Fintech Hustle 2026 Kickoff: AI, Stablecoins, and the New “Community”

Well, hello out there. This is Sam Kilmer, managing director of Cornerstone Advisors, contributor to GonzoBanker, and your host of the Fintech Hustle podcast.

I’m glad to be here with you kicking off 2026.

We’re sitting here in mid-January.

It’s cold outside.

My goodness.

But it’s good to be with you here, kind of warming up by the fire.

I have some great guests joining me.

Also, co-host with the most, Kelly Schultz, who, as many of you may know, is a principal at Cornerstone Advisors as well as a fintech industry veteran like yours truly.

We are joined by a couple of rock-star guests today.

I would just call this our strategery episode.

We’ve got a couple of first-rate strategists on the line.

Let me take just a moment to introduce them to you.

For starters, we have Jack Henry’s chief strategy officer, Erica Pilon, who’s joining us.

Let’s see.

You’re joining us from on the road, but you’re normally, let’s see, Michigan?

Normally in Michigan.

That’s right.

Yeah, so it is a little warmer where I am today.

That’s good.

And Erica, it just so happens, is our second return guest on the, what, five or some-odd years now of the podcast.

The first was Erin Simpson, who was on recently from Encore Bank, and Erica is a repeat guest.

Let’s see, Erica, when you were on the podcast the first time, I think you were chief product officer at Candescent, or a title somewhere close to that.

It was NCR back then.

I’m sorry.

Yes, NCR back then.

That’s right.

Give me a little here.

What’s that?

It is.

Yes.

NCR Candescent.

That’s right.

NCR Candescent.

Then you were a senior exec at Capital One, and I think there was some FIS back in there many years ago.

Is that right?

I was at FIS for many years.

Eighteen years, actually, before NCR.

So I’ve been in the industry a really long time.

Yeah.

Always great with good examples and insights, just in some of our private chats in addition to when you were on the podcast before, when you were at NCR.

I know you’ve got a lot going on over at Jack Henry.

So you’ve been in the role how long now?

Almost 18 months.

So 18 months.

A whirlwind for sure.

Quite a bit going on.

Well, welcome, Erica.

Thanks for joining me again.

It’s good to have you here.

Our other guest is from the money world.

We’re going to call you a money guy, Scott.

Scott Hildenbrand, who’s the chief, among other things.

We all carry multiple titles in these worlds, don’t we?

You have chief balance sheet strategist for Piper Sandler.

So the big money people in the industry.

Scott, I know you’ve been a veteran of Piper Sandler, and I think also before when it was Sandler O’Neill.

Then do I have this right, way, way, way back when, you worked at a financial institution?

Meaning a retail, like a, didn’t you work at a credit union way back when?

I did.

I did.

I win a lot of prizes for that.

People sometimes don’t know that because I was at Sandler O’Neill a long time.

But before that, my first job out of college, I worked at a credit union in Laurel, Maryland.

My first job out of college.

It was a great experience.

So you got it right, Sam.

Well, it’s a fantastic example.

Maybe just a little personal vanity kicking in here because I worked as a floating teller while I was in college at Ball State.

That’s where I got my first banking experience, kind of on the front lines of the battle.

Will it play in Peoria?

Kind of learned it the hard way there.

So when I saw that, I was like, wow.

I didn’t see him.

But I think it’s something that both you, Scott, and Erica have in common, is that you worked at a bank, work in fintech or investment banking, and so you’ve kind of seen fintech from the consumption side and maybe from the production side of things.

I find that to be pretty interesting.

But let Kelly and I start this off by asking you guys to tell us a little bit about a day in the life of Erica and Scott.

Erica, we’ll start with you.

Eighteen months into this world tour with you at Jack Henry.

I know you guys have been busy.

What’s a day in your life look like?

We have so much going on.

I’ll tell you a little bit about what I do, but yeah, I’d love to share some of the exciting things happening too.

What’s in the industry?

I would say the first part of my tour here, I spent a lot of time internally really just working on refining our strategy, making sure that all of our business units were on board and ready to execute with what we need to do over the next three to five years in order to be successful.

Interestingly, a lot has changed in the industry since we sort of laid out our strategic direction in March, April of last year and said, this is our three- to five-year path.

Then all of a sudden the administration changed, regulations changed, the GENIUS Act unlocked everything, and we’ve had to spend a lot of time kind of revisiting that.

