Our folk examine the trends impacting the financial services industry and pathways to making tangible innovation happen.

1. 1
How banks can survive and
thrive in the digital world
THE BANK
IS DEAD.
LONG LIVE
BANKING.

2. 2
Founded in 2008, AnalogFolk is an independent
digital creative agency.
We use digital to make the analog world better.
With offices in London, Sydney, New York, Portland,
Shanghai and Hong Kong, we create connected brand
experiences that help people achieve their ambitions.
AnalogFolk
20 Rosebery Avenue
London EC1R 4SX
+44 (0)20 7684 8444
info@analogfolk.com
www.analogfolk.com

3. 3
welcome
The financial services sector is going through a dramatic
transformation. This is creating massive disruption, but also
opportunities for those who dare to challenge long-held
conventions and move quickly to embrace change.
At AnalogFolk, we believe digital devices, tools, content
and experiences should bring positive change to the analog
world. Our teams around the globe are working with some
of the world’s biggest financial services brands and, as
such, have developed a unique perspective on how new
technologies are impacting the sector.
In this journal, we unpack some of the key themes and what
they could mean for your industry - and your customers
- in the future. And we present solid pathways to making
tangible innovation happen in your business.
We actually do that stuff every day, though. It’s what makes
us tick. Drop me a line if you’d like to hear more.
Best,
Bill
Bill Brock, founder and CEO, AnalogFolk
bill.brock@analogfolk.com
Welcome

4. 4
P.4
VIVA LA FINTECH
REVOLUTION
Our at-a-glance guide to the
history of fintech and its impact
on financial services
P.14
THE FINTECH STRATEGIES
TO STEAL
What banks can learn from China, the world’s
biggest fintech market
P.18
THIS START-UP KNOWS HOW
TO GET SPENDERS SAVING.
IT’S JUST A MATTER OF
TRUST
How Plum’s digital assistant is transforming the
reluctant saver’s fortunes
P.10
9 REASONS BANKS NEED TO TAKE
NATURAL LANGUAGE INTERFACES
SERIOUSLY
Why it’s essential financial technology feels as natural and
easy to use as possible
P.6
DO YOU KNOW THE NEW
RULES OF BANKING?
How banks can ensure they’re part of the rapidly
changing landscape
CONTENTS

5. 5
P.22
WINNING OVER
GENERATION Y
What banks need to do to woo keen-to-save
but bank-shy millennials
P.26
7 FINTECHS WE DIG
Some of the most exciting companies breaking
the banking mould
P.28
HOW TO SURVIVE (AND
THRIVE IN) THE FINTECH
REVOLUTION
Insight and insider tips from Moven CEO and
futurist Brett King
P.40
WATCH THIS SPACE
Financial near-futures imagined by the experts
at AnalogFolk
P.34
CONCEPT TO CONCRETE:
THIS IS HOW TO MAKE
INNOVATION HAPPEN
IN YOUR BUSINESS.
ACTUALLY HAPPEN
Simple tools and techniques to help get
innovative ideas off the ground

6. 6
Viva la fintech
revolution
67 years and stronger than ever
Diners Club (US)
introduces the first
credit card
1950
1967
Barclays (UK)
introduces the
first ATM
1982
eTrade introduces
first online
brokerage.
Nottingham Building
Society introduces
first online
banking
1983
National Association of
Securities Dealers Automated
Quotations (NASDAQ) is
established as the first
electronic stock
exchange.
1971
Majority of US banks
introduce first
transactional capabilities
on the Internet
1998
PayPal launched
(initially as Confinity)
1998

7. 7
2004
Alipay
launched
The first peer-to-peer
lending company
Zopa founded
2004
Users of mobile banking
exceed users of physical
branches
2015
Android and
Samsung Pay
launched
2015
Bitcoin v0.1
launched
2009
2008
2009
Apple Pay
launched
The first robo
-advisor services
launched
2014
China overtakes
US as leading
nation for
advanced fintech
2016
Number of
fintech companies
estimated to
exceed 1,000
globally
2016
First mobile banking
apps launched
2010
Chinese peer-to
-peer lender Lufax
launched
ClearBank launched
in UK — the first
new clearing bank
in 250 years
Digital-only
banking pioneers
Simple and Fidor
established
2009
Payment companies
Venmo and Square
established
2015
Global investment
in fintech
hits new high
of $47bn
2011
2017
£
2017

8. 8

9. 9
Doyouknow
thenewrules
ofbanking?
When the landscape of your business
changes, be the one changing it
Chris Joannou, Business Partner, AnalogFolk London
We live in a world where the biggest
holiday bookings company doesn’t own
a single room and the largest taxi firm
doesn’t own a single cab, so why should
you have to be a bank to take deposits,
lend money or manage payments?
Welcome to the new rules of banking.
The world has certainly woken up to this
paradigm shift, with an explosion of
investment in fintech reported to have
exceeded $130bn globally between 2010
and 20161
. While fintech isn’t a new
phenomenon, this recent scale of
transformation is unprecedented.
Cynics could look at this scale of change
and fear a similar bubble to the one we
saw in the early 2000s. Before Metro Bank
launched seven years ago, there hadn’t
been a new high-street entrant granted a
banking licence for more than 150 years;
at the last count, in the UK alone there
were around 50 new banking entrants,
many led by digital.
Not all of the new players will survive;
likewise, the thousands of start-ups in the
broader fintech arena. However, some
have already made their mark and
changed the landscape forever.
1
KPMG, The Pulse of Fintech — Q4 2016

