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Finovate Blog
Tracking fintech, banking & financial services innovations since 1994
As Financial Literacy Month draws to a close, we reached out to Parker Graham, founder and CEO of Finotta. We wanted to hear his thoughts on what it means to be financially literate at a time of major digital transformation and technological change – both in financial services and in the world writ large.
Finotta enables banks and credit unions to personalize their mobile banking experiences for their customers. Headquartered in Overland Park, Kansas, and founded in 2018, Finotta helps smaller financial organizations generate new revenue streams, boost user engagement, and compete with larger financial institutions.
Finotta made its Finovate debut last year at FinovateFall.
What does it mean to be financially literate in 2023?
Parker Graham: For many people, managing their finances and staying financially literate is not just a challenge – it feels harder than ever.
With decades-high inflation and historic interest rate hikes, consumers are feeling the heat. Most workers reported that any salary gains they’ve received in the last year have been outpaced by inflation. We’re really seeing this hit young people hard. Half of Gen Z and Millennials are living paycheck to paycheck.
Many consumers don’t know what steps to take to get ahead. And with traditional digital banking channels lacking that personalized experience, they aren’t getting the advice they need. Banks and credit unions must prioritize financial education for their customers because they can’t afford to be left behind.
In today’s world, is digital literacy required in order to be financially literate?
Graham: Digital literacy is a huge challenge we’re facing in the banking industry. More than 15 million people are not digitally literate. Consumers should not have to know how to bank online to make good financial choices.
To tackle this, banks should ensure that customer experience is at the forefront of all of their technology decisions. Banking apps need to be easy to read, quick to navigate, and intuitive – even for individuals who are not digital natives. This is exactly why we work directly with users when building our technology at Finotta to make sure it is easily accessible, navigable, and understandable.
Banking tech also must go the extra mile and make it personal by providing Personalized Financial Guidance (PFG) to customers. This guides consumers through their financial journey, no matter where they are, by offering tailored advice on how to meet their financial goals.
How can we make sure technology is an enabler of financial literacy rather than an obstacle to it?
Graham: Banks have to remember that acquiring a new digital banking solution isn’t just about technology for the sake of seeming flashy or modern. A banking app can actually help with financial literacy by taking the guesswork out of what customers should do with their money.
Your banking app needs to deliver the right experience, service, or product to the customer based on their individual data. Then, it should offer users concrete suggestions, like opening a new savings account for college tuition, that help them achieve financially healthy lives. The cherry on top is offering in-app rewards, like badges and milestones, that recognize customers for their positive choices and make financial literacy fun.
How does personalization in digital banking help foster financial literacy? How can fintechs help digital banking customers turn insights into action?
Graham: Consumers are looking for financial guidance beyond typical personal financial management tools, which do nothing more than provide fancy pie charts that show a customer’s spending.
From a consumer’s perspective, getting alerts in their banking app that tell them how much money they spent at Starbucks over the last month (when that money could have gone towards a 401K instead) does nothing more than shame them. It’s essentially saying, “Hey, you’re in a hole.”
Instead, banks can take consumer data one step further by helping them take actionable steps to reach their goals – like setting up monthly direct deposits to save towards retirement. A bank using a personalized approach can say, “Hey, we see you’re in a hole, and here’s how you can get out.”
Finotta made its Finovate debut last year at FinovateFall. What was that experience like?
Graham: Debuting our technology last year at FinovateFall was incredible. It gave us an opportunity to tell the story of how powerful and impactful our platform is in a room of our customers and peers.
What can we look forward to hearing about from Finotta in the coming months?
Graham: The next few months for us are going to be about scaling with more and more customers. It’s been a journey building our software and now we are focused on replicating our successes with as many financial institutions as possible.
In this week’s edition of Finovate Global, we feature Uri Rivner, co-founder and CEO of Refine Intelligence. The Tel Aviv, Israel-based company, founded in 2022, made its Finovate debut earlier this year at FinovateEurope. At the conference, Refine Intelligence demoed its technology, Life Story Analytics, that leverages AI to help banks better defend themselves against money laundering.
We discussed the challenge of fighting financial crime, the innovations that Refine Intelligence brings to the market, and the relationship between upstarts and incumbents in Israel’s dynamic, fintech and financial services ecosystem.
What problem does Refine Intelligence solve and who does it solve it for?
Uri Rivner: If you’re a bank, your AML Operations team is massive, and needs to grow every year to cope with growing alert volume. But the team can have a pretty frustrating daily routine, as almost all the alerts they’re investigating end up being totally legit activities done by the customer.
Take an account that did a large wire transfer to Mexico for the first time. The AML Transaction Monitoring is screaming like a banshee – maybe there’s money laundering here? But after investigating, the team finds out the customer just has a daughter studying in Mexico, and this was to pay her tuition.
Years ago banks knew these life stories, because everything was done at the branch. But now with digital transformation, banks have lost that superpower.
At Refine intelligence, our mission is to help banks regain that superpower of really knowing their customers’ life stories, so their financial crime teams can quickly clear AML or scam alerts triggered by legitimate customer activity. We work with Risk, Financial Crime, BSA and AML teams. Fraud teams look at our technology to help with scam operations.
How does Refine Intelligence solve this problem better than other companies?
Rivner: Refine Intelligence takes a unique approach for fighting Financial Crime – we call it ‘Catching the Good Guys.’
Think of someone who got married and now deposits a large amount of cash from wedding gifts. Or a couple withdrawing cash in order to pay for a big renovation project. Think of people starting a new cash-intensive job, or depositing money from a fundraiser. These are all legitimate activities that look abnormal, triggering transaction monitoring alerts.
Refine discovers these sort of “life stories,” i.e. legit customer activities behind a flagged anomaly. There are two ways to do that:
The first is to ask the customer and Refine provides that capability through our Digital User Outreach which allows a bank to reach out to customers automatically and collect their explanation within minutes.
The second way is to train AI to recognize the life story behind an anomaly, without reaching out to the customer. Our Life Story Analytics does that, and the training uses our unique, proprietary data set of genuine explanations.
The outcome: clear, fast evidence that helps AML teams clear away falsely flagged anomalies by identifying the legitimate customer activity behind them.
Who are Refine Intelligence’s primary customers? How do you reach them?
Rivner: We work with large to mid-sized banks who operate a big team of investigators to look into AML alerts. Refine helps those banks reduce their operational effort significantly without making any change in the Transaction Monitoring system.