Are we still doing the right things as a company?

So I spend probably half my day doing things internally with ensuring that we’re executing on some of our big, huge initiatives, like our SMB stuff with Tap2Local that we just launched, and rapid transfers with Moov, as well as, how do we help our customers stay relevant and participate in some of this blockchain technology that has really been unlocked?

We’re spending a lot of time talking about stablecoin.

I talk to customers throughout the day, talk to my friends in fintech.

We’ve just built in my team a new fintech alliances group that has centralized all of the fintech partnerships that we have within Jack Henry.

We look at how do we engage as a single point of contact, making sure we’re accounting for everything within Jack Henry that could touch that fintech.

A new thing that has been really energizing to me is I’ve been actually connecting fintechs that I know with each other because as we’re looking at our overall platform and ecosystem, I’m saying, “Hey, I’m talking to this guy. Maybe you might benefit from him too.”

We’ve been doing a lot of that.

So every day to me is different, but really just focusing on how do we at Jack Henry help banks and credit unions to win in this rapidly evolving space?

Really exciting.

We’re building a lot and delivering a lot, and really all very energized at Jack Henry.

Well, I know you guys have had a lot of deals over the years, and Jack Henry’s done its share of acquisitions, but I thought, and it’s been several months now, but it doesn’t seem like too many months, I really thought the deal that you all did with MVB and Victor was really interesting.

Because you’ve got, it’s like what we say at Cornerstone, the collision of banking and fintech and investing and all this.

You have a client, you have a company, you have fintechs.

It’s sort of like everything, the whole enchilada, was in one deal.

Yeah.

I’m so excited about this deal because they joined our company at the end of September.

So they are all Jack Henry associates now.

We’ve been finding and uncovering all these things within Jack Henry that Victor is additive to as well, particularly on our treasury side and our payment side.

So that’s been really exciting.

But you’re right, because it’s kind of the convergence of all the different parts of our business and our industry, and capitalizing on the fact that we’re seeing fintech needing financial services.

It’s not just, you’re not just going across RiverBank anymore.

We’ve built this integration directly to SilverLake on Jack Henry where fintechs can have virtual accounts and they can settle large volumes of transactions really quickly.

So we’re opening up and diversifying revenue opportunities for our customers as well.

In addition to us being more of a matchmaker for fintech and Victor and SilverLake, we’re also helping our customers who maybe want to get into the BaaS business but really are afraid or don’t know how, giving them the tools to be able to do that.

So yeah, it’s been a great acquisition for us.

We see a lot of opportunity in that space, and it’s all really on top of our platform, which is our digital core, which enables us to do all of those things.

Music to my ears.

That’s great work.

It’s hard work to get alignment from all the parties and to get everybody to kind of drop their swords and come together and find how they can be stronger together.

I absolutely love what you’re doing.

Fabulous.

Great.

Thanks.

Yeah.

Well, hey, Scott, tell us about a day in the life of Scott Hildenbrand over there traveling for the company.

You’re there, and I can tell right now you’re in a hotel room.

We were just talking a little bit earlier because we had kind of adventures in connectivity that happened in preparation for this meeting.

We’re going from a PC, now we’re on an iPad, now we’re on an iPhone.

We’re going to make this thing work.

Tell us about a day in the life of adapting and the money world.

Yeah.

If you’re ever looking for me, if anyone’s ever looking for me, the place to find me would be Newark Airport.

That’s basically where I’m headquartered.

I’m on an airplane pretty much every week.

But to take a step back, I work with financial institutions, banks, thrifts, credit unions, helping them manage balance sheets from a strategic perspective, from an asset-liability perspective, a hedging perspective.

I’d say I spend about 70% of my time working with boards and management teams around those difficult topics.

You kind of think about the Silicon Valley situation and all of that.

Obviously, we spent a lot of time helping banks maneuver and think through liquidity risk along with interest and balance sheet risk.

Then I spend about 30% of my time in the M&A world, the merger and acquisition world.

Obviously, that ramped up tremendously in ’25 after a very slow ’23.

So again, we’ve got a lot dealing with there as well.

Here we go.

My phone already fell.

I think I’ve got it there.

But yeah, on the merger world too, it kind of ebbs and flows.

It’s interesting.

People always ask why an asset-liability balance sheet nerd like myself would be involved in mergers.

But if you really think about it, you’re putting two balance sheets together at a very volatile time.

