Transcript
Well, hello out there, and welcome to the Fintech Hustle podcast.
I’m your host, Cornerstone Advisors Managing Director Sam Kilmer, joined by my co-host with the most, guest co-host Mary Wisniewski, also of Cornerstone Advisors.
We’re here bringing you some thoughts from the community of fintech, directly from the halls, or in this case from the windowpanes, of the fintech and banking industries.
Mary and I are truly delighted to be joined by three rock-star guests today, straight from the elbow-twisting halls of fintech.
I believe some of them might actually be in the hallways, although I don’t think Joe looks to be in a hallway right now.
He looks to be comfy in a Residence Inn or something of that nature.
We’ll talk about that later.
Let me introduce our guests.
First of all, Parilee Wang, who’s the chief product officer of Alloy.
Welcome, Parilee.
Thank you. Thanks for having me.
You bet.
Also, ICBA Chief Innovation Officer, and I believe I’m going to get all these titles right, a GP at BankTech Ventures, Charles Potts.
Welcome, Charles.
Well, thank you, Sam.
Mary, I appreciate you guys having me on the hustle today.
Thank you.
You bet.
Then last but certainly not least, Q2 solutions consultant, I believe also former SunTrust treasury exec, Joe Cody.
Welcome to the hustle, Joe.
It is an honor to be on Fintech Hustle, so thank you for having me.
You bet.
As I said, many of you may recall Mary not only from the stages of Money20/20 and Fintech Meetup and various events, but also from her work for many years with American Banker, where I first had the honor of getting to work with Mary.
So I’m looking forward to getting some insights from all these really smart people.
One of the things I like to do when we get rolling is just talk a little bit about the day in the life.
I think most people think that maybe their typical day in fintech is not that interesting to other people, but I actually find that people find it kind of interesting to break down the day.
So tell us a little bit about the day in the life of Parilee Wang.
Parilee, what’s your day look like in fintech?
Sure.
Well, I think one of the truisms of product is that no two days ever look alike in a product role.
I would actually imagine that’s true for most fintech roles.
I have days where I am in person with our clients, learning about their problems, solving them with them, figuring out how we continue to improve the product.
Those are probably my favorite days.
Then there are days where we’re kind of head down.
I live in Utah, but I’m in New York this week with a lot of the product and engineering team, looking ahead to next year, doing a full-day workshop on our strategy and how we’re going to continue to solve and innovate.
I think the thing that is really true, and why I love my job and love what I do, is that every day has new problems.
I get to work with really awesome people who are focused on solving those problems together.
So that might not mean there’s a typical day, but it definitely means that it’s fun because you’re rolling your sleeves up, figuring out what you’re going to do about something new and challenging, and it’s never exactly alike or the same two days in a row.
Yeah, ain’t that the truth.
I like that.
Joe, what about a day in the life of Joe Cody over at Q2?
What’s it look like?
Yeah.
It’s an interesting question, and I think probably like Parilee, I would agree there’s very little that is the same from day to day.
But the things that I enjoy really sort of echo what she said.
I think probably a lot of us in the industry are here for this reason.
We enjoy problem-solving.
I’m in Dallas today, as you pointed out, in a hotel room, but I’m going to go to dinner tonight with a client.
We’re going to have a good dinner, and then tomorrow I’m going to spend the day with them walking through what I would call the good, the bad and not necessarily the ugly, but the opportunities for greatness.
The good, the bad and the opportunities for greatness.
Really where I enjoy the most is in those opportunities for greatness.
They’ve got a problem with a customer doing this, that or the other thing, and figuring out ways to go back and work with our product teams to try and solve those problems.
I spend probably 60% of my life on net-new sales deals and 40%, somewhere in those ranges, with existing customers.
I’ll never admit this inside of Q2, but I actually enjoy working with our existing customers the most.
So we’ll have to ban everyone from Q2 from listening to this.
But I really enjoy that because they have what I really enjoy about the job, that ability to work with a customer and work through what I call an opportunity for greatness.
Well, we can’t ban everybody from Q2 from watching this, nor would I ever encourage that.
However, maybe we can figure out some kind of AI technique that cattle-prods them if they rat you out back-channel or something, Joe.
See if I can work on something there with the folks in R&D.
I see an ATL hat on my friend Charles over there.
Are you hanging in the ATL today, my friend?
What’s the day in your life looking like?
You know, to echo what both Joe and Parilee have said, I think the most enjoyable aspect of my day-to-day job is problem-solving.