Our founders and senior management team have been working with financial crime units for decades, and we expand our reach via participating in events such as Finovate, as well as our own virtual events.
Can you tell us about a favorite implementation or deployment of your technology?
Rivner: A Top 50 bank in the U.S. deployed Refine Intelligence to handle customer outreach for AML. Before using Refine, the AML team approached the branch when they couldn’t find a good explanation to a flagged anomaly. The branch tried calling customers, leaving messages and chasing them for answers. A district manager described the situation as “we are the punching bag of the AML team.”
After the bank started working with Refine, it became clear why the existing RFI (Request for Information) process was driving everyone crazy. The average time to complete a customer outreach was 16 days with 3.6 back-and-forth emails between the AML team and the branch, as initial responses were often insufficient. The process consumed resources that were better used elsewhere.
Refine Digital User Outreach automated the process by messaging customers through digital channels. Response time was cut from two weeks to two minutes, completely changing the game for the Operations team who could work on alerts without interruption, receiving quality responses. With an 85% answer rate, the digital process outperformed manual outreach. Data collected was structured and allowed analysis and benchmarking, and soon most RFIs (Requests for Information) turned digital using the Refine system. The AML team loves the new approach.
What in your background gave you the confidence to respond to this challenge?
Rivner: I’ve been fighting online fraud for 20 years in Cyota, RSA and BioCatch – which I co-founded. This helped me take an outside look at the way AML was operating and realize that the current paradigm isn’t sustainable.
Online fraud detection benefits from context-rich signals that go well beyond transaction monitoring, device analysis, geo-location or behavioral biometrics. These signals feed into AI that is trained using a huge pool of fraud cases, as victims report fraud in their bank account. But no one reports money laundering in their own account, and when a bank files a Suspicious Activity Report, they never get feedback from authorities. You can’t train AI to recognize bad guys without feedback, so the industry had to revert to anomaly detection.
You can get more and more efficient in anomaly detection, but at the end of the day most of what you find is irregular activity in good people’s accounts. Any improvement in detecting bad guys is doomed to be marginal. And that’s not good – the industry needs a game changer…
This brought the insight of reversing the focus, to “Catching the good guys,” that is, detecting the legit activities that were falsely flagged as anomalies.
What is the fintech industry like in Israel? What is the relationship between fintech startups and the country’s established financial services sector?
Rivner: Israel, widely known as the ‘start up nation,’ is a powerhouse of cyber, fintech and financial crime fighting. Many market-shaping startups grew up in Israel: Cyota, now RSA Outseer, was first to introduce risk-based authentication using device and geo-location analysis. IBM Trusteer was first to launch an anti-Trojan tech. BioCatch was first to leverage behavioral biometrics for online fraud and scam detection. Forter and Riskified pioneered the chargeback guarantee market in eCommerce, Simplex did the same in crypto, and DoubleVerify prevents fraud in the digital advertising market. The largest global player in AML is Nice Actimize, and companies like EverC and ThetaRay help acquiring banks and payment providers manage financial crime risks. This might explain why there’s a vibrant community of fraud fighters in Tel Aviv.
Interestingly enough, the local Israeli market has never been a big target for those innovators. Most Israeli Fintech startups work directly with global design partners, who recognize the disruptive, out-of-the-box thinking behind their technology.
You recently demoed your technology at FinovateEurope. What was that experience like?
Rivner: Demoing at FinovateEurope was fantastic! We were thrilled to have the opportunity to demo together with so many other innovative fintech companies, and to meet with banks that are looking to incorporate innovative technologies into their operations. The experience was very TED-like, professional, and the vibe was exciting.
What are your goals for Refine Intelligence? What can we expect from the company over the balance of 2023?
Rivner: Everyone we talk to is very excited about what Refine is doing. When showing our Digital Outreach capabilities, AML teams come up with so many ways to use it effectively – from automating requests of information for resolving transaction monitoring alerts to helping the line of business with Enhanced Due Diligence and Cash Structuring education. Fraud teams are particularly interested in digital outreach to potential scam victims, and it is a great way to conduct rapid investigations of incoming wire and check deposits.
But the biggest amount of interest is in our other bit of magic – Life Story Analytics. That’s where we train AI to recognize the legit customer activity behind a flagged anomaly, without reaching out to the user. Financial Crime teams are excited about the notion of keeping their AML transaction monitoring or scam detection models as is, despite the high degree of false positives, and letting AI sweep aside the legit customer activities so what’s left are the real unexplained anomalies that might be money laundering or scam victims. That’s going to be a major area of expansion for Refine.
How has the challenge of digital transformation impacted banks and credit unions in recent years? Has the momentum for change slowed since the peak of the pandemic? How can banks win the “expectations game” with increasingly digital-first customers?
These are some of the questions we posed to Savana CEO Mike Wolfel. Headquartered in Malvern, Pennsylvania, Savana offers banks and other financial institutions a digital delivery platform that provides single location, real-time orchestration for all processes and transaction requests across the enterprise.
In recent months, Savana has announced partnerships with Primis Bank, Capco, and Battle Financial. Founded in 2009, the company has raised more than $53 million in funding from investors including Georgian and LiveOak Venture Partners.
What is the primary challenge for banks and credit unions that are trying to undergo digital transformation today in 2023?
Mike Wolfel: Most of the challenges banks and credit unions face center on technical innovation constraints based on their existing technical and operating architectures. Banks and credit unions are often limited either by their complex and rigid solutions already in place to support multiple channels or products, or by the inflexible multi-system architecture that allows them to be more agile. In addition, the lack of complete API exposure of underlying core systems leaves little opportunity to drive digital self-service or product innovation.
The inconsistency of processes implemented in different channels or across products is both a technical constraint and an operational efficiency challenge. These inconsistencies of processes and dependencies on manual work can also create regulatory issues or, at a minimum, lead to customer dissatisfaction.
There was a great deal of momentum behind digital transformation during COVID. Has that momentum waned? If so, why?
Wolfel: The momentum has not changed, but the focus seems to have shifted to different areas and more broadly expanded across various layers of the banking technology. The drive for transformation during COVID, especially during the first year, was a general improvement in digital consumer experiences due to the branch banking challenges. However, the banks we are working with seem to be taking a broader and more systemic internal view to recognize that they need more agility in terms of next-gen cores and more operationally efficient operations systems.
How can banks win the expectations game? How can the customer experience at banks keep up with the kind of CX/UX people experience in other digital interactions?