So we try to help our client base think about not just what we’re acquiring day one, but what can we do with that balance sheet going forward?

You sort of alluded a little bit to this, Sam, around some of the dynamic changes that both technology, fintech and customer behaviors have really driven change to the way people think about managing a balance sheet today versus 20-some years ago when I first started, which keeps us really busy.

I do a little bit of public speaking as well on a lot of the topics that we would typically cover on balance sheet management, interest rate risk, etc.

Really interesting.

I don’t know about you, Kelly Schultz, but I was immediately doing flashbacks to all the asset-liability ALCO committee meetings that I went to as a banker, and trying to justify whether or not we were going to raise rates or not.

What about how your clients are responding to stablecoin and how they’re going to manage their balance sheet?

Is that coming up a lot?

Yeah.

You know, Erica, I would even take it a step higher level.

I think the entire deposit world, where we are today versus where we were even five years ago, pre-SVB, it is chaos when you think about modeling, projecting and thinking about customer behavior between payments and tokenization.

It is a real struggle right now as people are revamping ALCO.

Sam, you said it.

I’ve been in more ALCO meetings than I could even count.

But I think if you go back in time and think about how boring and sort of minutiae and checking the boxes from a regulatory perspective, that’s sort of still some of the institutions out there.

But Erica, I will tell you, there’s probably 20% to 30% of the banks in this country who are really taking the ALCO world and flipping it upside down and really thinking about it customer-first and reacting to customer behaviors, not the other way around.

We used to be able to put interest-rate risk onto our customers by offering certain loans, “I won’t do this,” or I’d offer a certain deposit product, “I can’t do this.”

Now it’s reverse.

Yes is the answer.

My balance sheet will figure out how to do it.

So that changes the entire dynamic as you think about balance sheet management.

Those are the winners for the next 10, 15 years, kind of changing it a little bit.

Anybody focused on the customer-first, outside-in experience is going to win.

This stuff is over the head of most customers when we talk about it in our lingo.

So I love hearing that some of the industry gets that and is really kind of chasing it in that direction.

It’s certainly a winning strategy in my mind.

You’re right.

I love it too, Scott.

It’s refreshing for me to hear that because we want to help our customers protect their balance sheets, but they need to do it by being outside-in, like Kelly said.

Really good.

If you think about the dynamic shift, we all know this, but over the last 20 years, even 100 years really, banks, the community bank world, which is near and dear to my heart, used to be driven by geography.

That was sort of what your community was.

I think, Erica, what’s changing is the best community banks in the country now know what their new community either is or is becoming.

Whether it’s niche-driven, tech-driven, payment-driven, customer-behavior-driven.

I always tell everyone the best exercise I do every year is I have to speak to our interns every summer.

It is eye-opening when I ask the question, where do you bank and why?

Ten, 15, 20 years ago, Erica, I would get the same two answers.

Either I bank where my parents bank, or I bank where there’s a branch on my college campus.

Now it is completely different.

I had individuals who couldn’t pronounce the bank name they were banking at.

Didn’t know where it was.

I asked them why and they said, “Oh, I got a free one-year subscription to Spotify.”

It was like, wow.

Okay, the dynamics are changing.

People are listening.

But ultimately, it’s not geography that’s going to drive community banking anymore.

It’s being able to define your community really effectively and efficiently as we’ve changed dynamically with all the tech and everything that you do.

No, Scott, absolutely.

I’m telling you, redefining community, understanding who you are as a bank and who it is you’re trying to reach, is absolutely crucial to differentiation in this market.

Sadly, I think a lot are not catching on to that fast enough.

I think we’ve got to move faster.

We have to get it.

We have to understand that we can’t look like all the other community banks’ web pages and stale technology and that kind of thing.

We’ve got to get with the program because people are making decisions based on whether you’re speaking to me and the niche that I fall into as an entrepreneur or as whoever it is we’re trying to serve.

So love that.

I think we cannot preach this differentiation message enough in community banking right now.

Yeah.

My local pizza place, they’re constantly updating their Spotify playlist.

I thought it was kind of interesting.

I went in there, man, your music is so good in here.

They’re like, “Yeah, well, we curate our own playlist.”

I’m thinking to myself, is my bank going to curate a Spotify playlist for me, or would I trust their mix?

Do they know me well enough to be dangerous about whether or not they’re going to play that most recent Black Pumas album for me or not?