10. 10
Banking is becoming more social
Peer-to-peer lenders, such as Zopa in the
UK, Lending Club in the US, and Lufax in
China, are now taking sizable chunks out
of the market. Lending Club alone has
now funded more than $24bn worth of
loans since 2009 and nearly $2bn in just
the last quarter.
Humans are playing a smaller role
Robo-advisors — a class of digital advisor
that uses algorithms to provide financial
advice or investment management online
with little or no human intervention —
are on the rise. For instance, automated
wealth management firms Betterment
and Wealthfront between them now
have more than $10bn in assets under
management — not bad given they’re
both less than 10 years old.
Mobile is opening up finance to people
who have no access to a bank
If you want real insight into the nature of
a future banking system, look to Asia and
the developing markets of Africa. In many
places, they’re building banking systems
from scratch, without having to deal with
the legacy constraints the West’s more
developed markets are wrestling with.
And it’s being led by mobile.
One example is M-Pesa, which launched
in Kenya in 2007. M-Pesa has radically
transformed a whole country, with
75% adoption and more than 60% of
Kenyan GDP now being transacted
through this feature-phone-based
mobile payments solution.
In China, Tencent’s WeChat started life as
a simple messaging platform in 2011. It’s
now rapidly built out a huge ecosystem of
‘apps within an app’, allowing users not
only to message friends, but to shop, hail a
cab, check their balance, make payments
or apply for new financial products,
among many other everyday activities —
all without leaving the WeChat platform.
So for over 800 million Chinese users,
WeChat features as part of their daily lives.
if you want real
insight into the nature
of a future banking
system, look to asia
and the developing
markets of sub-
saharan africa.
HI!

11. 11
To explore this topic further, email
grace.wright@analogfolk.com
Hunting the fintech unicorn
THE TOP FIVE BIGGEST FINTECHS
Worldwide, there are reported to be just 27
fintech unicorns2
— start-ups valued at over
$1bn — which have originated from just six
locations: China, India, the Netherlands,
Sweden, the US and the UK. The majority
started life in the US, with 14 to date,
but, unsurprisingly, the current four
largest come from China. The top five are:
Alibaba’s financial services arm and
operator of Alipay is valued at $60bn.
China
United States
Ant Financial
1
Lufax
China
China’s largest peer-to-peer lender
is valued at $18.5bn.
2
JD Finance
China
Backed by online shopping giant
JD.com and Tencent, this credit
provider is valued at $7bn.
3
Qufenqi
China
The online electronics retailer that
allows consumers to purchase in
instalments is valued at $5.9bn.
4
Stripe
This San Francisco-based online
payments processor is valued at $5bn.
5
2
Business Insider, 2016
Business banking isn’t immune to this
revolution, either. Research undertaken
by BCG estimates that just over 50% of all
fintech investment has been directed to
solutions intended for the business and
corporate space. App-only challenger
banks, such as Tide in the UK, are trying
to reinvent the business banking
experience for small firms, and what
they’ve created so far looks impressive.
Specialist business-lending platform
Kabbage in the US is providing innovative
working capital solutions, while Swedish
company Klarna’s e-commerce payment
solutions are now being used by more
than 70,000 merchants: just two examples
in an ever-expanding list.
Partnerships are the way forwards
While the fintechs continue to reimagine
what a future banking system might look
like, the legacy banks are spending billions
on ‘digital transformation’ programmes,
as they try to reinvent their businesses to
both compete with and defend themselves
against the new threats they’re facing.
However, the general market sentiment
has changed from one of competition to
collaboration, as both traditional banks
and fintechs begin to realise they have
complementary skills that collectively
bring a greater chance of success. While
agile fintechs can launch new products
quickly, banks can offer large customer
bases and established infrastructure.
The new collaboration models are still
emerging and will undoubtedly evolve for
some time, as these unlikely marriages
still need to work through their cultural
and mindset differences.

12. 12
9reasonsBanksneedtotake
seriously
Natural
language
interfaces
Miguel Alvarez, Director of Research
and Development, AnalogFolk London
The most successful tech slots
seamlessly into people’s lives,
so if banks want to hold onto
customers, it’s essential they
make services personal, quick
and natural to use

13. 13
Natural language interfaces (NLIs)
allow users to interact with a
computer by typing or speaking in
their everyday language. Chatbots
can reply to a person’s written
questions, for example, while
voice-recognition software will
convert spoken words. The
customer needs no special systems
training—they just speak naturally.
Here’s why it’s crucial that banks
invest in NLIs.
3.
It’s a new way to test and learn
Those who enter a new realm first
have the luxury of testing and
learning. Users are forgiving when
someone is leading, innovating
and defining the future. Guidelines
don’t exist for NLIs yet, so there’s
a big opportunity to be the driver.
1.
It’s a chance to be human
When people hear the word
‘bank’, they tend to think cold,
hard numbers, but proper banking
interfaces that use NLIs can make
everyone feel as though they have
a personal assistant. Sending a
payment, for example, can be as
easy as texting ‘send 15 pounds to
my mother tomorrow morning’.
There’s a lot of information in
that message, from a software
that knows who your mother is
to understanding the context of
‘tomorrow morning’. For the
user, though, it’s very simple —
and far easier than going through
the five to 10 clicks needed to
achieve the same result through
other interfaces.
2.
Voice search is huge
What could be easier and faster
than speaking your request into
a phone? When you think that
humans generally talk at around
150 words per minute, as opposed
to typing on average 40 words per
minute, it’s no wonder voice is the
fastest-growing type of search.
The stats are compelling: according
to analytics company comScore,
40% of adults now talk to their
phones every day, and 50% of all
searches will be voice by 2020.

14. 14
4.
It’s not just about chatbots
Chatbots represent a powerful
means of engaging with customers
in different ways, but they need to
play a part in delivering a broader
strategy. There’s a misconception
that if a company creates a chatbot
or software for a voice assistant,
that’s enough to drive it forwards.
Chatbots are targeted solutions
to a problem. Banks need to
understand the role they can play
alongside other technologies,
products and channels. Then there
needs to be investment into NLIs
that’s proportionate to the
opportunity they present.
5.
Traditional SEO isn’t enough
A lot of money is invested in SEO,
assuming searches are carried
out in a particular way, but that’s
all changing thanks to voice
commands. The way people write
versus the way they talk is very
different. Written Google searches
tend to follow a pattern and be
very simple; voice searches rely
heavily on context, localisation,
and long tail patterns. Companies
continue to invest in obsolete
SEO methodologies that aren’t
taking into consideration whether
or not a search comes from a
voice command.
6.
You can own your voice
It’s common to invest heavily in
visual style guides when developing
a website, campaign site or mobile
application, but that effort is lost if
banks don’t also control how they
sound and feel through NLIs.
There’s a lot to consider. Who is
your chatbot persona? How does
it respond and react? How should
it sound in different languages?
How should various regions on
a customer support chatbot be
managed? Should it adapt based on
geolocation? And when should the
persona vary its response,
depending on sentiment analysis?
7.
It’s not about being innovative
Having bank interfaces that can be
controlled purely through text
messages or via voice is not
innovative. It’s the equivalent of
when banks started to support
mobile. A bank wasn’t innovative
just because it could support
mobile — that was simply a must to
survive and prosper. This translates
to voice. When people realise
the convenience of managing
everything via the spoken word,
with no need to install an app or
wait for a website to load, tempting
them back to a mobile app will
be extremely difficult.