Wolfel: Bank experiences need to deliver more active intelligence, using AI, to consumer experiences. An adaptive information approach to tailor content and action needs to be more dynamic based on customer intelligence and behavior analytics. Just as Amazon or social media applications recommend the content of interest, consumers can be enlightened with relevant information on their banking behavior that will enable them to see opportunities better.
In addition, the capabilities of the experience, not just a pretty design, need to provide an effective and comprehensive set of services to the consumer to take action without requiring the need to engage the bank in the direct channels (branch, call center). Clearly, consumers prefer self-service and being able to act at a time and place of their choosing. Additionally, having the same processes and awareness of customer engagement actions need to be available to the banker if the consumer reaches out for direct support. Often, in today’s environment, the bank is unaware of why the customer might be calling when making a transition for support between digital to direct engagement.
What are the first key steps a financial institution needs to take in order to be ready for digital transformation – to say nothing of executing the transformation itself?
Wolfel: That depends on the goals and the transformation journey desired by the bank. But, in general, several things are consistent for the banks we work with on their journeys. First, they are taking a much broader view than trying to solve for a specific channel improvement. For those that are considering new next-gen core technology, they need to decide on a big bang or progressive renovation approach. The progressive renovation (gradual cutover to a new core) takes significant planning because it will create significant operational issues with customer and account data spread across multiple cores.
Comparatively, a big bang cutover to a next-gen core will require significant ecosystem rework and presents a potentially higher risk. Fortunately, Savana’s approach and architecture support our bank partners regardless of their desired approach. In the end, having a clear vision of the full end-state vs. a siloed or segmented view is the critical consideration.
What role does Savana play in helping facilitate digital transformations for financial institutions?
Wolfel: Savana’s Digital Delivery Platform is driving ‘Core-to-Customer’ innovation. Savana’s platform is designed to operationalize the bank across all cores, all products, and all channels. The system provides a consistent customer engagement experience and standardized bank operations processes from OAO & OLB across any engagement channel, including self-service, branch, and assisted call center operations.
Savana recently raised a significant amount of equity capital. What did that investment say about Savana’s accomplishments and potential. What will the investment enable the company to do in 2023 and beyond?
Wolfel: Savana has been working with early adopter customers over the last few years to get the platform into production and be able to continue the buildout of the solution architecture to meet the original strategy and the diverse needs of our bank partners. The investment by fintech investors and about six strategic bank partners is a validation of our strategy and confirmation of the capabilities and value that Savana’s platform brings to the market. The investment allows us to continue our growth strategy more broadly in the market across banks and credit unions. Savana has delivered a unique and differentiated solution for our bank partners to execute complex transformation journeys, as recognized by the investment. Savana will continue accelerating our offerings in all areas of digital, branch, call Center, and bank operations and for a broader market segment.
One of the more compelling presentations at FinovateFall this year was the keynote address from BOND.AI CEO Uday Akkaraju. Titled “Why the Future of Finance is Beyond Finance, And How to Get There,” Akkaraju’s discussion looked at the wave of digital transformation in financial services and asked “is there a radically smarter path to profitability while staying relevant to customer expectations?”
We pick up on this conversation in today’s extended interview with the BOND.AI CEO. Akkaraju has leveraged his background in interaction design and cognitive science to help make machine intelligence more empathetic and human-oriented. The result is the world’s first Empathy Engine for finance – a technology that helps bridge the gap between consumers struggling to meet their financial needs and banks that are eager to engage these consumers with new technologies that offer greater personalization and effectiveness.
Founded in 2016 and headquartered in Little Rock, Arkansas, BOND.AI won Best of Show in its Finovate debut at FinovateFall 2018. We talked with the company’s CEO about the how the company is helping financial institutions better serve their customers, as well as what to expect from BOND.AI in 2023.
You recently spoke at FinovateFall on Why the Future of Finance is Beyond Finance. Can you tell us a little bit about what you shared with our audience in that keynote?
Uday Akkaraju: It was my pleasure to be asked to speak again at FinovateFall this year. A lot has changed since I spoke last time in 2018! And a lot has changed for the better in terms of banking.
The pandemic spurred investments in technology and digital channels to reach customers—a benefit for the banking and fintech industry. However, we must now utilize opportunities accelerated by the pandemic to create a future of better financial health for everyone.
I wanted to use my keynote speech to highlight the “Empathy Gap” between what customers need and what banks can offer today, especially given the fast-changing economic environment. For me, it’s essential we discuss how fintech can help bridge the communication gap between banks and customers. Banks need to strategically implement discourse analysis tools with measurable KPIs to ensure they don’t return to past mistakes.
That’s where human-centered AI comes in. In this case, AI is our chatbot-powered Empathy Engine that can converse with customers via an app to get a deeper understanding of their needs. Through conversation, banks can grow their revenue using customers’ contextual information. With more customer data, individual banks can meet and even predict an individual’s needs, improving financial health as they tailor their products and services as a result. Of course, conversational data is only a part of it. You still need the bank data – otherwise, you only get half the truth.
BOND.AI won Best of Show at FinovateFall 2018 with a live demo of its Empathy Engine. You’ve also talked about something you call the “Empathy Gap.” For the uninitiated, what does the “empathy gap” mean?
Akkaraju: The Empathy Engine is our main vehicle for closing the gap between customer needs and a bank’s inability to meet those needs, which we’ve labeled the “Empathy Gap.” We quantify this gap between what banks offer and what individuals need to be worth roughly $34.2 trillion. I like to say the only thing that changes faster than technology is consumer expectations. Unfortunately, banks’ inability to keep up with those expectations leaves them with a lot of money left on the table for them and a lot of lost opportunities for consumers.
The Empathy Engine helps banks to better communicate with and service consumers to close this “Empathy Gap.” We use its ability to talk directly to customers and deliver personalized service at scale. This aids banks in seeing a holistic picture of each individual and better meeting their financial needs.
The main point of my presentation, though, was to make it clear it’s not going to be possible for one fintech or financial institution to close that gap alone. That’s why we created The BOND Network, to connect banks, employers, and fintechs and make it a true network—not just a marketplace—to balance the needs of all three stakeholders.
How does BOND.AI’s Empathy Engine flow from this?
Akkaraju: We launched the world’s first Empathy Engine for finance in 2018. It’s designed to bridge what the consumer needs against what the bank can offer to give a holistic view of customers, including their needs, strengths, weaknesses, and potential.