Our team sits at this interesting intersection between the community banks that we advocate for and help educate, and the fintech companies, the early-stage, growth-stage, even some of the mature companies that have been around forever.
We sit at this interesting intersection with the innovation arm of ICBA, trying to help really address these common problems.
How do we understand what our banks are challenged by, and how do we find solutions and providers that can help address those challenges?
Every day, look, we’re faced with probably one of the most dynamic community banking industries I’ve ever seen in my 40-plus years.
Yes, to a large extent, it’s regulatory pressure and stuff coming out of D.C. and all of that kind of normal stuff that we do day in and day out.
But also, the massive explosion in technology over the last dozen-plus years, for the first time in my career, has allowed banks of all sizes to have their own best-in-class, best-of-breed, bespoke solution to address the communities that they serve.
This is probably the most enjoyable aspect of what I get to do, putting together my banking experience, my entrepreneurial experience, and really trying to make sense out of that.
My job every day is really kind of curating this narrative and this story and working across our organization to help facilitate this opportunity.
Laughingly, and Sam, you’ve known me a long time, I also get to go out and speak to our bankers and meet with our bankers at their state events, conferences and conventions.
I sometimes joke that my title should be Chief Evangelist instead of Chief Innovation Officer because there’s so much good happening.
There are so many amazing stories and successes out there.
If we can just keep shining the light on what they’re doing and show the way forward for our community banks, we’re going to continue to help this industry that is, frankly, the engine behind job growth and job creation in this country.
I’m incredibly proud to be part of that opportunity.
Hanging out with you guys, and Sam, we get a chance to see each other at a lot of different places around the country.
It’s just a pretty amazing place to be.
And it all happens here in the ATL, right?
It influences everything.
We like to say if you want to bring innovation to community banks, the front door is right here in the ATL.
Always representing.
I like that.
I agree with you too, Charles, that one of the fun things about the fintech space, and I think maybe when I first started, and full disclosure, unlike almost any guest that I think we’ve ever had on Fintech Hustle before, Charles and I actually knew each other and worked with each other when I was a banker.
I think you were at IPS-Sendero at the time.
You mentioned being an entrepreneur.
That’s when we met.
That was in the ’90s.
I just don’t remember there being as close of a connection between, let’s just call it, banking and commerce.
Meaning it was always there.
Obviously, you need to be able to process.
There’s merchant.
You need to have a commercial loan.
All of those things were true.
But I mean more of a real-time connection, almost like process integration, and just the worlds colliding of what was historically banking and financial services and what was commerce, or sort of the revenue line of a given company or anything of that nature.
It’s been one of the fun things about fintech.
Following on your point, Joe, about the good, the bad and the, what do you call it, not the ugly but the opportunities for greatness.
Yeah.
Opportunities for greatness.
I like that.
So let’s follow that.
Since I’m a jaded consultant, I can go down the negative path and start with ugly.
Oh no, wait.
That’s not it.
The bad.
I’ll start with the bad because we got rid of the ugly, didn’t we?
There’s no video here, is there, Sam?
No.
This is all going to be among...
I have a face for radio, Sam.
Right.
Well, the good news is after it’s on video for a period of time, correct me if I’m wrong, Mary, we immediately go to audio-only, which basically is brand-reputation risk reduction and mitigation for all.
But we always have the video, Charles.
Just know that.
Now that we’re already there.
But if you just focus in for a minute on the bad, just for the sake of keeping things real and provocative, I’m curious to get your take on something that you think is either bad or broken or a problem in the business right now.
As an entrepreneur, Charles, you mentioned being one.
One of the things when we’re advising entrepreneurs is always, if they’re not being crystal clear about a really material problem to fix, and if they just sort of jump into pitch mode on features, it’s just sort of like the soul is lost.
I’m curious, when you all think about problems that are glaring out in the business that still need to be solved, what’s one of them that comes to mind for you?
Either you’re passionate about it or you think somebody ought to be passionate about it.
I’m wide open.
Parilee, I don’t know if you have anything in there you want to jump in on.
I’m happy to go.
I think for a long time, and probably still, I would have said the problem that I fall asleep thinking about and wake up thinking about is really how the fraud landscape is evolving.
But I will say over the last couple of quarters, a problem that I’ve been spending a lot of time on is, how do we keep the pace of innovation, which means nurturing a really vibrant fintech ecosystem, and do that in ways that are compliant and don’t get all the banks in trouble?