15. 15
9.
you’ll be left behind
Consider this — of WeChat’s 700m+
users, nearly 300m have added
their bank details to WeChat Pay.
That’s contributed to the world’s
most bustling mobile payments
economy. In 2015, China’s mobile
transactions surged to $235bn,
surpassing the US for the first time.
According to iResearch, China’s
mobile payments market was
estimated to be worth 15.7 trillion
yuan in 2016 — 28 times the $62.5bn
forecast by eMarketer for the US in
2017. In Q3 of 2016, WeChat owner
Tencent reported $6bn in revenue,
up 52% year-on-year, driven
largely by the success of WeChat.
Something else to consider — what
if, ahead of this growth, banks had
invested in divisions dedicated to
messaging applications? Imagine
where they’d be now.
“A lot of money is
invested in SEO,
assuming searches
are carried out in a
particular way, but
that’s all changing
thanks to voice
commands.”
8.
Sentiment analysis is key to
building trust
The governor of the Bank of
England, Mark Carney, recently
warned that only 20% of Brits
think banks are well run. Similarly,
a study by McCann Truth Central
revealed: ‘42% of US consumers
believe brands are “less truthful”
than 20 years ago.’ As public trust
declines, empathy with customers
is more important than ever. So it
makes sense to invest in sentiment
analysis. A bank that acts according
to a customer’s mood might sound
futuristic, but that technology
is already here. Rather than
channelling money into mobile
apps, banks need to invest in and
test proper methodologies to
personalise their services.
To explore this topic further, email
grace.wright@analogfolk.com

16. 16

17. 17
thefintech
strategies
tosteal
What every business can learn from China,
the world’s biggest fintech market
Summer Yang, Senior Strategy Manager, and Wallace Wong,
Senior UX Designer, AnalogFolk Asia
Imagine paying for your Starbucks,
settling your electricity bill and moving
your spare change into a high-interest
personal fund, all from within a single
app. In China, banking has slipped into
the everyday habits of millions. How?
China’s domestic internet finance
industry has been growing at an
exponential rate because it listens
and learns from its market. It has just
overtaken the US as the biggest fintech
market in the world. There’s no legacy;
it’s creating banking from the ground up.
Rather than leading to exclusivity,
technology has actually been the enabler
that’s brought the next generation of
banking services to the masses.
Here are six key strategies you can adopt
to help your business do the same…
17

18. 1818
FOCUS ON A NEGLECTED DEMOGRAPHIC
A large proportion of China’s population falls
into the low-income class, unable to meet the
threshold for wealth management products offered
by traditional banks. And, according to a survey
by China’s Southwestern University of Finance &
Economics, more than two-thirds of new investors
are not high school graduates.
So there was a gap for a more inclusive finance
system and Chinese tech giants were able to
massively disrupt the existing industry. This
phenomenon is not exclusive to China; there
are demographics everywhere with banking
needs not currently being met. Technology could
be the catalyst that makes it possible to serve the
largely under-served.
MAKE IT FAMILIAR
Look at the existing behaviour of your users and
shape your offerings into familiar experiences.
Free instant messaging app WeChat, or ‘micro
messaging’ in Chinese, taps into its users’ cultural
behaviours and offers a digital equivalent.
The giving of money-filled red envelopes is a
Chinese New Year tradition. In 2014, WeChat
launched its Red Envelope feature during the New
Year period, allowing users to send virtual red
envelopes with money and a greeting attached.
As its users flocked to use the feature, WeChat
was able to kick-start its mobile payment service.
MAKE IT SIMPLE
When you make investing simple, more people
can invest. When Yu’e Bao (‘leftover treasure’)
launched in 2013, it was hailed as the ‘fund for the
masses’, because it lowered the barriers of entry.
Yu’e Bao allowed Taobao (eBay equivalent)
shoppers to invest the spare change in their Alipay
(PayPal equivalent) wallets into an investment
fund. This process takes no more than five clicks.
Yu’e Bao now accounts for more than a third of
China’s investment funds.

19. 1919
To explore this topic further, email
grace.wright@analogfolk.com
MAKE IT SOCIAL
Popular activities usually have lively communities;
investing needn’t be any different. A market is
inherently social. Futu Niuniu, or ‘wealthy path of
the bull’, is an app developed by Futu Securities,
with investment from Tencent.
It was launched to satisfy the younger generation
who wanted to invest abroad, but who don’t have
the capital to open an investment account with a
private bank. Futu created a hybrid platform to
make stock trading a fun and social experience.
Users can buy and sell stocks, discuss their stock
picks in message groups, and express daily profits
through emojis and stickers. This leads to better
user engagement and longer platform usage times.
DON’T EXPLOIT HUMAN NATURE
Bear in mind that gamifying finance has
its perils, as the combination of gaming
and money can result in gambling. Futu’s
achievement badges, daily missions and
lucky draws encourage users to trade
for the sake it. Instead, services should
empower users to make informed decisions.
Many of China’s fintech strategies can
be reapplied in other markets, because,
ultimately, financial services should
enrich users. Only if companies do
that successfully will users return.
“Look at the existing behaviour of your
users and shape your offerings into
experiences that are familiar to them”
DON’T MAKE IT TRIVIAL
Clumsy implementation of gamification
can cause products to lose value and
gain criticism. An example of this is the
integration of a FarmVille-style game in
the Futu Niuniu mobile trading platform.
In a virtual farm, you nurture a seed by
watering it daily. You can invite stock
trading friends to help with watering and
fertilisation to speed up growth. When
the plant matures, you can harvest it for
a period of commission-free trading.
This gamification experience feels odd
and disconnected. Businesses should only
apply it in a way that feels right for the
context — and make it genuinely useful.