Right now, for customer segmentation, banks only consider financial data, and that information remains too broad. It fails to keep up with fast-changing consumer expectations or recognize an individual’s circumstantial information. Segmentation should consider both financial and non-financial data to be effective and offer a hyper-personalized approach that talks directly to the customer.
The BOND.AI Empathy Engine was developed in response to this insight. Instead of considering massive amounts of data with lots of noise, the engine moves to a small-data approach, where segmentation happens based on actual and observed behavior rather than traditional correlations and predictors.
Who is BOND.AI’s primary market and how do those customers use your technology?
Akkaraju: Our primary market is currently made up of financial institutions to whom we provide a white-label solution for insights, analytics, and customer communication. These are our core customers, and they are also members and contributors to The BOND Network.
We also have employers on the network who provide our mobile app to their employees as a financial benefit. At this point, we have 28 employers bringing about 300,000 employees into the network, which is set to grow next year.
What makes BOND.AI’s technology unique in the way it solves problems for your customers?
Akkaraju: Our Empathy Engine is the first-of-our-kind, human-centered technology focused on increasing the financial health of institutions and individual consumers. It also powers The BOND Network, which nurtures an ecosystem of financial institutions, fintechs, employers, and employees that all benefit. The engine identifies stakeholder needs and connects the dots to fulfill those needs, thus making this a network rather than a marketplace.
This is how our efforts move ‘beyond finance’. We believe to bridge the Empathy Gap it will take collaborative action to understand people as more than just transactional data and talk to them instead to establish their needs and situational context. With AI tools, we can speak directly to customers from the comfort of their own home or on the go with our mobile app. This intimacy builds trust and strengthens the customer’s relationship with their bank, so people feel able to share their problems.
The best part? Insights are there for everyone across the network to see how they can further close the Empathy Gap.
I think some would be surprised to learn that BOND.AI has headquarters in Little Rock, Arkansas. What does Little Rock offer a company like BOND.AI?
Akkaraju: There’s a lot we feel Little Rock can offer us, which is why we moved here! We were previously based in New York but chose Little Rock strategically for both the company and our employees. The work-life balance is good here. There’s also barely any commute considering most places can be reached in 20 minutes. That’s ideal for a fast-growing start-up where time is money.
There has been a move away from the coast, but tier-two cities are also getting a little cramped. People are happy to explore other options at this point, and Little Rock is an interesting place where both company and employee dollars stretch further.
There are also a lot of possibilities here for us as a start-up looking to connect with employers and their workers. Walmart’s headquarters is here, and many of its vendors are nearby. You don’t need to move to the city to find talent and opportunity. The next thing we’d like to do is start consciously investing in the local talent we think is out there to really prove that to people.
What can we expect from BOND.AI in 2023?
Akkaraju: In 2023 we’re excited for our app to be going direct-to-consumer via employers and expanding our partnerships for The BOND Network. We’ll be using these acquisitions to grow the company organically. These developments will also aid us in our mission to give the power of data back to the consumer and show banks what types of data they can leverage more effectively.
We want to focus on alternative wealth building, giving more people the tools they need to take control of their finances confidently. Budgeting is good, but it doesn’t fix the bottom line and, in many cases, more support is needed. We want to extend the possibilities of financial inclusion by giving everyone access to the tools used by high-net-worth individuals and sharing guidance on how to use them.
This week, Finovate Global takes a look at fintech developments in Egypt, specifically the story of Cartona.
The company, just over two years old, is a B2B e-commerce marketplace that helps connect retailers with a curated network of suppliers and wholesalers. Cartona secured $12 million in Series A funding this summer, taking its total capital raised to $16.5 million according to Crunchbase.
Our conversation with co-founder and CEO Mahmoud Talaat includes discussion of the company’s role in the Egyptian financial services landscape, the current state of fintech in the country, and his plans for Cartona in the months to come.
Tell us about the founding of Cartona.
Mahmoud Talaat: Founded in August 2020 by Mahmoud Abdel-Fattah, Rafik Zaher and myself, Cartona is a B2B e-commerce marketplace. Cartona offers an asset-light marketplace that enables retailers to order their store needs digitally from a curated network of sellers.
Cartona began with a focus on solving the supply-chain and operational challenges for the fast-moving consumer goods industry (FMCG) by digitizing the traditional, predominantly offline, trade market.
Prior to Cartona, I was a former top executive at leading dairy company Lamar and experienced first-hand the need to make Egypt’s largely offline trade market more efficient. Cartona can greatly improve productivity and reduce waste in time and resources through the impact of its wide-ranging simplified processes.
What in your background gave you the confidence to launch Cartona?
Talaat: Cartona is my third entrepreneurial endeavor. My first job was at Lamar in 2012, back when it was still a startup and the products had not yet been launched. As CCO, I ensured that the new products were fully distributed in the market; handled the operations for many warehouses and created an indirect distribution network.
What role does the company play in Egypt’s financial services industry?
Talaat: Cartona embraces the vision of a cashless society, investing in embedded finance and payments. We offer pay after four days or pay in four equal installments every 7-10 days. We have made sure our product is easy to use and seamlessly integrated into the ‘check-out’ section for ordering, with collection being all digital or through our supplier network. Providing retailers with this technology-integrated financial solution not only boosts financial inclusion but also enables them to grow their business and provide customers with essential products at affordable prices. To supplement our core ordering business, embedded finance is what we believe is a key challenge and we see a clear need for it by retailers in the industry.
Your mission is to digitize Egypt’s traditional trade market. What does this market consist of? How does it operate now? Cash? Cards?
Talaat: Egypt’s trade market is mostly offline, regardless of whether retailers pay distributors through cash or cards. Our aim is to change this by propelling the largely offline trade market into the mainstream digital sphere, thereby streamlining operations for thousands of retailers.
What are the biggest challenges when it comes to digitizing Egypt’s traditional trade market?
Talaat: The execution of any business strategy – especially when it involves modernizing a traditional structure – inevitably comes with day-to-day hurdles as new infrastructure is put in place. But these hurdles are very surmountable and are as much an opportunity as a challenge.
One of the biggest challenges is our own impatience! But we are reassured to see the culture changing and recognizing how digitalization and supply chain innovation can have a tremendous impact in increasing efficiency. This is proven by our rapid scaling in a short period of time. We now work with 200 FMCG companies and have 60,000 users.
Your company recently secured $12 million in Series A funding. What does this accomplishment mean and what will the investment empower?