Having come out of a background of working in product at fintechs, always having partner banks that we were collaborating with, I’ve seen a lot of the fintech side of it, which at times was really just looking for somebody to say, “Yeah, go do whatever you want.”
But really, a lot of that partnership and collaboration is there for a reason.
It’s there because things can go horribly wrong.
Wrong for the customers that you’re there to innovate for, people that you’re trying to create great products for in the first place, when you aren’t thinking about how what you do plays into the broader ecosystem.
That’s not me saying I think every regulation is perfect or anything along those lines.
But there’s a soul behind a lot of it that is about consumer protection.
That’s something that can get lost when you don’t have really healthy collaboration between the banks that are unlocking the financial ecosystem and providing a lot of supervision, and the fintechs that are innovating, pushing the edge, trying new things.
So I’d say my product bent is always, great problems are great opportunities, or opportunities for greatness, to use our phrase of the day.
I’m totally taking that back to my team.
But I see that as one of the in-the-moment opportunities for greatness.
Innovation is critical.
We want that pace to continue.
It’s good for consumers.
It’s good for businesses, done right.
So how do we make sure it’s done right?
That’s very top of mind.
Parilee, I couldn’t agree more.
There’s a word that runs through this thinking that we often lean into, and that’s responsible.
It’s responsible innovation.
It’s responsible regulation.
It’s responsible behavior.
That intersection is critically important to make sure that what is being created, what is being used, how it’s being used, are done in a very responsible manner.
All parties have a conjoined interest in making sure that the outcomes are advantageous to everybody.
That’s part of a safe and sound banking system.
Yeah.
Mary, I know you’ve been spending a lot of time both in the interviews on your own podcast, Money Isn’t Everything, by the way, shameless plug by Sam Kilmer for Money Isn’t Everything.
You’ve been talking with a lot of entrepreneurs and what I would just call sometimes the challenger fintechs.
Not enabling fintech for bankers, but let’s just call it challenger, straight-up challenger, disruptor fintech.
It seems like, to your point about responsible, Charles, given all of the disruption of the disruptors, maybe would be one way to put it, the challenges with some of the folks that have been startups, I really hesitate to name names, I’m not trying to go too ugly, but there’s been a lot of kind of reckoning going on in fintech land in the non-enabling or challenger side of things.
Anything that comes to mind, Mary?
Any patterns that you’re seeing among some of the fintech companies out there about either heightened awareness or heightened vulnerability, or trying to be or at least be perceived to be maybe more responsible or part of the mainstream?
There are a lot of ways to think about that.
I’ve been thinking about this broader question of how is a consumer to decide, is this fintech app safe?
Because I think what we saw this year is that it’s very hard to tell.
There’s a lot of nuance there.
So it’s like the fintech has created something that in theory is supposed to improve someone’s financial outcome, and then in reality, the money is stuck.
So it’s the opposite of improving a financial outcome.
I think this has opened up a lot of doors around how to think about this.
Of course, the fintechs that have had these direct issues are top of mind, but there’s definitely a ripple effect here.
I think it’s one of the biggest dramas in fintech this year.
Are we actually creating something good?
How do we improve our partnerships with banks?
The only thing that I think is good is that I’m hearing more and more about how fintechs are wanting to have deeper conversations with their bank partners so everyone is on the same playing field, or at least knows what’s going on.
So I think that’s one good thing.
But I think there are a lot of questions still of, we’re all trying to solve a problem, but sometimes we’re creating new ones as we do so.
I think that’s a big reckoning.
Mary, this is Joe.
Real quick, a question around that.
Don’t you think that some of the changes are coming from the way the markets have started judging all fintechs?
Every one of us on this call, every fintech out there in the marketplace, before it was just adding another user.
Every other user you added made positive for you, and that would increase your value, whatever.
Some of what’s happening in the shakeout of the world is that we’re having to do profitable growth.
Everybody is.
It’s all about cash flow for yourselves.
I keep, Money Isn’t Everything, I just can’t burn all that venture capital money.
Exactly.
Like it’s going out of style.
Yeah.
I think that’s part of what we’re seeing in the fintech industry, a little bit of rationalization around it to some degree.
I’d go back to one thing you said, and I wanted to just throw this out to the group.
You talked about security.
You never said it didn’t scare you anymore.
I don’t want to put those words in your mouth.
But you said you’ve sort of moved on to other things keeping you up at night.