20. Fame Razak, CTO, AnalogFolk London
Plum’s digital personal savings assistant
makes putting away money for a rainy day
effortless. The company’s growth hacker,
Robert Powell, talks about how the model
works and where it goes from here
This start-up
knows how to get
spenders saving.
It’s just a matter
of trust.

21. 21
Plum is a personal savings assistant
that monitors your spending and
automatically sets aside money you
won’t need. Launched in September
2016, it was the first AI-powered
Facebook chatbot. We asked its growth
hacker, Robert Powell, to share the
story of Plum’s development, the
company’s future ambitions—and what
the team would have done differently.
ROBERT, WHAT FIRST INSPIRED PLUM?
Most people know they should be
saving money and understand the
concept of compound interest, but few
actually save. Plum’s co-founders, Alex
[Michael] and Victor [Trokoudes], both
Cypriots working in London’s tech
scene, were no different. In addition,
Victor was employee number five at
TransferWise, so he witnessed first-
hand the huge transformational effect
a start-up can have.
HOW DOES IT WORK?
Users grant Plum read-only access to
their transaction data by linking their
bank account (we’ve partnered with
Yodlee). Plum then analyses thousands
of transactions to identify their regular
income, rent, bills and daily spend. With
this data and other factors including
available balance, our algorithm will run
every few days and calculate the right
amount for them to save. This is then
automatically transferred into their
Plum savings account via Direct Debit.
We message users to keep them updated
with their progress, and their Plum
savings are accessible 24/7.
WHY FOCUS ON SAVINGS?
As we were determining what Plum
would be, we kept seeing stories pop up
from around the world. Did you know
that 16 million people in the UK currently
Plum founders, Alex Michael (left) and Victor Trokoudes
(right)
have less than £100 in savings? And real
interest rates with banks are now at 0%?
People still only want to work till they’re
65 so, with life expectancy growing, that
means they’ll need 30 years’ worth of
savings to support them in retirement.
With all this in mind, we knew what
Plum’s direction had to be.
HOW WILL YOU DIFFER FROM
THE OTHER FINTECH START-UPS
OUT THERE?
Our algorithm is the differentiator.
People already know they should be
saving their money, they just don’t take
any action. We’re doing that for them.
We’re putting away just the right
amount – money people can actually
afford. Saving is just the first
step to financial freedom. As Plum
matures, we’ll offer investments and
then tips and offers to help people
reduce their spending.

22. 22
THERE’S VERY LITTLE YOU CAN DO
WITHIN PLUM ITSELF AND IT’S MOSTLY
INSIDE FACEBOOK MESSENGER. HOW
DID YOU DECIDE ON THE FEATURES
AND THE CHANNEL?
There were three key actions we
needed to build for – putting money
in, taking money out, and seeing your
balance; anything else and we’d go
against our mission of keeping it simple.
Our biggest challenge was deciding
whether we were going to build an
app or not. We’re all aware of the app
download barrier and usage fatigue,
so we initially decided to take an
SMS approach, since it’s universally
accessible without blockers. However,
at the time, Facebook began heavily
promoting Messenger bots and it made
sense for us to be there instead.
HOW DID YOU FIND THE BEST TALENT
IN YOUR EARLY DAYS TO DEVELOP AN
ALGORITHM AND A PLATFORM ON A
START-UP’S BUDGET?
The early development was built by Alex,
the CTO, who created the algorithm over
a six-month period. Once we were happy
the algorithm would work for everyone,
we brought in some freelancers to help
build the prototype. Now we have three
software engineers who we found through
our investors and personal contacts.
We’re lucky we get a lot of interest; I
think it’s down to fintech’s popularity
and Plum being something that’s cool
to work on. Who doesn’t want to work
with and explore machine learning?
WHAT HAS BEEN PLUM’S BIGGEST
CHALLENGE SO FAR?
Trust. We have to use data aggregator
Yodlee to connect Plum to people’s bank
accounts and, for that to work, we need
their internet banking login details.
People could think, ‘Why would I give
my bank details to a start-up?’ We know
we’ll lose a lot of people at this point, so
it’s a big concern for us.
We put extra work into security, and
being recognised at the National Tech
Awards 2017, where we won Startup Tech
Company of the Year, has helped with
Plum’s playful brand illustrations by Simple as Milk

23. 23
To explore this topic further, email
grace.wright@analogfolk.com
awareness. The press have been really
great and receptive to us — we’ve been in
The Independent and on the BBC — but
our focus is on getting recognised on a
national scale outside of the tech bubble.
OTHER THAN THE ALGORITHM AND
YODLEE, WHAT ELSE DO YOU USE TO
CREATE PLUM?
We also use MangoPay to create an
e-wallet for each customer to hold their
money. Our tech is all hosted on the
Amazon cloud.
HOW DIFFICULT IS IT TO BECOME
FSA-REGULATED AND HANDLE OTHER
PEOPLE’S MONEY?
We are regulated via our e-money
partner, MangoPay, and we have to
comply with its rules. We’re a registered
data controller, so we have the Data
Protection Act in place. Security is our
highest priority, because we know it’s
also our customers’ biggest concern.
We do regular penetration tests on our IT
infrastructure and we have strict rules
in place. All data is encrypted on our
laptops, we don’t store files on the hard
drives, everything has to be in our
private cloud storage, and USB drives
are not allowed. All the policies are in
place to keep Plum safe. All our staff
understand and follow the rules.
WHAT ARE THE PARTICULAR
CHALLENGES IN BEING DIGITAL-ONLY?
We love face-to-face interaction with
customers — we think it’s important,
because we’re talking about people’s
finances. We have a messenger platform
we can do it through, but when you talk
to someone in person, you get so much
more insight, so we’re trying to put on
events every fortnight where users can
come in and tell us what they think of the
product so far. We push them for good
and bad feedback. You could lose that
connection in digital-only, but by
keeping your community engaged, you
can make it work. Traditional banks
going digital don’t necessarily appreciate
what they’re losing. It could just create
yet another problem for them to solve.
HOW ARE YOU GENERATING AND
PRIORITISING IDEAS TO KEEP AHEAD
OF THE COMPETITION?
We’re asking our customers what’s most
beneficial to them. Changes we make
must help everyone, not just a few,
and be so profound we couldn’t not do
them. We’ve heard investment is what
our customers want next, so we’ll be
going there.
FINALLY, IF YOU HAD TO DO IT
ALL AGAIN, WHAT WOULD YOU DO
DIFFERENTLY?
From what I know now, I’d focus on the
community. As a start-up, once you
have the general idea of what you want
to solve, find the community and learn
— from them — everything that would
solve their problem. Then you end up
with a focused solution you have a
market for and it becomes easier to open
it up to a wider audience.

