up with all of the new technology apps, grow business, and remain relevant. Financial institutions and fintechs that embrace embedded fintech and lean into secure consumer choice, providing consumers with more authority over who has access to their data and under what circumstances, will gain a strong competitive advantage. Moving forward, financial institutions and fintechs should prepare to embrace self-sovereign identities more fully, enabling consumer ownership of their data in new, innovative ways.
Customers increasingly need easier, quicker access to a range of financial education and wellness resources, especially given current market volatility. Those financial institutions that proactively offer more choice, providing customers with simpler, more secure, wider access to the tools needed to develop their financial health and education, will be well positioned to promote financial empowerment and equity.
Yesterday we shared the announcement that FinovateFall 2022 is on track to be our biggest event to date. Today we have great news from the other side of the Finovate stage: fully 50% of the speakers at FinovateFall in New York next month will be women.
“This definitely contributes to our DEI initiatives and effort to inject diversity into our events and portfolio as a whole,” Finovate Brand Strategy Director Adela Knox said.
Here are just a few of the women who will share their insights into fintech and the future of financial services at FinovateFall, September 12 through 14.
Remember that early-bird savings for FinovateFall 2022 end soon! Be sure to stop by the FinovateFall registration hub today to take advantage of special discounted ticket prices through Friday, September 2nd.
SC Moatti
SC Moatti will deliver a keynote address titled: Winter Is Coming: Now’s the Time to Hire That Chief Product Officer. Moatti is the founding Managing Partner of Mighty Capital; and the founding CEO of product acceleration platform, Products That Count.
In her address, Moatti will explain the consequences of not heeding the “product call” and why, if there’s one role companies should keep on their list of new hires this season, then it should be a Chief Product Officer.
As part of FinovateFall’s Payments stream, Wells Fargo Head of Enterprise Payments Ulrike Guigui will give a keynote address, Has the Pandemic Changed Payments Forever? 90% of Bank’s Useful Customer Data Comes from Payments – How Can They Ensure They Stay in the Game?
Alyson Clarke
Also in our Payments stream, Bernadette Ksepka, AVP and Deputy Head of Product Development, FedNowSM Service, Federal Reserve System, will sit down with PayGen co-founder and Chief Product Officer Robin LoGiudice to discuss The Continued Evolution of Faster, Cheaper, and Better Payments – Where Next with Instant Payments.
Alyson Clarke, Principal Analyst with Forrester, will deliver a keynote address titled Hybrid Banking – Why the Future is a Blend of Physical and Digital, as part of our Customer Experience stream.
Also in our Customer Experience stream, Symend co-founder and Chief Impact Officer Tiffany Kaminsky will share her insights in an address titled Upping the Ante: Using the Science of Decision-Making for Effective Customer Engagement.
What is venture capital doing to help promote fintech innovators who come from underrepresented groups and communities?
We caught up with Elizabeth McCluskey, Director of The Discovery Fund at CMFG Ventures, to talk about her work in supporting underrepresented entrepreneurs that are building solutions to drive financial inclusion.
We discussed her own extensive experience in financial services, working in both investment banking and wealth management before moving to venture capital. We also learned why she believes it is important to invest in female founders and founders from communities that are underserved by traditional financial institutions.
Why did you decide to transition from investment banking and wealth management to venture capital? What do you enjoy about working at a venture capital firm?
ElizabethMcCluskey: Investment banking is transactional. I enjoyed being part of transformational deals for companies but missed being there for the long-term impact. When I pivoted to wealth management, I was able to develop more longevity in client relationships, but the investments were focused on public equities with which I had minimal connection. These experiences led me to find the ideal balance in venture capital. Now I can build more intimate relationships with portfolio companies and invest in people and ideas that are meaningful and important to me. It brings joy and satisfaction to support their long-term growth and success.
Tell me more about your current role at CMFG Ventures and the Discovery Fund.