One thing I’ve seen, at least from my perspective, and I’d love to hear your opinions, we as an industry, the fintech industry, I’m not talking about any individual vendor, have done a much better job of protecting our consumers and our business customers in the last five years.
That’s not to say we don’t have fraud and we don’t have account takeovers and all those things.
We do.
But it is nothing like it was in 2018, 2019 and 2020.
I think we as an industry should pat ourselves on the back over what we’ve done around fraud and just beginning to do a better job of preventing that than we did in the 2015 to 2019 time period.
I agree, Joe.
At the same time, it’s only going to get more complicated and complex, and the costs are going to continue to rise.
I equate it to what the card brands and card processors have had to do over the last couple of decades when it comes to fraud.
Continue to add layers as the law of large numbers catches up.
It’s about taking out a basis point here or there.
The same thing when it comes to fraud and risk mitigation in financial institutions.
We’re just going to have to continue adding layers of oversight as the fraudsters get more sophisticated, get broader and deeper.
It gets more complicated.
The technology becomes more ubiquitous.
So it is one of those areas where, I know for community banks, for example, they have to lean harder into their trusted advisers, their trusted suppliers.
It is a level of expertise that just continues to get more expansive and robust.
It’s never going to be less problematic than it is today.
Well, and for all the promise of, you hopefully hear more and more use cases every day for AI as opposed to just sort of AI tech chasing a problem, I’m seeing at least some more use cases.
But you just know...
I get crap out of this, right?
Yeah.
I don’t want to harp on AI.
But on the one hand, I’m hearing a lot more fraud-detection efforts going on successfully.
That doesn’t tell me that the inbound threat vectors are lessening.
In fact, they’re not.
I was also thinking about, and just talking with a couple of senior bank leaders over the last couple weeks, that while they might feel a little bit better about some fraud that they’re able to mitigate, there are some new ones they’re running into.
Of course there are always going to be new ones.
But then there’s also this whole growth in scams that are freaking out all their clients.
Who thought in 2024, who had check washing on your bingo card?
Yeah.
It better be there.
It better get there if it’s not there.
Frank Abagnale is doing more business now than he did when the movie came out.
The thing that I think is both amazing, but also hard for a lot of the banks and fintechs that I talk to every day, is there is an amazing wash of innovation coming out of fintech companies with solutions to all of the new nuanced aspects of fraud.
That is both incredible and overwhelming.
Folks are sitting there looking at, a few years ago, I could pick from a menu that I could list on one sheet of paper, and you were kind of assembling your solution.
I think it would take you a phone book today to articulate all the different options that are out there.
The answer isn’t, “Oh, I just haven’t found my silver bullet yet.”
The answer is you actually need the cocktail.
You’re going to need the mix of all the different aspects in order to get ahead of the fraudsters.
The minute you’ve got one vulnerability, there’s a new vulnerability in the mix.
What that really creates a need for, I think, is folks that can help navigate the noise and help you find your way to those right solutions.
Charles, you were saying that trusted-adviser kind of capacity.
That’s an opportunity for software and products.
That’s an opportunity for people.
Making sense from the noise, the noise is powerful, but it’s overwhelming if you don’t have that help.
Hey Joe, I never asked you.
I didn’t get a chance to ask you yet.
On the bad, what’s something you think might be broken in the industry right now that could use fixing?
Pick your metaphor.
Challenge, problem needing a solution, challenge needing to be overcome.
What do you think?
Yeah.
I kind of go back to security.
I know we’ve been talking about that, and I’m going to lead with that.
But understand we are doing a better job than we ever have.
I’m talking about in the fintech world and everything everybody said.
We continue to get new scams.
We continue to get all this.
I don’t know what the answer is, but we’re going to have to continue, sort of to Charles’s line of thinking.
It’s not going to be cheap.
It’s going to be expensive.
It’s going to require investment from the entire industry.
I’m talking about from the financial institutions, from the fintech side, and probably at some point some government regulation, as much as I hate to even say those words out loud.
When I look at, I don’t want to name any vendors, but I read stats online about some of the instant money movers and the amount of fraud increase that they’re seeing on those.
That pains my soul.
When there’s fraud like that, it hurts all of us.
It doesn’t matter.
Nobody wants to hear that it was some little side vendor who did something stupid, or hasn’t done something smart.
It hurts everybody in this space because it kills trust and it kills confidence in the system.
At the end of the day, security is where, if we can’t make this stuff secure and we can’t make people feel comfortable, it’s a continual battle that we’ve got to continue to invest in to keep that alive.