24. Winning
over
GenerationY
Believe the financially irresponsible,
narcissistic, carefree stereotype at your
peril: millennials have unprecedented
consumer power and might be the
savviest group of all. What does it take
to become #theirfavouritebank?
Roger Houghton, Strategy Director, AnalogFolk London

25. 25
Everyone knows millennials spend all
their savings on holidays, festival tickets
and nights out, right?
Well, not exactly. Despite the media
portrayal of them as free spirits, or
‘snowflakes’, Gen Y are actually on track
to build better money habits than Gen X.
Research shows 45% of 18- to 34-year-
olds save a quarter of their salary each
month, compared to just 34% of 35- to
54-year-olds. And 18- to 24-year-olds
have the lowest amount of outstanding
debt compared to other age groups.
Yet despite a desire to save, in the US, for
instance, 60% of millennials say they’ll
transact money differently from the
services currently offered by banks, and
only 33% believe they need a bank at all.
Banks need to engage with the new set
of values and beliefs behind this attitude
shift if they’re to attract the next
generation of customers. How?

26. 26
Banks can’t rely on historical behaviour
While banks could previously rely on
passive loyalty (only 1 million people
switched their primary financial
institution in the UK last year),
millennials seem set on doing things
differently, with only 46% seeing
themselves staying with their current
financial services provider over the
next few years.
The recent trend that’s seen rising rates
of consumer borrowing is also set to
be challenged, with 25% of millennials
describing credit cards as something
that ‘worsens their financial standing’
and another 30% stating they’re
‘not sure how credit cards could be
helpful’ to them.
British consumers currently spend
more than £50 billion a year on interest
repayments on personal debt (or
around £139 million per day), which
is a significant slice of a provider’s
balance sheet.
Millennials’ goals and priorities are
clearly different. These themes emerged
during recent focus groups and
interviews AnalogFolk ran as part of
an audience study for PepsiCo, where
young people discussed their ambitions
and attitudes to money.
Their desire to be ‘free of things’ (a
preference for access over ownership)
can also be seen as a desire to be ‘free
from debt’, which is their primary
financial goal, replacing home
ownership or early retirement cited
by previous generations.

27. 27
To explore this topic further, email
grace.wright@analogfolk.com
“
New tech isn’t the whole answer, either
The development of new digital offerings
is often cited as the industry’s response
to this situation, with one former CEO
describing the rise of fintech as ‘a
fundamental shift’ to meet the needs
of millennials. With research from
Fiserv showing that 80% of consumers
would trust a new bank if it had ‘good
technology’, you’d expect to see
younger, tech-savvy consumers turning
to start-ups for their financial needs.
But, according to EY’s fintech tracker,
it’s actually income, not age, that’s
driving adoption of fintech.
While millennials clearly have a strong
digital preference, they aren’t defined
by it. When it comes to finance, 45% say
it plays an important role, but another
46% say it doesn’t, so providers may
fail to engage with them if they recreate
existing services in other channels
without also taking into account
millennials’ goals, needs and priorities.
Engagement is critical
This was the lesson we learned when
working with Nike on developing its
digital training products. AnalogFolk
recently launched the Nike Trainers
Hub, an innovative digital service that
uses an intelligence-matching engine to
connect consumers directly with one of
Nike’s elite trainers.
While this service proved successful in
engaging users, we soon learned that
giving people digital access to expert
advice and information wasn’t enough
if we wanted to help Nike members
improve their performance.
To go that step further, we needed
to make engagement both personal
and purposeful. This led to a new
To engage millennials,
we need to focus on
their emotional needs,
not just their rational,
transactional ones.
engagement strategy, encouraging
people to ‘Stop exercising. Start
training’, with a redesigned Nike
Training Club app that could deliver
adaptive training plans based on a user’s
goals and needs.
Fewer features, more feeling
Millennials admit to struggling to
understand and manage their finances.
In one study, over half said they’d trust
their bank more if it offered useful
content. Financial services, though,
often seem designed for rational people
who make sensible choices, when in
fact we’re driven as much by emotion
and intuition. Millennials have different
goals and priorities and an underlying
need for better emotional support,
with a third saying they worry about
how much debt they have and over half
saying they don’t feel savvy when it
comes to financial decisions.
To engage with millennials, banks need to
focus on meeting their emotional needs,
not just their rational, transactional
ones. That’s why fintech innovation
needs to stop asking, ‘What can this
technology do for us?’ and start asking,
‘How can we use this technology to
improve people’s lives?’
“