Talaat: The $12 million we recently raised in Series A funding will enable us to continue to build a strong, digitally connected network of retailers which is currently in the tens of thousands. The proceeds will further aid our nationwide expansion beyond the nine governorates in Egypt where we currently operate and help us grow our team and explore new verticals – expanding beyond our current FMCG-heavy product base.
Cartona prides itself in being “asset-light” and “capital-efficient.” What does this mean and why is it important?
Talaat: As an asset-light business built on enhancing agility, we do not own a single asset or vehicle we distribute. We are also capital efficient in the sense we balance spending on growth with having a clear path to profitability. We optimize capital to achieve this, and the consequent demonstrable, solid unit economics sets us apart. We are thus focusing on the basics – cost price + profit margin = selling point.
What is something about fintech in Egypt that outsiders may be surprised to learn?
Talaat: The fintech sector in Egypt specifically, is highly promising and has witnessed unprecedented growth in the last few years, being one of the MENA’s fastest growing sectors. The exciting aspect is that we’re still scratching the surface with fintech in the region. It still has great potential and can revolutionize some well-established industries that are still untouched.
What can we expect from Cartona in the months to come?
Talaat: The coming period will be a time to focus on internal and external growth. As already mentioned, we are focused on bringing our revolutionary role of digitizing the trade market to millions more people.
To date, we have grown our team to over 500 people, we are also prioritizing hiring more talent to help us reach our ultimate vision – empowering all stakeholders of Egypt’s traditional trade market.
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.
If there were a Challenger Bank Hall of Fame, then rest assured that Anne Boden, who founded U.K.-based Starling Bank in 2014 and is the challenger bank’s CEO, would be prominently featured therein. As we learned in our conversation with Ms. Boden, her inspiration for founding the U.K.’s first digital bank was driven by both the opportunities presented by new technologies as well as a banking industry that was still significantly shell-shocked from the Great Financial Crisis of 2007 and 2008.
Headquartered in London, Starling Bank now has more than three million accounts and four different account types. Voted Britain’s “Best Current Account” five years in a row, Starling Bank maintains offices in Cardiff and Southampton, as well as London, and still has zero brick-and-mortar branches. Starling Bank secured its banking license from the Bank of England in 2016, launched its first mobile personal current account in 2017, and introduced the country’s first digital business bank account in 2018.
On the decision to launch a fully-digital challenger bank
(T)he banking sector, back in 2014, was still looking backwards. They were still looking at the financial crisis, trying to repair their balance sheets, trying to repair their financials, and they weren’t really looking forward about what they could do to improve customer experience or customer satisfaction. I went around the world, talking to big banks and talking to technology companies and asking what they were doing. I came to the decision in 2014: wouldn’t it be great to start a new bank? Wouldn’t it be great to have a new bank with all new technology, a different way of engaging with customers, being fair to customers? And here we are in 2022 and things have gone from strength to strength.
On the challenge and opportunity of digital transformation in financial services
Organizations have become far more fixated on minimizing the risk of change. “Let’s do small projects around the core. Let’s not change the core. Let’s make big decisions at the senior level. Don’t empower people.” But in order for big banks to be more successful and compete with the new startups such as Starling, they have to have new technology, but above all a culture of being prepared to change. I am trying to empower people – the CTOs, the CIOs – to knock on the door of the CEO and say: “We can be better. We can embark upon technology projects. And we can compete with the new guys.”
On the present and future of Starling Bank
In the U.K. we’re very, very successful. We’ve built a whole new technology stack. We have a new banking license, three million customers, (and) we have something like eight percent of market share in business banking. That is huge. We’ve done in three years what some banks have done in 300. But that’s because we have this remarkable technology stack which we call Engine, and we have lots of banks around the world asking us if they can use Engine. We don’t plan to get a banking license in the States, but banks in the States will be able to use our Engine technology. So we’re going to be software-as-a-service, based on Engine, so lots of businesses around the world can have a bit of the Starling magic.
Innovation and regulation are the ying and yang of financial technology in many respects. To this end, we caught up with Justin Beals, co-founder and CEO of Strike Graph, to talk about the relationship between fintech innovation and fintech regulation, and why compliance is something that successful fintechs are taking seriously.
Founded in 2020 and headquartered in Seattle, Washington, Strike Graph specializes in helping companies secure critical security compliance certifications. These are the certifications that can both impact revenue and reduce the time to close, as well as demonstrate the maturity of an organization.
Why banks and financial services companies need a compliance partner.
The challenge (for banks) is that the standards that you’re trying to meet can be complex. It’s important to not only have technology, but (also) a provider of that technology with intelligence about how to meet the standard so that you don’t essentially spin your wheels trying to do things that don’t necessarily make you more secure and don’t necessarily impact compliance.
So when revenue is on the line – and that’s what the challenge is here – being unable to represent a security posture that meets certain standards (means) you might not get that partnership, you might not get that contract … You really need to do it efficiently and effectively and be able to maintain it for a long period of time.
On the role an effective compliance partner can play to help financial services companies
I think one of the secrets about compliance practices is that if there’s some aspect of your business that isn’t applicable to the standard, you’re actually not required to be assessed to it. And so what’s really important is to customize your security posture according to the types of risk that your business is meeting in the marketplace, and then respond to those risks. Then, (you are) able to talk to the assessor and say, “hey, look, you know we don’t necessarily have this particular risk. It’s not something we solve for and therefore it’s not something we need to be assessed for.” That way you get through the compliance process as efficiently as possible.
On Strike Graph’s approach to helping financial services companies meet compliance obligations
The secret sauce at Strike Graph is that we have a very intelligent SaaS platform that helps our customers customize that particular security posture based upon the risks that are impacting their business.
This is impacting any B2B company that’s sharing data. And that’s really how we describe our marketplace. And, of course, fintech handles some of the most precious transactions and pieces of data, and they have a long history of things like PCI DSS where compliance is really important. So they really do understand the value of having a good compliance practice.
The metaverse, decentralized finance (DeFi), and crypto are rising up to become some of the hottest themes in fintech this year, taking the place of AI, digitization, and customer experience.
So how should firms in the traditional finance (TradFi) realm prepare for the road ahead? We spoke with NimbusPlatform CEO Alex Lemberg to get his thoughts on the intersection of DeFi and TradFi.
What changes will we see in crypto and DeFi this year in comparison to years past?