McCluskey:CMFG Ventures is the venture capital arm of CUNA Mutual Group. CMFG Ventures invests in fintechs to help financial institutions grow and provide a brighter financial future for all. The firm adds value to fintechs by leveraging its well-established network of over 6,000 financial institutions and suite of complimentary technology solutions. Since 2016, CMFG Ventures has invested in nearly 50 fintech companies and its Discovery Fund has invested in 14 additional early-stage companies led by BIPOC, LGBTQ+, and women founders.
I am the director of the Discovery Fund. The Discovery Fund was created to support underrepresented entrepreneurs who are building solutions for financial inclusion. We plan to invest $15 million over the next three years in early-stage fintech companies. Through my role, I’m able to see the full scope of venture capital investing, including but not limited to:
Sourcing deals and meeting entrepreneurs
Conducting due diligence
Negotiating the terms of the deal
Providing long-term support for entrepreneurs’ journeys by helping them scale, network, and find the resources they need to continue to succeed.
Why is it important to invest in diverse founders, especially women-led businesses? And what qualities you look for when investing in these companies?
McCluskey: Women entrepreneurs receive less than 3% of venture capital funding. This staggering number demands that we take a step back and focus on supporting diverse founders, especially women-led businesses, to improve equity in the venture capital space. This is not just the right thing to do – it’s good business. A 2018 BCG study concluded that women-founded businesses yielded two times as much revenue per dollar invested as those founded by men.
Women and diverse founders who have been historically underserved by traditional financial services are working hard to create the financial inclusion they wish they had. We are investing in entrepreneurs like them who are deeply connected to the problems they’re solving. Empowering underrepresented leaders is already creating new opportunities for liquidity management, wealth management, credit access, asset protection, and more.
Can you share more about the women-led businesses that CMFG Ventures invests in and supports? How are they helping make the financial services industry more inclusive?
McCluskey: CMFG Ventures has made investments in multiple women-led companies, such as The Beans, Climb, Caribou, and Frich to help the financial services industry become more inclusive.
The Beans simplifies the path to financial balance through evidence-based design and cutting-edge technology, so consumers stress less about money and focus on what they love.
Climb is a student lending and payments platform intended to make career education more affordable and accessible.
Caribou enables financial advisers to engage their clients in healthcare planning to support life transitions and build stronger financial futures.
Frich makes money social. It helps Gen Z develop better financial habits leveraging the power of community and benchmarking.
These female-driven fintechs are transforming the financial services space and improving the financial lives of everyday Americans.
What advice do you typically share with women founders? What about those looking to break into the VC space?
McCluskey: I would give the same advice to women founders as I do with men: always ask for feedback, especially to better understand why someone is telling them “no”. Founders who send updates over time allow me to track their progress, including growth and consistency of their business plans. In several cases, I’ve ended up investing in companies that I passed on in earlier rounds. And even if someone says “no” to doing business together, they can still be a valuable ally. Attempt to stay in touch and leverage their networks. People are often willing to share their connections and provide valuable guidance.
As for those looking to break into the VC space, I believe it is slowly becoming more inclusive and representative, yet it is still a very network-based profession. Similar to my advice for entrepreneurs, start with one person you know (or cold outreach via alumni networks, common interest groups, etc.). From there, ask every person you talk to for an introduction to at least one other person. Focus on growing your network with the goal of building genuine relationships, not necessarily getting a job right away. This is a long-term investment in your career.
We’re more than halfway through the 2022, what do you predict for the rest of the year?
McCluskey: After record levels of investments in 2021, we all knew things had to cool off. However, I believe the pace at which this has happened surprised VCs and entrepreneurs alike.
In fact, startup funding has fallen by 23% over the last 3 months, bringing us back to 2019 levels. For many, it probably feels like the sky is falling, but there is still a significant amount of money in circulation. Venture capitalists today, and by extension founders, are more focused on “real” metrics versus vanity metrics when deciding which companies to fund. The companies that will do well in the second half of the year will have measurable revenues, not just wait lists, and will be managing costs and runway to drive profitability, not endless cash burn.
Launched in 2019, Piermont Bank aims to blend the best of modern banking and agile fintech. Piermont Bank’s peer banking approach provides customers with technology-enabled, human-delivered solutions, opting for dedicated bankers over “1-800 numbers or chatbots.”