28. 28
7 fintec
2. AFFIRM
credit card alternative
Affirm lets shoppers pay for goods
in instalments at checkout. It’s
partnered with several retailers to
provide its customers with easy-
to-access, transparently priced
finance, granting three-, six- or
12-month loans on the spot. By
doing so, it’s playing in a space
typically owned by the credit card
providers to offer an alternative,
often cost-effective, means of
consumer finance. (affirm.com)
3. Clinc
ai for financial services
Clinc claims to have created ‘the
most advanced AI platform’ for
financial services. Its first product,
‘Finie’, is a mobile voice-based
AI platform for banking, broadly
equivalent to a ‘Siri for your bank
account’. Based on deep neural
networks and created by professors
at the University of Michigan, Clinc
looks to be leading innovation in
this space and promises more to
follow. (clinc.com)
disruptive-thinking
behaviour-mirroring
sector-shaking
1. Metromile
fairer car insurance
Why should every consumer
pay a flat fee for car insurance?
What if they rarely drive? With
Metromile, they can pay per mile
used. An easy-to-fit tracking
device in their vehicle records
actual mileage and calculates
charges based on data captured.
This data also allows users to
generate a customised risk profile
over time. (metromile.com)

29. 29
chs we dig
6. TIDE
mobile banking for SMES
UK challenger Tide says high-street
banks don’t care about SMEs. It
claims to be one of the first mobile
banking providers specifically
designed for small businesses.
It offers a slick and speedy
account-opening process and
integrated book-keeping capability
to help manage expenses and
invoices. (tide.co)
7. Lemonade
Faster insurance
How long should an insurance claim
settlement take in a world with zero
patience? Three seconds? That’s the
world record claimed by insurance
disrupter Lemonade. It has shaken
up the US market with its AI- and
bot-powered service. It charges a
flat fee for each policy and promises
to distribute any post-claim surplus
to good causes. (lemonade.com)
5. clearbank
21st
century clearing
ClearBank is the first new UK
clearing bank for more than
250 years. It’s independent and
powered by a 21st century,
purpose- built infrastructure,
utilising cloud-based tech plus core
banking capabilities ready for API
integration from the outset. It says
it processes payments faster and
more efficiently and cost-effectively
than the big four. (clear.bank)
4. stash
inclusive investing
Only have $5 to spare? That’s no
barrier to becoming an investor.
US-based Stash is seeking to
simplify the investment process to
make it more accessible. Through
its mobile platform, investors
can choose from a range of ETFs
with a minimum investment of
$5, while simplified language and
tips help point investors in the
right direction for their lifestyle.
(stashinvest.com)

30. 30

31. 31
By Harry Llufrio, Executive Creative Director & Partner, and
Chris Ryan, Managing Director & Partner, AnalogFolk Asia
Futurist and Moven CEO Brett King
reveals who the winners and losers will
be in the race to be the world’s most
innovative and customer-friendly bank.
Spoiler alert: it probably won’t be a bank
How to survive
(and thrive in)
the fintech
revolution

32. 32
“
“Banks have to
be able to deliver
every product in
their wheelhouse
in real time, with
a mobile phone and
without a signature
The fintech revolution has caught some
well-established banks off-guard.
They’ve been held back by legacy
systems and the urge to press on with
traditional models, despite changes in
customer needs and behaviour.
We asked futurist and CEO of digital
banking service Moven Brett King what
the coming years hold for the incumbents
– and how they can get on board.
BRETT, WHAT ARE THE YOUNGER
GENERATION LOOKING FOR IN
BANKING?
Millennials have very different
expectations of banking: they think of
it in terms of utility and experiences,
not relationships. In emerging markets,
where there’s no legacy behaviour,
millennials are finding new ways to
work with each other financially,
using services such as WePay and Alipay.
They’ve found a workaround to the
banking system. They don’t need a
full bank account, a cheque book, an
overdraft or a credit card; they just
want the ability to pay.
In China, the younger generation have
been splitting bills using WeChat for a
while now. The emphasis is on how they
live their lives, and how finance fits into
their lifestyle.
IF RELATIONSHIPS ARE NOW LESS
IMPORTANT THAN UTILITY, WILL THIS
MAKE LOYALTY HARDER TO ACHIEVE?
For the big banks, it’s going to get much
harder to keep customers.
The emergence of smart assistants, voice
UI, mixed reality and AR-embedded
experiences will help fintechs raise their
game and compete with banks and their
human-to-human touch points. As these
experiences mature, that utility becomes
very behavioural rather than product or
brand in nature.
Banks aren’t employing this kind of
technology fast enough, however. They’re
still pushing traditional products hard.
Technologies like Amazon Echo, through
which products can be ordered by voice
command, illustrate the experiential
problem traditional banks have.
If you look at how a bank sells a credit
card to a customer, it differentiates it by
offering air miles, cashback and other
rewards for usage, hoping customers
will pull its card out of their wallet
above any others. In [the case of Amazon
Echo], the product disappears and the
utility surfaces.
Who has the advantage in that space?
The owner of the smart assistant or
layer of technology. They can dictate
which apps will be utilised and what
gets configured into the machine
learning, and they will influence what
service is from a commerce perspective.
People who don’t own that technology
layer are going to have to fight hard
for involvement.

33. 33
SO BANKS WILL BECOME BACK-END,
PROVIDING THE PRODUCT
FOUNDATION, BUT BEING LESS
VISIBLE TO THE CUSTOMER?
The only banks that can survive this
transition and maintain a direct
relationship with customers will be the
biggest banks with a major commitment
to providing digital experiences. Banks
that don’t will end up with three core
products: the ability to make payments
or move money, the ability to store
value and appreciate that value, and the
ability to access credit.
BECAUSE OF THE TOUGH REGULATORY
BARRIERS, WILL FINTECHS HAVE TO
WORK IN PARTNERSHIP WITH BANKS?
With Moven, we started off with a
direct-to-consumer model in the US, but
then had lots of banks asking to license
our technology because it’s differentiated.
We’ve signed a US$20m commercial deal
with Canada’s TD Bank and we’re now
extending into the US for them.
There’s a number of banks we’re now
licensing our tech to. We realised it was
far easier to be paid by banks per user
for deploying our app than to go through
the cost of acquiring customers in a
direct-to-consumer model. And since
we aim to expand internationally and
reach 100m customers, trying to get a
bank charter and our brand established
in each foreign market would be really
hard and very expensive. So the way
forward is in partnership with banks.
When you look at other technologies,
such as AI and Bitcoin, those, too, will
only work well in partnerships.
THE GROWTH OF FINTECH IS SET TO
CONTINUE. WHAT DO YOU THINK THE
PACE AND DRIVERS FOR CHANGE
WILL BE?
Let’s start by asking what the financial
services sector will look like in 30
years’ time. The application of a ‘first
principles’ design philosophy focusing
Ant Financial-operated Alipay is China’s dominant mobile payment service and has 450 million users worldwide.