But I’m curious, since you talked a little bit there, Scott, about turning the ALCO committee, turning the ALCO meeting upside down, and then kind of turning the geographic story upside down.

I’m curious, start with Erica, anything you see in the business right now?

One of the things I love about fintech and I’ve loved it from the beginning is how entrepreneurial fintech is.

Something that you see broken out there, whether it’s because companies like Jack Henry, obviously entrepreneurship isn’t limited to startups.

You can be very entrepreneurial within a large company.

But is there anything that you guys are looking at right now, or that you see, if nothing else, maybe not necessarily inside information, but that you see is kind of still fractured or broken in the industry that could use an entrepreneur tackling it?

Yeah.

For me, one of the biggest things that I see broken within our overall ecosystem is just integration capabilities because so many of, especially the big players, were built on these large, behemoth, monolithic tech stacks that can’t adapt.

Then it makes it really hard for fintechs to integrate into them.

That’s one thing that has been nice about Jack Henry, is we’re very open.

But historically, we’d had a legacy core system that was still difficult to integrate to.

What we’ve done is we’ve built this digital core on top of our foundational cores that makes it easy to innovate on top of that.

I think that’s what we all need to do as an industry.

Some of the newer fintechs obviously are cloud-based and have the luxury of that.

But for some of the companies that have been around a long time, it’s been challenging for us all to work together.

For me, I believe very strongly that some of the big things that are happening in our industry right now should not rest on the shoulders of one company to fix.

They are industry-wide problems that we need to collaborate on.

So when I look at the evolution of stablecoin and crypto and blockchain technology, there are things that we need to create standards around as an industry.

I’m not seeing one company taking the lead on that.

I think there has to be collaboration.

Otherwise, we’re going to fail.

We’re going to fall behind some of the Robinhoods and Chimes, etc., who are out there, just like Scott said, going after that next generation.

So our customers need to pay attention to the needs of Gen Z and Gen Alpha and meet them where they are.

If that’s through Spotify, giving them an account, or that’s Coinbase saying, “I’m banking the base now,” and becoming a bank, if community banks and credit unions want to stay relevant, they need to be able to work together and collaborate and meet those generations where they are.

The speed at which this is all occurring is going to require us to agree on standards so that we can compete.

Is there a place you see that conversation happening, Erica, in the industry today?

I do see some community banks and credit unions actually in Washington doing some lobbying together through some of the consortiums, which I think is great.

But I also think that the technology providers need to collaborate too.

We are starting to talk, even with some of our competitors, talking to them about how can we make sure that we ensure our industry succeeds and that we can keep our customers relevant?

Because we believe so strongly in community banking, and in order for us to keep pace, we need to make sure that we’re serving the next generation.

Yeah.

I think one of the things that I’m seeing too is there are some individual, I see real glimmers of hope in individual conversations in the hall at AFT, Association for Financial Technology.

But I think another development that I’ve seen, if you just look over the profile over at the American Fintech Council, which has historically been the lobbying group and association of the SoFis and Affirms, let’s just call it more disruptor fintech as opposed to enabler fintech.

Those worlds are morphing.

If you look at the membership of American Fintech Council, certainly it’s SoFi and LendingClub and Affirm and these people.

It’s also MVB and Coastal.

So you’re seeing some people kind of in both worlds.

They’re like, “I like Coke and Pepsi. I’m a Democrat and a Republican. I’ll do whatever you like. I need to be in the room for some of these conversations.”

So I think that was a good ask, Kelly, is where do you see those conversations happening?

Yeah.

Erica, those of us that have been in the industry for a while, we know coopetition makes this world go round.

Outside the industry, people don’t understand.

But I think we’ve gotten so comfortable with the fact that, yeah, we do need to have these conversations because if we wait around for regulation to be laid down, first of all, they need our participation in order to understand how to lay that regulation down in a way that is going to be executable.

Then on top of that, it takes forever.

So in my mind, I’ve always been kind of innovating out ahead of regulation.

There are no rails around this thing we’re building right now.

We know they’re going to be.

But you’ve got to start somewhere.

Sometimes it’s more expedient to kind of get started organizing from inside the industry and then feed that out to Washington.

Yeah.

I think financial institutions have relied on their regulatory moat to keep them relevant, and that moat is now continuing to lower.

So you have to differentiate based on relationships and trust.

We also have to innovate quickly.

Otherwise, the customers are going to go elsewhere.