Last month, Piermont Bank celebrated three years of innovation. The woman-founded and entrepreneur-led financial institution currently has more than $420 million in total assets, and offers an end-to-end, digital banking-as-a-service platform with more than 40 fintech clients already onboard. More than 50% of Piermont’s loans since inception have been made to low- and moderate-income communities, as well as women- and minority-owned businesses.
The genesis of building Piermont was actually really simple. A lot of entrepreneurs would tell you they had this grand vision. For me, it was actually just very two practical reasons. The first was seeing the impact and the speed of impact that fintechs were making on consumer banking … The second reason was: I’ve been in banking for 26, 27 years. (And I’ve seen) the same pain points repeatedly from both the customer (side) as well as internally as an operator … So basically I said, “Okay if I could start with a blank slate, how would I build this? How would I build a fully digital-native, totally tech-enabled bank to do commercial banking faster and more efficiently?
On the evolution of financial services in recent years
My industry, historically, doesn’t change. It doesn’t go that fast. These days, I say that if the CEO is still working off their three-year strategic plan, if it’s in their third year, the board should fire that person. I mean, are you still even relevant in terms of your products (or) the way that you’re delivering these products? So I think the biggest change is just the speed, the speed of change, the speed of innovation.
I was taught and it’s still true banking is a risk management business. So it’s a little bit counter-intuitive if you think about it, this so-called “innovation.” But you absolutely can innovate in a risk management business.
On the advancement of women into leadership roles in financial services
I find myself able to make the biggest impact in the day-to-day: hiring based truly on skill sets and meritocracy, being gender-blind, age-blind … I know that sounds weird but, as an executive, as somebody who is doing the hiring, as somebody who’s doing the promotion, if I can just say, is this person the best person for the job? That’s more than half the game. I know that doesn’t sound very inspiring or trailblazing, but it is actually the day-to-day that makes a huge difference. Empower women, give them the job opportunity, give them the opportunity to rise to the occasion. That’s how we get there.
How does technology help financial advisors do their jobs better? What does it mean to be “customer-focused” when it comes to financial health? And how does an organization successfully pursue a commitment to financial inclusion as a company, while simultaneously supporting and reinforcing a commitment to diversity, equality, and inclusion within a company?
We talked with Christina Walls, Chief Marketing Officer of intelliflo, about intelliflo’s evolution into a comprehensive digital investment platform. We also discussed the firm’s determination to help its clients leverage technology to reach more customers from more diverse backgrounds and investment sophistication levels. Toward the end of our conversation, we talked about the key role of equality in the diversity and inclusion conversation, and what can be done to bring more women into leadership roles within fintech and financial services.
Why was intelliflo formed a year ago? What is the strategy behind the combined company brand?
Christina Walls: What makes what we’re doing at intelliflo so exciting is how we’re addressing the challenges that financial advisors around the world have using technology to expand access to advice. That’s why our parent company, Invesco, combined five digital wealth companies into a single, API-driven platform – intelliflo – so we can offer financial advisors a holistic digital platform designed to serve investors throughout the entire advisory lifecycle. Our technology delivers the digital tools financial advisors need to better serve modern investors and widen access to financial advice.
What was your role in bringing together the five previously separate companies and modernizing the marketing function?
Walls: Validating the opportunity for five companies to come together as one new global brand, culture, and market proposition in the U.S., U.K., and Australia was the first step. Next, the marketing team built a modern, omni-channel marketing function that delivers against global and local business needs. We focused on training colleagues for new jobs and recruiting talent We also embedded new processes and a MarTech stack including sales enablement and CX/EX listening platforms that align with our modern, 360, digital CX/EX experience mindset versus traditional marketing funnel acquisition methodology.
Our new global brand is bold, personable, and challenges the status-quo. The experiences we deliver for all consumers of our brand – colleagues, clients, or partners – need to “feel” different. Every decision we made underpins our business purpose and strategy. The new marketing function was repositioned from previously reactive and tactical to a strategic, commercial, and customer-focused partner for the business.