34. 34
WHAT ABOUT THE CORPORATE AND
B2B SIDE OF THE BUSINESS?
I get asked one question all the time:
‘If you were a bank, what would you do
today?’ I give a simple answer: You have
to be able to deliver every product in
your wheelhouse in real time, with a
mobile phone and without a signature,
whether you are corporate or retail.
That’s the design problem you have to
solve. If you have friction in the system,
somewhere in the world there’s a fintech
already working on it.
DO YOU THINK TECH WILL GRADUALLY
MAKE HUMAN INTERACTION LESS
NECESSARY?
Companies such as Quicken in the US
look at cash-flow analysis. Moven can,
for instance, plug in its cash-flow
analysis and that data will inform
Quicken what credit it can offer Moven.
Here, the data is all that matters.
Ultimately, if the data leads to tactical
on goals will make things look very
different. Consider the way the iPhone
was designed. Apple didn’t iterate on the
design of the Motorola flip phone; it took
three groups of functions — the iPod, the
browser and phone apps — and thought
about a completely new approach.
If you were building the banking system
from scratch today, would you end up
with branches and a business that
requires you to visit in person and sign
a piece of paper? No way.
So based on the fact that technology is
redefining how we think about banking,
who’s redefining the way banking works
in people’s lives? Ant Financial, for
example, is 15 years ahead of the banks.
It’s in 77 countries and investing and
acquiring, and is on track to have 2,
maybe 3 billion people on its platform
by the end of the next decade. That
would easily make it the largest financial
services company in the world.
Mobile-based money transfer and microfinancing service M-Pesa has transformed access to banking in Kenya.

35. 35
WILL WE SEE A COMMUNITY OF
BUSINESSES WORKING TOGETHER FOR
CUSTOMERS MORE OFTEN?
Yes. Banks can learn from the likes of
Amazon and Uber. But think about
the change that would require for an
organisation to go from being a bank
that’s heavily regulated, with a credit
card department, mortgage department
and risk departments, to becoming
a tech company that can deploy AI
across a voice-user interface. These
are completely different skill sets.
SO THE CULTURAL SHIFT IS A
BIG FACTOR, BUT IS IT MISSION
IMPOSSIBLE?
If a bank’s leadership team is talking
about technology all the time and is
enabling experimentation and allowing
teams to fail, they’re the ones that have
some promise. I believe Capital One in the
US, BBVA, DBS Bank and Emirates NBD
Brett King’s latest book, on the
development of the digital world and
beyond, is Augmented: Life in the Smart
Lane (Marshall Cavendish International).
To explore this topic further, email
grace.wright@analogfolk.com
“
“
If you have friction
in the system,
somewhere in the
world there’s a
fintech already
working on it.
advice that helps you manage your
business more effectively, with advice
given through AI or predictive
algorithms, a human relationship only
slows down decision-making.
Larger organisations could augment
humans with data – a combined AI
approach – but the banks that will win
will be those that invest in the platforms.
will be among them; they are trying
different things. But if you’re looking at a
bank to model on, you’re starting with
the wrong assumption. You need to look
at M-Pesa and Ant Financial.
WHERE ARE THE BIGGEST INNOVATIONS
AND GAME-CHANGERS COMING FROM?
Emerging markets are where you see
both the biggest changes and the fastest
adoption. They have new systems, less
regulation, and no legacy systems or
behaviours that favour incumbents. Take
mobile payments. In the US last year,
about $9bn in mobile payments were
carried out. That includes Apple Pay,
Samsung Pay, Android Pay, PayPal and
others. In 2017, China’s mobile payments
will amount to about $3 trillion; around
70% of which will be through Tencent
and Ant Financial’s networks.
In Kenya, before M-Pesa’s mobile
payment came along, financial inclusion
was 27%; today it’s effectively 100%.
That hasn’t happened because of
branches; it’s happened because of
M-Pesa and the mobile phone.
In sub-Saharan Africa, China and India,
people won’t think of a bank account
as something they got from a branch;
they’ll think of their phone as the way
to access utility and money. That’s the
psychological, behavioural shift we’re
seeing in emerging markets. The rest of
the world will see it eventually.

36. 36
Matt Robinson, Managing Director, AnalogFolk Australia
The fintech revolution is posing big
questions for business. The sheer volume
of ideas makes it challenging to take
your first step on the right road
This is how to
make innovation
happen in
your business.
Actually happen.
concept to concrete:

37. 37
customers, and see significant long-term
growth as a result. No pressure, then.
Feeling overwhelmed? That’s natural. The
challenge doesn’t end with identifying a
route; you then have to cut through the
bureaucracy to realise your vision.
Making innovation happen is core to our
approach at AnalogFolk. Here are some
frequent barriers our clients meet and
some of the ways we’ve helped them.
Fintech is disrupting the financial services
industry on a scale not seen before. It’s
growing by the minute and evolving
constantly. Businesses must do or die.
So, what exactly are you going to do?
Simple, you’re going to innovate. All you
need to do is select the perfect innovation
from myriad options; track down the
ground-breaking but solid and lasting
idea that will transform both your
business and your relationship with your