Alex Lemberg: A month ago my answer to this question would have been slightly different than today. We still believe that a great deal of capital inflows will come more and more from financial and institutional organizations. This will cover the gambit from high net worth individuals to hedge funds and family / PE offices alike. We are now also witnessing major use cases related to regions in conflict and faced with sanctions. Also the advent of SWIFT as a new means of restrictions will make sovereign groups look closer to crypto markets as well in the future.
How can traditional financial institutions prepare themselves for these changes?
Lemberg: Financial institutions are extremely well prepared to handle both client activities in the space as well as their own. The main precursor is better understanding of filing and reporting requirements to regulators. I strongly believe that even though most of the innovations we are seeing do come from private markets, the largest impact will come from institutions beginning this year.
The U.S. recently issued a discussion paper on a government-issued CBDC. What do you envision the role of TradFi will be if the U.S. government issues a CBDC?
Lemberg: It is too early to discuss impact, as too many things are still in discussion regarding structure. It could eventually provide some upheavals in the payments space and user data controls which are both quite ripe for it.
Does the recent rise in DeFi indicate an end to paper and coin currency?
Lemberg: Absolutely not in the immediate future, nor do I believe would it be the case for quite some time. That said, let us remind ourselves that 90% of the world’s currency is digital and has been for some time. Yes, this will add to that digital transactional landscape, but certainly as an addition and not a replacement of any meaningful sort.
Headquartered in New York City, Tern is a fintech as a service innovator dedicated to enabling startups and established financial institutions alike to launch embedded banking and payments services products. The company, founded in 2015 by CEO Brion Bonkowski, offers a multi-currency, multi-language prepaid and stored-value platform with embedded AML, KYC, CIP, and fraud mitigation solutions.
We caught up with Brion to discuss a variety of critical topics in fintech – from the power of embedded finance and the future of neobanks, to the rise of BNPL and the challenge from Big Tech and Big Retail. We also discussed how Tern enables more companies to fulfill the promise of the banking as a service (BaaS) phenomenon.
What problem does Tern solve and who does it solve it for?
Brion Bonkowski: Tern is a fintech infrastructure company that exists to help virtually any company launch fintech products. Launching fintech products is hard and expensive. Anyone who has done it before knows the pains of contracting with banks, processors, and networks. Combined with long project timelines, these obstacles sadly prevent many programs from ever launching.
The emergence of Banking as a Service (BaaS) was the market’s initial reaction to try and serve this need. It was a way to package program management, processing, and banking under one roof. But BaaS had a narrow mandate aimed at serving startups for the most part when, in reality, the number and type of companies interested in launching financial services offerings is much broader.
Tern is the next evolution of BaaS in that we’re building tools that allow virtually any type of company to launch fintech products. This could include an early stage fintech startup, a legacy fintech, or a big global brand that wants to provide value-added financial services products to their existing customer bases. By offering no code (white labeled UX), low code (embeddable widgets), u code (API) options, we are striving to be every company’s answer to launching fintech products quickly and compliantly.
The rise of embedded finance has been one of the biggest trends in fintech of late. How do you see this trend evolving in 2022?
Bonkowski: We see a definite trend with more traditional enterprise players launching embedded finance applications, aiming to add stickiness to their service offering and additional lines of revenue to increase ARPU (average revenue per unit). The problem is, it is really hard to prototype, A/B test, and launch pilot programs to test a particular thesis in the market. We find marketing and product teams attempting to prototype and launch products quickly, however the problem is the complex compliance and regulatory oversight required. In response to this growing demand, technology providers will need to make their tools easier to deploy (with compliance baked in) to keep up with ambitious project timelines. Tern, for example, launched low code widgets to enable companies to launch core fintech services, such as onboarding, account issuance, and payouts, quickly and inexpensively.
Looking ahead, the real uptick in embedded finance will come when enterprise legacy companies, with established customer bases, realize the ROI of launching fintech services across a broad range of industries, and have a deployable vehicle to bring them to market. So, really, I would say we’re still at the beginning of this trend, and that’s exciting.
Another major trend in fintech is the proliferation of neobanks – especially those serving specific communities and consumer segments. What is driving this and how sustainable is it?
Bonkowski: New neobanks are popping up all over the place, and for good reason. Consumers have decreasing loyalty to traditional banks, so when a new online bank with messaging targeting a specific demographic appears, that demographic will typically at least test the waters, especially if motivated to do so by their peers. This is especially true if the account is free and offers services traditional banks do not, like earned wage access (EWA). Challenger banks like Chime started the wave of EWA programs and we find this function to be a big driver for neobanks to differentiate themselves and add new customers. Unfortunately, outside of EWA offerings, many of these neobanks have little to no differentiation. Many rely on celebrities and influencers to get the word out which is definitely not sustainable. Coupled with a bullish fintech venture market, we are sure to see some major casualties in the coming years.
Neobanks with specific functionality catering to their audience, however, still have a fighting chance at disruption. These differentiators vary, but even something like lowering the friction of moving funds into or out of accounts, or adding a utility like crypto or remittance to a portfolio, can be very powerful.
We’ve seen a number of different types of industries – from Big Tech to Big Retail – move into the banking services space. What kind of challenge does this represent for both “traditional” fintech providers as well as for banks?
Bonkowski: One distinct advantage that Big Tech and Big Retail have over banks and “traditional” fintechs is data. They know who their customers are, how they spend their time, and what they buy, which gives them a significant leg up in offering financial services and credit products. Traditional banks and processors see transaction data and know if you have paid your bills on time, but they haven’t a clue as to who their customers are and what makes them tick. Big data is playing an increasing role in establishing very specific cohorts of users. Within this construct, they can facilitate the orchestration of a variety of financial services, offered in different formats with cohort specific messaging, to see which one works.
The one saving grace traditional banks have is regulation and oversight, two things Big Tech and Big Retail want to stay as far away from as possible. They are already under the federal microscope, and the thought for some is that adding banking regulatory obligations could stifle growth and innovation. This has moved Big Tech and Big Retail to partner with banks, rather than compete against them…at least for now.
The Buy Now Pay Later e-commerce phenomenon seems very much in a boom phase. Is regulatory scrutiny inevitable and how might it change the way BNPL services are offered?
Bonkowski: BNPL feels like it’s the wild west of payments right now with little to no oversight. These services are, in fact, credit products and we feel they will eventually be treated as such by the CFPB. We expect new regulations and standards for things like fees, disclosures, payment due dates, penalties, etc. Our fear is these new regulations may stifle the BNPL form factor by adding steps to the process or forcing consumers to accept multiple onerous disclosures. This may increase shopping cart abandonment, the very thing BNPL is looking to obfuscate. With many products and programs, we feel the best and cleanest end use experience will prevail. BNPL providers need to remain agile and incorporate these new regulations as they come up with the least amount of end user friction possible.