Well, look, part of where I sit is in an organization that is heavily focused on making sure we continue to support a safe and sound, financially stable system here in the United States.
Part of that, to your point, Joe, is making sure that we continue to highlight best practices around these kinds of security and fraud mitigation.
Some of it is going to necessarily lead to probably things like syndicated services that can address the bigger picture.
You take a typical community bank, and we kind of started inside the bank and started moving greater and greater outwardly.
Now we’re into nation-state actors.
That’s just going to necessitate something more than just another fintech solution.
This is a big problem for our industry and our economy and our country.
To ensure that our banking system continues to be the best banking system on the planet, I think we’re going to have to think about cybersecurity and fraud in different ways than we typically have in the last few decades.
I would strongly agree.
I would just add in that I think the challenge also that we all have to remember is there actually are some very easy security and fraud solutions.
They just all involve cutting off access.
I can build you a no-fraud fintech tomorrow.
I’m going to air-gap my bank to the outside world.
That is really the dilemma, though, and that’s where a lot of the special sauce comes in.
How do you continue to grow?
We didn’t get into business to stop fraud.
We got into business to deliver something that hopefully had real impact on real customers.
To do that, you’re going to have to take some risk.
How do you manage risk and manage growth, and how do you do those both together?
That’s, when I hear folks talking about it from just one angle or just the other angle, I think they’re missing both where the opportunity is and where the challenge is.
It’s in that balance.
Then you throw regulatory insight, like third- and fourth-party risk.
Now financial institutions are having to think about how do they arm their commercial and business customers, possibly with tools to extend that fence line even out to them.
These are things that we just never contemplated when building the modern technology infrastructure.
Mary, I think you were going to make a point there too.
Yeah.
The other nuance that comes up is, I’m just even thinking of the brand’s positioning.
There are challenger products that promote, “Oh, get your tax refunds a week early,” or even more than that.
Then people do it.
You can see the reviews.
People are really angry because they’re trying to move that money, and because it’s a higher amount, it’s slowed down.
So they signed up for a service to get money quicker, but it’s actually slowing them down.
I think it’s part of setting the fraud at the right level, but also, is it undermining your whole proposition to lure someone?
It’s very fascinating from an outsider’s perspective, but so very complicated.
Yeah.
Maybe turn this around.
Let’s go to the debit column or the credit column, whichever it would be, and talk a little bit about things that you see that are working well in your daily travels of fintech.
Parilee, anything you see going on in the industry right now that you think is either great, admirable, worth pointing out to, or worth building upon?
I think, really going back to the note on just how many innovative new solutions there are coming to market, whether that’s new models coming out of data science companies that are specializing in detecting new forms of risk.
I think I see something new every day.
As much of a challenge as that is, it’s also really a bright spot I anchor on because I do have a lot of confidence that as long as there’s innovation coming to market and people are able to try it out and test it, we’re going to land on the ones that are truly best-in-class, truly delivering complementary signal, complementary detection.
That’s how we’re going to balance that.
Keep the growth.
Keep the best customer experiences.
Don’t create the best experiences for the folks who are trying to steal money, commit scams or otherwise commit financial crimes.
So just the pace of innovation of, in my world, fraud-detection tools that are coming to market is something that I see as a bright spot for the future.
Joe, anything you’re seeing in your travels that you think is a positive sign for the business or something to be built upon?
Yeah.
Listen, I’m going to take us back 18 months.
We had Silicon Valley Bank fail.
We had Signature Bank fail.
One of the other big crypto settlement banks failed.
We were all worried about community banking and deposits.
The flight to safety, all of that.
The one thing I have seen in all the FIs I talk to, whether they’re credit unions or banks, some are doing it much better than others, mind you, but there is a real push on deposits, and it’s been successful by and large amongst what I would call the non-money-center banks.
You get outside of the top 40 or 50.
Those guys knew it was going to be a fight.
They have put together programs to go after small-business deposits, which are typically higher and a little less maintenance than, say, a commercial customer, a high-end commercial customer.
In some cases, they’ve upped the amount of money they pay from ECR, from an earnings credit rate.
It’s really been amazing to me because I think 18 months ago we were all horrified that there were going to be no deposits left for the community bank space.
But the community bankers have fought back and have done a really good job.
That may not be exactly what you’re looking for because that’s old-school banking.
Right.
It’s old-school banking, but that is absolutely the case.