What were some of your biggest challenges and successes during this project?
Walls: The biggest success is seeing our efforts help advisors grow and improve their clients’ financial health. Advisors are increasingly challenged to accomplish more with less resources; they need open, digital, and cloud-based technology to serve clients of all ages and sophistication levels. With intelliflo, advisors can meet clients where they are, including across digital channels, providing a personalized experience with greater collaboration and communication.
Since March 2021, we have seen increases across all marketing metrics. For example, one omni-channel solution campaign led to a 73% rise in sales YOY in January 2022.
The biggest challenge was planning and executing a new global brand launch during the pandemic and virtually building a new marketing function, business culture, and relationships. I’m so appreciative of the hard work of all my colleagues at intelliflo, who are passionate, proud, and dedicated to our business purpose; without them we wouldn’t be where we are now.
Why did you help intelliflo evolve from D&I to DEI?
Walls: In today’s world, diversity and inclusion can’t work without equality. Companies with D&I policies do a great job of recruiting people from diverse backgrounds, welcoming and celebrating those differences, and making them feel included in the organization, but with all evolution comes revolution.
At intelliflo, our culture relies on ensuring every colleague, regardless of their background, race, gender, etc. is included, has an equal share of voice, and is confident to challenge any level of seniority of the business for the greater good of delivering our business purpose – widening access to financial advice. We must all focus on equality; it is the critical bridge between diversity and inclusion.
As part of our newly created employee value proposition and DEI focus, we’ve recently formed a DEI ally network. We are dedicated to educating colleagues and building greater awareness for all colleagues, customers, clients, partners, industries, and communities, from the inside out.
What more do you think can be done to support women in fintech?
Walls: Progress has been made, but there’s still much work to be done. This isn’t just about delivering a gender metric. For the industry to change we need to highlight the value women bring, especially when it comes to diversity of thought. We should increase access to funding for women-led fintechs, hire more women at all levels of the business, widen access to professional networks in the industry, implement more policies, and continue reporting gender equality metrics, like the pay gap.
Male allies are also important. I’m fortunate to have many male allies at both intelliflo and Invesco and am personally dedicated to continuing the great work all genders have pushed forward in advocating women and removing biases for future generations to forge a gender equal world.
Gender is only one example of equality. Many other traditionally underrepresented groups also need a voice. We must hold ourselves and each other accountable to eradicate these biases and promote greater DEI for everyone.
We recently caught up with Vivienne Hsu, Chief Communications and Marketing Officer with Sokin, a U.K.-based, global financial service provider and payments company. Originally slated for our Women’s History Month commemoration, our conversation includes both Hsu’s thoughts on “the State of Women in Fintech” and gender diversity in the industry, as well as her insights on Sokin, its contributions to fintech innovation, and what we can expect from the company in the future.
Joining Sokin in 2021, Hsu was previously co-founder and Partner at Anabasis Partners, an international marketing and communications advisory firm. Before that, Hsu spent more than seven years as an executive with Cognito, a London-based PR, marketing, and communications agency.
Can you tell us a little about Sokin and its place in the fintech industry?
Hsu: Sokin is a global payments fintech that is the first to offer a consumer subscription model for unlimited transfers for a fixed fee. We believe in straightforward, transparent currency exchange and money transfers and allowing as many people and businesses to have access to the global payments ecosystem. We are ethically conscious and focused on the positive impact we can have as a business, putting financial inclusivity and eco-friendly innovation centrally to our purpose while working to democratize and simplify the global payments process.
How long have you worked at Sokin? What do you enjoy most about being a part of its leadership team?
Hsu: I’ve been with Sokin since January 2021 and enjoy being part of a very fast-paced business that is constantly growing, innovating, and evolving. I’m surrounded by hard-working and exceptionally talented people where I continue to learn so much. The leadership team is experienced, grounded, and strategic, but also fun which makes being part of it such a privilege.
What are the biggest responsibilities you have as CCMO? Are there any accomplishments as Sokin’s CCMO that you are most proud of?