This fall Tern announced a partnership with TransferMex. How did this collaboration come about and how does it help fulfill Tern’s mission?
Bonkowski: TransferMex is a great case study on the power of partnership. In 2020, Tern was approached to help an institutional Mexican labor supplier issue bank accounts for H2 Visa workers. The driver for the program was to service the employers by eliminating paper checks and, in turn, the exorbitant cost for employers to track down workers that have to leave unexpectedly to deliver their final paycheck. Looking to add value to not just the employer, but the workers, Tern suggested adding simple and inexpensive remittance capabilities to the program and TransferMex was born. The TransferMex team had limited technical resources or fintech experience so they chose to use Tern’s No Code deployment option, essentially outsourcing the entire program to Tern.
Today, the TransferMex program is live and is seeing dramatic increases in the number of workers and employers using the service. The TransferMex team does all of the marketing, onboarding, and customer support, while Tern hosts and manages all of the technology, applications, and fintech components. Tern sees growing demand for this model of issuing prepaid cards with remittance capabilities to existing brands, and will be launching two telecom companies with similar functionality in early 2022.
Asked what she was most proud of after a year as CEO of IDology, a GBG company and a leader in identity verification and fraud prevention, Christina Luttrell gave a big tip of the hat to her team.
“Without a doubt, I am most proud of what our team has delivered to IDology customers and the difference they have made,” she said. “For example, our dedicated fraud team recently spotted a new fraud vector utilizing tumbled email addresses and collaborated with IDology’s product innovation team to build, test and deploy a capability that mitigated the risk head-on, within weeks. Their dedication to serving our customers is energizing and I’m humbled by their contributions every day.”
In over 10 years at IDology, Luttrell has significantly advanced the company’s technology, forged close relationships with IDology customers, and driven the development of technology innovations that help organizations stay ahead of constantly shifting fraud tactics without impacting the customer experience.
We caught up the IDology’s Chief Executive in the wake of the company’s victory at the Finovate Awards, where IDology was named “Best Identity Management Solution.”
IDology won Best Identity Management Solution at the Finovate Awards this fall. What is unique about IDology’s approach to fraud fighting and identity verification?
Christina Luttrell: First, thank you for the honor. I am exceptionally proud of my team and thrilled about upcoming innovation we’ll be introducing into the marketplace.
Regarding the IDology difference, it’s based on our philosophy and relentless focus on customer success. From a business value perspective, we facilitate more revenue with less friction and fraud while enabling compliance. What makes IDology unique is how we go about it. We always consider ourselves a product company with a solution offering that utilizes vast and diverse data sources, acquiring deep fraud expertise, and building our consortium network for collaborative cross-industry fraud insights and combining all of these elements into one single integrated flexible platform called ExpectID.
We pioneered multi-layered identity verification by fusing physical and digital identity attributes. When we conceived identity verification orchestration and built the ExpectID platform we wanted to go beyond basic data matching to leverage thousands of diverse, high-quality data sources, correlate multiple identity attributes such as location, device and activity-based data, and use advanced algorithms and rules engines to analyze and evaluate risk factors. We were especially intentional to empower customers to customize a nearly infinite number of identity attribute combinations to gain more control of data and better understand risk.
We are innovating the ExpectID platform to new levels with anti-fraud machine learning layers, adding cross border verification, enriching data intelligence and launching more mobile capabilities so our customers can keep ahead of fraud and stay ahead in their business.
Can you discuss the importance of data diversity in the identity verification process and the challenge of achieving it?
Luttrell: Single sourcing identity data for verification is dangerous. With massive breaches, entire identity data pools have been compromised, packaged and sold on the Dark Web for new account fraud and account takeover schemes. This can be especially problematic when financial institutions use the same data sources for identity verification as they use for credit risk analysis.
Diversifying data from multiple streams and sources, whether public sources or digital attributes, such as email or mobile phone providers, and fusing them together, enables a more complete identity profile and deters schemes, such as synthetic identity fraud. The challenge isn’t so much in accessing identity data feeds, but in designing and orchestrating effective technologies and skill sets to create decision engines with precision and accuracy that can quickly adjust as fraud and consumer behaviors shift. Doing so takes years to develop, deliver, harden, and prove.
What role do configurability, flexibility, and orchestration play in an identity verification regime?
Luttrell: Our research shows that 90 percent of businesses view identity verification as a strategic differentiator. However, that competitive advantage is only realized when businesses are empowered to verify who they want, when they want, and which attributes they want, with economy and precision.
As a result of COVID and its implications on businesses and consumers, the identity attribute data and fraud landscapes are changing at faster rates than ever before, resulting in a growing number of elements that need to be tweaked, tuned, and verified to validate a consumer’s identity.
At the same time, we found that 70 percent of Americans think companies collect personally identifiable information (PII) online about them without their knowledge. Needless to say, consumers want to provide as little PII as possible. They also express intense dislike for encountering unnecessary verification steps and will abandon account creation if they feel the identity collection process isn’t secure or is overly complex. All of these factors point to real challenges for businesses.
The ability to build, customize and evolve their identity verification programs to suit the unique requirements, risks and opportunities of their industries, use cases, customers, and compliance needs – and defend against ever-evolving fraud schemes – is critical for businesses.
The ideal identity verification solution empowers businesses to customize and fully flex transparent validation checks, workflows, and attributes economically, at any time throughout the customer journey. When looking to mitigate fraud, either upfront in the customer journey or upon re-entry, the desired solution will provide a high level of flexibility to validate customer leads without sacrificing risk protection and compliance or generating front- or back-end friction.
A superior solution will enable businesses to pick and choose, mix and match identity attribute proofing and curate workflows, based on their unique needs.
Last but not least, the orchestration of multiple systems and services is key. At IDology, we’ve embedded flexibility for seamless orchestration across services and systems to our solution for over 14 years. Coordinating with many data sources and services, while offering deep “home-grown” analytics based on hundreds of combined years of experience in fraud and identity can enable businesses to onboard legitimate customers without friction while keeping the fraud out. Our orchestration platform is a one stop shop for managing KYC / CIP, validating emails, geo location, phone numbers, identity signals, and access to the largest consortium network in the country, offering dynamic and seamless escalation for methods such as document verification-based smart rules controlled by the business.