It’s really impressive to see.
What do you think, Charles?
Ditto.
Thank you, Joe.
That was a great summation of what our community bankers did.
I will say this.
The same lesson we learned in 2020, 2021, post-COVID, especially the CARES Act and PPP, is small-business America, commercial small businesses, realized that the community banks were still the bread and butter and the lifeblood of much of the economic engine driving job creation.
Almost two-thirds of small-business loans come from them.
That’s where jobs are created.
The same thing post-SVB.
The community bankers were there.
They were solid.
They did the right things.
They were not part of that problem.
They answered the call for the commercial and business customers and consumers who needed a comfortable and safe place in what was a crazy kind of odd upheaval that still a lot of people can’t explain today.
I also will say that in our innovation programs, we saw the banks lean heavily into some of those fintechs to help support those initiatives.
It was a great call to arms, if you will, for some of the fintechs to come address those deposit retention and acquisition needs that community bankers had.
It was a good proof point of the fact that, as many of you have said, there have been some really good, smart entrepreneurial new companies come out at the right time and at the right fit for our world, the community bank space.
Yeah.
I know we’ve just got a few minutes left here and I want to be mindful of you because I know you guys are busy, busy.
Mary, anything you want to add to the conversation about things that you see going pretty well in the industry or things you think we could build on?
Yeah.
I think just to dial up some of these points, a question that the industry always asks itself is, how do I stand out in a commoditized industry?
I think some of the experiments that I’m seeing are getting interesting.
Even Ally Bank doing a partnership with Calm and also holding these Zoom drop-ins to go into the mental health and money space.
Then there’s, I wish I could remember the name of the bank, but it’s an East Coast community bank and it’s making sure its cards are not made out of plastic to help the environment.
I just feel like these are such subtle examples, but it’s just showing you competition is changing and the way to stand out a little bit is changing from 10 years ago.
Yeah.
It’s funny, Mary.
I mean, there are a number of banks that have been rolling out these eco-friendly, non-plastic cards.
Yeah.
I think Mastercard started pushing that a little over a year ago.
I think it’s really cool because it’s one of those things like, yeah, money is going digital, but there’s still all this stuff we could change right now.
Well, when you start looking at it, I spend a lot of time talking to my bankers about the customer of the future and the employee of the future who has never stepped foot in a branch, doesn’t want to.
When you start assessing consumers and what they want, and I actually saw some really good research at a conference last week, I have a 24-year-old daughter.
Her friends, when they think about what their banking needs are, rates and that stuff is like third, fourth or fifth on the list.
They’re thinking about, is this bank doing social good?
Does it meet my kind of core philosophy?
Yeah.
Does it provide me those capabilities?
But that stuff is critically important to a lot of consumers going forward.
So Charles, I’ll just say I have 20-something-year-old kids as well, and they’re never setting foot in a branch, just like you described.
But that very mature criteria your daughter uses is not on my kids’ list at all.
They’re like, “Dad, what is this check thing? How do I deposit something? How do I open an account?”
They have no social redeeming value.
I clearly failed as a parent, where your daughter seems to have it going on.
As a former banker, Joe, I started from day one.
I tried to train her from day one.
But it’s really interesting.
When I’m with her, almost to the point of being an uncomfortable nuisance, I quiz her friends as well.
What are you using?
I want to know what apps they’re using, how they’re using it.
This is how we stay on top of those trends.
Just ask the customer.
Yeah.
I’m a few years behind you all, but I have an eight-year-old, and he actually asked for a bank account for his last birthday.
Oh, that’s awesome.
Wow, that’s awesome.
So I dug into the whole world of what can you do with an eight-year-old in the banking ecosystem, and how do we keep him safe and teach him good...
Well, here’s some promotion for the ATL, right?
Greenlight.
Tim Sheehan and Johnson Cook.
They’re away from me here.
Yeah, that’s what we ended up going with.
Yep.
That’s a great product.
Sorry to drop off of the podcast, everybody.
How rude of me.
Well, you warned us you’d leave if you didn’t like it.
I think I did that.
It’s one of those where the broadband in your neighborhood goes down.
So chalk another one up for redundancy, right guys?
There we go.
But thanks for joining us on the podcast today.
I’ll just go ahead and say, from my secondary connection here, thanks for joining everybody on today’s episode of Fintech Hustle.
Stay safe out there, and we’ll see you on the road.
Thanks for having us.
Thank you, guys.
Great.
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