Hsu: The biggest responsibilities I have as CCMO is to build the Sokin brand and keep our name front-of-mind within the global payments and innovation industry. We have an incredible story to tell – one that really holds people at its heart – and great products and services to get out to market with.
I’m immensely proud of the team we have built and how quickly we have managed to scale the Sokin brand globally. We’ve nurtured our flourishing sports club partnerships very effectively and continue to enter new markets at pace with an extremely exciting proposition.
How has the pandemic impacted the work you do as CCMO?
Hsu: The global pandemic changed how we work, but not what we need to do to deliver it. If anything, the change in working environment has forced us to innovate and collaborate in new and diverse ways. For example, as a global organization with a workforce across the world, we do not let time zones or geographies hold back progress.
Being able to build a good team culture and the creative spark is the only area which has been harder to achieve as our people are not always together. But overall, it’s not negatively impacted my role or the work we do at Sokin.
How would you characterize the “State of Women in Fintech and Financial Services” in 2022?
Hsu: The industry has improved, but there is still a lot of work to do. When I started out, it was not uncommon for only one or two women to have a seat in the boardroom. This, of course, has changed due to a shift in workplace attitudes and, as a result, we are seeing more women than ever moving up the ladder. However, this must only be seen as the beginning. It’s still not an equal men-to-women ratio, but it’s getting better.
Evidently, more attention and emphasis have been placed on supporting women in the finance industry over the years. I have seen more female leaders and experts working in finance and fintech compared to 10 years ago. It’s wonderful to see the glass ceiling starting to crack and I hope it grows in momentum.
What do you think the industry is doing right in terms of promoting gender diversity? What do we need to do better?
Hsu: I think fintech and financial services are having the conversation and pushing the agenda for gender diversity, which is really the first step. We need to get to a point where equality is part of a natural and organic system, not a forced issue as it is now – much like a box to tick.
I hope in the coming years we will not have to talk about gender diversity in the same way we do now, but instead it becomes something that’s actioned without question.
What can you do in your role as CCMO to help advance gender diversity?
Hsu: I think I can help in my role as a CCMO – and also as a senior female leader – by setting a good example, supporting, and mentoring others and driving a strong DE&I team and agenda at Sokin. Being part of a progressive and innovative company helps immensely, but also we have a culture where everyone’s opinion matters and can be shared which really can drive quick and necessary change.
It’s also about giving women the opportunities they need to succeed. The best way to create a rope ladder for other people to climb is to include them in your own journey. I’ve been exceedingly lucky to work with lots of incredible people over the years who did just that. By doing so, they pulled the best out of me which I did not see in myself. Before I knew it, I was involved in activities which, to me, seemed impossible, but those around me saw things differently. I will always be grateful for this, and I hope I can support the talent of today in the same way.
It may sound simple, but by doing so you naturally open opportunities and further responsibilities for those in your team. Providing an accessible platform to learn is fundamental in supporting others through their professional careers, especially in fast-paced industries such as fintech in which there are an plenty of chances opening every day. It’s about giving people both the confidence and, most importantly, access to pursue them.
Sokin is involved in multiple new initiatives. What excites you most about the direction of the company right now?
Hsu: I’m most excited about how the company is innovating and the way we are building our ecosystem and partnerships. It’s unlike any other organization I have worked! Sokin is at the forefront of several innovations such as taking payments into the metaverse and web 3.0, alongside what we can do with our existing and new partners.
Having only launched our Global Currency Account in August 2021, Sokin has rapidly expanded into 32 territories, and welcomed more than 120,000 Sokin customers with a further 175,000 currently on the global waiting list. At the end of 2021, we had transferred over $100 million around the world, delivered a multilingual app with five accessible languages, doubled the size of Sokin’s global workforce, partnered with five top-class football clubs including our first NFL team, and launched our exclusive sponsorship community, Sokin – Money Goals. To achieve this in a matter of months is astounding.
In short, we are leveling up global payments with the ambition to become the provider of choice for global transfers and currency exchange around the world. And I wholeheartedly believe we can and we will achieve this.