One of the more important developments in AI technology is the idea of explainable AI which enables the results of a solution to be understood by human agents. Is explainability a similarly important concept in the world of digital identity verification?
Luttrell: Artificial Intelligence (AI) and Machine Learning (ML) are hot buzzwords that often seem to be used interchangeably. Although widely used, there are major misconceptions about what these words actually mean. True AI means that a machine knows what to do with zero human interaction. When companies talk about using AI today, they’re really talking about using machine learning, which is an application of AI in which the system is “trained” by feeding it huge amounts of data and allowing it to adjust and improve.
As an early adopter of machine learning, we believe it plays an important role in building trust, removing friction and fighting fraud. By applying machine learning to the identity verification process, we have the power to analyze massive amounts of digital transaction data, create efficiencies, and recognize patterns that can improve decision making. At the same time, we recognize that machine learning alone is not enough.
Counter to the many benefits of utilizing machine learning are risks in its propensity for bias, lack of data transparency, and absence of governance. While machines are great at detecting trends that have already been identified as suspicious, a critical blind spot is their inability to detect novel forms of fraud. This is why we believe in a hybrid of machine learning and human intelligence.
Since 2016, we’ve supplemented machine learning with our fraud review team and today, continue using data, technology and expertise to meet the business needs of customers by verifying identities with high locate rates, low friction and less fraud. With the powerful combination of machine learning and human fraud expertise, we can analyze large amounts of data at scale while leveraging the intuition and expertise of our fraud review team to detect novel fraud, govern AI models to eliminate bias and reduce risk, and provide closed-loop data transparency.
Among the more recent challenges to identity verification is synthetic identity fraud. How significant is this problem and what needs to be done to combat it?
Luttrell: Synthetic identity fraud (SIF) continues to trouble businesses, causing financial institutions alone $50-$250MM in financial losses each year. The growth of this type of fraud can be attributed to its effectiveness for criminals and how difficult it is to detect.
Although there are no silver bullets, eradicating SIF requires businesses to monitor diverse data sources and employ multiple layers of integrated identity intelligence supplemented with system-specific SIF attributes, such as location, device and activity factors. This, along with dynamically evaluating a combination of cross-industry fraud data, machine learning, and human intelligence, has the potential to help businesses pinpoint instances of SIF.
You took over the top spot at IDology a year ago. What are you most looking forward to in your second year?
Luttrell: Going into the new year, I am excited about multiple things. For starters, GBG’s acquisition of Acuant opens up all kinds of possibilities to serve our customers with new innovation. I am also excited about global identity verification and making ExpectID the ultimate cross-border verification platform for easy and flexible international compliance and privacy from one single system. From tokenized identities to blockchain and advancements in machine learning, we are going into the next year with momentum and energy from the bottom up.
Speaking of accomplishments, you were recently named Woman of the Year at Golden Bridge Business and Innovation Awards. What does this recognition mean to you? What advice do you have for women who are pursuing leadership opportunities in technology today?
Luttrell: I have a great deal of gratitude and am humbled by the recognition. I see the recognition as a reflection of the excellence and talents of the entire IDology team. It also shows that I’ve been blessed with meaningful mentors along my career journey. At IDology in particular, dedication to our customer’s success is a value that has served me and the company well.
The advice I would offer women, and anyone for that matter, is to place the customer at the center of everything you do. Lead with confidence, but balance it with humility. Set and focus the business goals, persevere and stay positive. At the end of the day, we are all in this together so the kinder, the better.
Last year, while the pandemic was heating up, banks’ attitudes toward small business lending turned cold. With lockdown measures in place, underwriting became difficult and risk increased across commercial lending.
We tapped ForwardAICEO and Co-Founder Nick Chandi to discuss what the current lending environment looks like, how data can help, and what we can expect to see in 2022.
A serial entrepreneur, Chandi co-founded ForwardAI, a fintech that helps banks, lenders, and businesses access and analyze small business data. The company launched earlier this year to help fill the gap in small business-focused technology available to companies that serve small businesses.
What are some unseen advantages in leveraging financial data when underwriting small business loans?
Nick Chandi: The trend I’ve seen has been a shift to leveraging direct financial data, as in connecting to banking, accounting, payments, and commerce software using APIs instead of having potential borrowers export to spreadsheet or PDF. In the past, all lenders did the latter option and that caused a huge hiccup. After all, whereas with accounting data you can see insights like client base diversification, profits and loss statements, and more, that data can be manipulated to look better than reality. With banking data, it’s the opposite; data is often context-less but it’s practically impossible to fake.
Previously, when lenders looked at financial accounting data, they would have to manually cross reference transactions. This was a tedious task often taking weeks, but one that with API technology these days can be done in seconds using machine learning and AI. This can lead to exceptional savings for banks and lenders in their loan underwriting time.
In 2021, what kind of appetite have you seen from banks when it comes to small business lending? Has the pandemic caused more hesitancy than in years past?
Chandi: For a while in 2020, many lenders completely stopped lending to small businesses. In 2021, we saw much of the industry has returned to or pretty close to business as usual.
Have you noticed a specific type of lender take on more small business loans?
Chandi: We have seen that revenue-based financing has become very popular in the last year. This can be seen from the valuation of Pipe ($2 billion in May 2021) as it provides an opportunity for entrepreneurs to transform their future revenue into an asset with instant access to annual cash flows.
Previously, it cost lenders about the same amount to review a business for a $50k application as it did for a $250k application. As lenders begin to incorporate automation and process loan applications faster, that cost goes down and becomes more profitable. I have noticed lenders are incorporating more small business loans into their offerings, even if it wasn’t a market they put significant effort into previously.
What trends do you expect to see in small business lending going forward into 2022?
Chandi: The biggest trend change is going to be that direct data access I mentioned earlier. Simply put, with modern lenders using direct access to permissioned data instead of spreadsheets and PDFs, we can expect lenders to process significantly more financing applications and faster than ever before. Traditionally, SMBs have been a market that most companies haven’t focused on, but after the pandemic I think a lot of the public sentiment has shifted towards desiring and expecting more support for struggling small businesses in their community.
Going into 2022, I expect to see financial institutions and fintechs across the world upgrade their services and begin offering better products; enhanced financial management portals, expedited lending options, personalized financing offers based on predictive data, and proactive cash flow alerts may soon one day be normal. That’s part of the reason we created ForwardAI.
Watch ForwardAI’s demo from FinovateFall 2021 below:
