I discuss Citi's roboadvisor launch and why it took the firm 12 years to get to the party. We break down the difference between financial services ingredients and the organizations that combine those ingredients to manufacture and distribute financial products. We also look at how that consumer prerogative is defining the asset management industry, and the consolidation towards monolithic passive indexing providers. Last, we talk about how people prefer mass produced Twinkies to expensive artisanal desserts. Yummy!
Alkami’s Digital Sales and Service Maturity Model shows banks and credit unions how they digitally stack up against the competition.
The fintech industry is coming up on the tipping point of funding, revenue generation, and user acquisition to rival traditional finance with $20 billion in YTD fintech financing, the several SPACs, and Visa’s $2B Tink purchased. Defensive barriers have eroded.
Let’s take a moment to compare capital. While it is not the money that wins markets, it is the transformation function of that money into novel business assets that does. And while the large banks have a massive incumbent advantage with (1) installed customers and assets, and (2) financial regulatory integration (or capture, depending on your vantage point), there is a real question on whether a $1 generates more value inside of an existing bank, or outside of an existing bank — even when it is aimed at the same financial problem.
JP Morgan just shut down its neobank competitor Finn, targeted at Millennials in a smartphone app wrapper. Several other traditional banking incumbents have similar efforts, from Wells Fargo's Greenhouse, Citizens Bank's Citizens Access, MUFG's PurePoint and Midwest BankCentre's Rising Bank, as well as most of the Europeans (e.g., RBS competition to Starling called Mettle). These banks have every advantage -- from product infrastructure, to balance sheet, to regulatory licenses, to physical footprint, to relationships with the older generation. So how is it that players like Chime, MoneyLion, Revolut, and N26 are all able to get millions of happy users and the incumbents are failing?
In this conversation, we chat with Kevin Levitt who currently leads global business development for the financial services industry at NVIDIA. He focuses on global trends in accelerated compute and AI for consumer finance – including fintech, retail banking, credit card and insurance. Prior to joining NVIDIA, Kevin served as Vice President of Business Development at Credit Karma, and Vice President of Sales for Roostify.
More specifically, we touch on the role data plays in the financial industry, how the needs of financial institutions have changed, the age of big data, the definitions between artificial intelligence and machine learning, how to train an AI algorithm, the reasoning behind the incredible amount of parameters machine learning solutions consume, the fundamental purpose of AI/ML in financial services, what NVIDIA’s platforms comprise of, and lastly the future of AI/ML.
Anyone watching Fintech over the last decade has recognized an increasing shift of power from product manufacturers to the platforms where those products are sold. In the case of Amazon, Google, and Facebook -- finance is just a feature among thousands of others. I've made this point since 2017, when Amazon launched lending into its platform. Brett King has been a bit more generous in the categorization, calling the shift "embedded banking". This means that banking products are built into you life's journey, not accessed in a separate customer center location. The financial API trend is a tangible symptom of this vector.
Today's corporations and governments are in the business of defining the balance of these aspects of our participation in society and the economy. Beliefs about the immutability of different attributes about what makes a person (or an employee) and how economies are built (cutting the pie, vs. growing the pie) determine the policy decisions you make, top down. As the core example this week, let's take Deutsche Bank. Facing pricing pressure and headwinds in several of its businesses, Deutsche is responding with a plan to fire 18,000 employees by 2022 and an announced investment of €13 Billion in technology and innovation by 2022. They even spun up a hipster-colored neobank as a proof point. Wall Street ain't buying it.
This week, we put on the Goldman hat and go shopping for companies. We buy a little bit of Folio and sell some Motif. We look at Personal Capital and the $1 billion it wants for its $12 billion of assets. We examine the private markets with Addepar / iCapital and SharesPost / Forge, and then move over to the banking sector. Should we buy Wells Fargo, as rumored, or some digital wallet apps? Read on for how to acquire a best-in-class Fintech.
In this conversation, we chat with Adam Hughes – the Chief Executive Officer at Amount, a technology company focused on accelerating the world’s transition to digital financial services via its digital retail banking platform, world-class digital authentication & fraud prevention tools, and ecommerce point-of-sale financing technology.
More specifically, we touch on digital lending industry Buy Now Pay Later (BNPL), as well as the trends of working with large banks and enabling their digital transformation to access some of these themes as part of embedded finance and banking-as-a-service.
In this conversation, we talk with Anne Boden, the CEO of Starling Bank. Starling has just turned profitable, and reached several significant milestones in terms of 1.8 million clients, $4 billion in deposits, and $1.5 billion of lending.
That is quite meaningfully ahead of our model, and probably ahead of everyone’s model, of where neobanks would be in 2020. While COVID has accelerated the digital lifestyle, Anne credits deeper demographic, technology, and cultural insights and choices she has made in building Starling for success.