If they get speed and the digital needs that they have from someone else, they don’t care if it’s a bank or a credit union.

They don’t even know the difference.

And retailers are coming into play, right?

I’ve seen it coming a mile away.

You watch T-Mobile out here advertising at Coachella or wherever.

They’re everywhere.

They’re where the young people are, and the message is coming through there.

When you see a retailer kind of get into that, well, we can be your bank too, it gets really scary because they’re pretty big market share when it comes to who’s walking around with a T-Mobile phone.

What do you think, Scott?

Anything you see broken that could use a fix?

Yeah.

I’m going to piggyback a little bit on what Erica said, and she’s validating that maybe I’m not crazy, number one.

Number two, I think she comes at it from a different lens, but we’re going to kind of get to the same spot.

I’ll be quick, but I think it’s kind of interesting because as I think about it, I look at everything first at a publicly traded bank.

I look at valuations of those publicly traded banks.

One of the things, we had a big conference in late November every year where we bring well over 200 publicly traded banks.

We bring investors in those bank stocks, and we have conversations about valuation, about growth, about M&A, all the different things.

One of the frustrations with almost every bank I met with was, “Hey, Scott, we have returned back to pre-COVID margins. Our balance sheets are better, liquidity is better, capital is flowing, and yet my valuation is nowhere near where it used to be from a historical performance.”

The market’s telling us something, right?

The market is telling us something.

I think there are two things that are broken.

One of them, and this is going to sound goofy, I think our banks that I work with are tremendous at serving their client base, and they are horrible at marketing and telling us about it.

Horrible at marketing.

You think about it.

I ask my friends sometimes playing golf, and I’ll ask them, “Who do you think did all the PPP loans during COVID, during the pandemic? Who do you think did them all?”

“Oh, JPMorgan, Bank of America.”

I’m like, no.

You have no idea.

It’s actually the opposite.

The largest banks paused for a bit, if we remember, because they were worried about getting in too close and in bed with the government.

So the small community banks stepped up, took care of everything, worked overnight.

I was really proud to know some of those institutions.

No one knows that story.

Nobody.

The other thing that was kind of connecting to me with that is the social media presence.

I don’t personally like social media, but from a company perspective, holy smokes.

If you don’t have a social media peer group, you need to get one ASAP.

If you can’t even find peers like yourself out on social, you’ve got a problem.

I always struggle with those concepts because we can’t rely on loyalty as much as we used to.

Erica, you said something that I think is really important.

I think that we’re going through a dynamic shift of less loyalty, more trust.

Trust in the technology, less loyalty about which bank I’m using.

That is a challenge when it comes to marketing and thinking about telling your story within your community.

Absolutely.

And Scott, to your point about community.

Community is not geographical.

Community is a like group of people, like purpose, like mission, like cause, like profession, right?

It’s no longer in the confines of as we imagined it before.

I think it’s so important that we get that.

Scott, you’re giving me flashbacks on the PPP loan thing.

When you said nobody knew about that, I said, well, we all knew.

The fintech community knew that the community banks and credit unions were stepping up on those loans, but they never told anyone.

I love that because they could have marketed the heck out of that and said, “Look what we did. Look how we differentiate from the big regional bank. We helped you during this time.”

They didn’t do that.

That was a missed opportunity.

Yeah.

I think another thing that you got spot-on correct on that, Scott, is just informally here at Cornerstone or anywhere else, or ask your kids or your nephews or nieces or whatever.

If you ask anybody here at Cornerstone, “Hey, name me five community banks or five credit unions that are good at, I don’t know, credit underwriting, or connecting their LOS with their core,” I could pick 15 other things, they’ll start rattling names off.

If I say, “Give me five midsize banks and credit unions who are rock-star marketers,” it’s like, “Yeah, let me get back to you on that.”

I’m not saying that there aren’t some out there, because I don’t want to diminish the strong CMOs that are out there.

I’m saying it’s harder to find them.

It is.

And Sam, the other thing that’s telling, and you can all appreciate this because we talked about those ALCO meetings, one of the things I do when I walk into ALCO is I ask, “Who’s in marketing here?”

I get odd looks because marketing is put in its own little area.

You go try to do what you’re doing when they’re not really in the decisions of our balance sheet, talking about why our balance sheet is more relevant than our competitors or whoever else we may be banking against.

I think it’s a huge opportunity lost because as much as I love talking asset liability and financial strategy and all of that, I’m never going to be in marketing.

I need a professional to help me market what we do.

Spend 10 minutes with an investment banker.

I’ll make fun of myself, and I’ll tell you all the tombstones of every deal I’ve ever worked on since the cows came home.

Yet we talk to the banks, and Erica’s point is right.

We collectively, this group, knew.

But nobody outside of us knew how much they were doing, how much success they were able to drive in saving companies, institutions.

Just a huge opportunity lost.

Huge opportunity lost.

Because I want to make sure, just to jump in here, because I know we’ve just got a few minutes left, and I suspect you guys might have some hard stops coming up here.

Real quickly, we just went negative first.

Hey, I’m a consultant.

We do that.

Let’s go positive.

Real quickly here, like real short burst, 20, 30 seconds.

What’s something that you see in the industry right now that really jazzes you because it’s either working well?

I know, Scott, you said supporting the clients but just not marketing to the clients.

What are some real positives that you see out there that jazz you?

Erica, you want to go first?

Well, I just positioned it all as negative, but I’m actually super excited about where we’re going with blockchain and payments and stablecoin.

It’s just a whole new world, especially when you’ve been in the industry a long time and, you know, ACH and wire, that’s all you’ve got.

We’ve had RTP and FedNow.

That’s exciting.

But stablecoin just opens up a whole new way of communicating and moving money faster.

I’m thrilled about that.

Then obviously everything we’re doing with SMB at Jack Henry.

We’re changing the game for micro merchants and service industry to take card payments through Banno.

I’m so excited about both of those things, and I get to work on those every day.

That’s for me what I’m most jazzed about.

Too cool for school.

What about you, Scott?

Yeah.

I would say quickly all the negatives, kind of to Erica’s point, are still the positives.

If I can announce a couple of opportunities right there, there are now, what, 4,000 banks in the country.

There were 8,000 when I started.

We have an opportunity right now to differentiate ourselves, knowing our community, the niche type of business.

People want that.

We just have to know about that.

We’ve got to change that dynamic.

So I see it as a huge opportunity because you are going to have the forward-thinking CEOs.

I’ve met with them.

He or she are all over these types of changes.

So they’re coming, Sam, and I’m excited about that.

I think the challenging times that we all just went through, if you think about the last five years and you think about my world, balance sheet management, we had zero interest rates.

The Fed borrowed every bank balance sheet in the country to fight the pandemic.

Threw all kinds of money at it.

It all came onto bank balance sheets, and then it got ripped out.

We were late for inflation.

So in ’23, it all got ripped out.

Fastest pace of increase in interest rates.

That, to me, all the smoke, all the challenges, it brings huge opportunity.

You learn a lot about your pipes and plumbing and how you’ve got to get a lot better, a lot faster to serve and support your customer base.

So I’m very bullish.

I’m excited because I think there are the haves and the have-nots, and the haves are going to have a huge opportunity here as they think about the changes coming.

Bingo.

So I’ll tell you the thing I want to just kind of bring us home with here, is that this industry, and the reason we all love working in it, let’s face it, we love to solve a problem.

This industry is full of problems that actually are opportunities.

I really, really love the way you guys brought that home.

I think it’s the spirit of the industry, honestly speaking, right there.

Yeah.

Well, listen, real quickly, just want to say thank you.

Erica Pilon, chief strategy officer, Jack Henry.

Scott Hildenbrand, chief balance sheet strategist at Piper Sandler.

Thanks for joining us.

And Kelly, of course, thank you for helping kind of keep this conversation rolling.

I also have to just do a quick shout-out here in 2026 to my favorite Deadhead, Mr. Ron Shevlin, our chief strategy officer at Cornerstone Advisors, with a quick shout-out to Bob Weir of the Grateful Dead, who passed away recently.

Love to see the creative artists out there, whether they’re creative forces in the fintech business like Erica and Scott, and also creative forces in music and in other areas of the arts.

So shout-out and tribute to Bob.

With that, we’ll see you out there on the road for another episode of Fintech Hustle.

Thanks for joining us today.

And back to you.

Hey there.

If you really dig this episode of the always-unscripted Fintech Hustle podcast, hit the follow button on Apple, Google, Spotify, YouTube, or wherever you jam your podcasts.

And hey, tell your fintech friends.

More shop-talk chats are coming in the hall with industry leaders.

Look to see you out there on the road.