38. 38
‘WE WANT TO INNOVATE, BUT WE
HAVE NO IDEA WHERE TO START’
This is common. Really common. And who
could blame you? If the sheer volume of
innovation means you can’t hear what’s
right for you, here are four ways we help
businesses cut through it and get going.
Reframe the problem
If you’re going round in circles, trying
to solve a challenge, you can reset
your collective minds by reframing the
problem. Pose it from another perspective;
try your customer’s experience or needs.
This action can take you from the
seemingly unreachable to a surprisingly
simple solution.
In its quest to be a leader in customer
service, CommBank in Australia reframed
‘How does digital impact our customer
service?’ as: ‘How could digital create new
service experiences?’
Sainsbury’s, meanwhile, had the
challenge of how to fill a revenue gap.
It needed every customer to spend £1.14
every time they visited. It switched its
thinking to focus on the customer and
the resulting campaign, which suggested
simple meal ideas to encourage them to
try new things, generated £550 million
in sales over two years.1
Hold a problem pitch
When it comes to fintech, your business
is likely to be facing several challenges
and many possible solutions. So it helps
to get a range of minds on the job.
We’re all familiar with the ideas pitch,
but one of the most effective ways of
identifying and prioritising difficulties
is via the ‘problem pitch’. Invite team
members from as many relevant areas
1
IPA Effectiveness Awards Case Study
as possible, sending them a challenge
ahead of the session. It could be around
specific tech tools you’d like to
explore using, or a question about
the role tech should play in improving
customer experience.
Ask them to individually prepare a
60-second pitch that should include the
problem, who’s suffering because of it,
and why it’s important. Don’t talk about
the solution yet, just focus on painting a
picture of the problem. When everyone
has presented, you can all vote on the
most important problem to solve.
As well as discovering ways of helping
your business take another step forwards,
the result of sessions like this will be
more energy behind the concept of
innovation. You might also gain important
insights into how your colleagues really
feel about the subject.

39. 39
Get journey mapping
How can you decide which fintech
innovation will best mesh with your
customer’s lifestyle?
There’s a simple way to find out. You need
to put on their shoes and walk through
the sales/service process, recording every
touchpoint, decision you make and
emotion you feel throughout the process.
Once you’ve documented this, you’ll
easily be able to identify some of the
major barriers and opportunities at
which to aim your innovation.
‘With innovation, we can picture
success, but not how to get there’
It’s incredibly hard to take big, bold
steps into the future if you’re attempting
it one project at a time. If you try to
iterate your way by improving slowly,
you don’t make enough big leaps; if you
make the leap straight to the future,
you’ll come unstuck. So you need a plan,
a roadmap to innovation, to help you.
Imagined Futures
This is one of the most effective tools we
use. It helps you identify a revolutionary
and successful future for your company,
Use the Looking Glass
At AnalogFolk, we have a tool we call the
Looking Glass. This is a simple framework
that helps us explore a client’s problem
from different angles by looking at it
through six lenses:
Consumer (attitudes; interests)
Competitor (strengths; weaknesses)
Company (values; history; messages)
Culture (trends; politics)
Catalyst (technology; geography)
Category (the client’s industry)
Typically, clients look at their problems
through only one or two lenses at a
time (usually the company’s challenges
and goals, then maybe what their
competition are up to). By viewing
challenge through what’s relevant in
cultural trends, technological trends
or customer insights, too, we can help
them open up to new ways of solving
their problems.
This is our starting point when first
tackling a client’s problem. The research
we get out of it is then fed into collaborative
workshops, strategies and creative briefs.

40. 40
Make the smallest workable version of a product
‘We have our ideas. Now we need
to validate them. But how?’
Congratulations, you’ve whittled
hundreds of hopeful innovations down to
just a few options. But which is the one?
Which are you going to make and when?
The guesswork is over, though — you need
to know as far as possible, for sure, which
will work for you.
then works through creating a high-
level roadmap to get there.
We start by framing what a successful
future could look like by writing audacious
statements as a stimulus for the group. For
example, instead of: ‘Grow mobile banking
app penetration by 5% each year over five
years,’ we might say: ‘By 2022, 95% of
all credit card transactions will happen
without physical cards.’
We then work backwards to identify
the key things we’ll need to achieve to
get there. We also identify the enablers
(assets, people or processes that will
help us), blockers (assets, people or
processes that will hinder us) and key
behaviours (mindsets, attitudes and
habits that will help keep us on track).
The statements are then organised and
prioritised against overall business
objectives, and form the core pillars of
an innovation plan.
The trick, as ever, is being canny with
investment. Ask yourself: What’s the
smallest possible version of these ideas?
(See illustration, below.)
Get there in four steps:
1. HYPE IT
Video is a good way to showcase an idea,
because time constraints force you to edit
down to the most compelling story. Aim
for 60 seconds, and structure it in a simple
way — the background; the problem; why
the problem is important; the solution,
and the impact of solving it. Pull in footage
from corporate videos or stock libraries,
and you’ll have something powerful that
can easily be shared.
CommBank in Australia chose to develop
something more sophisticated when they
created ‘Gamechangers: Commonwealth
Bank Case Study’, a video showcasing a
futuristic vision of the apps and services
they believed would come to life and be
available to consumers in the years ahead.
2. MAKE IT
The word ‘prototype’ sounds time-
consuming and expensive, but making
the idea tangible could be as simple as
a Keynote or PowerPoint presentation,
or a basic Squarespace website. The goal
is to build something that mimics the
functionality, user experience or features
of the end product.

41. 41
To explore this topic further, email
grace.wright@analogfolk.com
‘Look, we really don’t have time
for any of this’
3. FAKE IT
If we said ‘consumer testing’, what would
you imagine? Usability labs, focus groups
or other research methods that take
significant time and large investment?
Often, we’re able to utilise much simpler
methods to validate ideas.
Some early-stage start-ups pretend
sophisticated functionality exists behind
a website (such as e-commerce), when in
effect the test phase is handled completely
manually. They take an order online, fulfil
it over the phone, package it up, send it,
and manually send a confirmation email.
You could also create a simple landing
page. Design a logo, a value proposition,
and potentially include your video. Then
buy some search terms, create a lead form
for those interested in finding out about
the launch, and see what happens.
Work out a success metric by equating
a value to every customer. If someone
wants to know when you launch, they’re
pretty likely to at least trial your product
or service.
4. TRY TO BREAK IT
You don’t want to be late to the innovation
party. You want to be there first, already
owning the room by the time your
competitors arrive. So you have to move
fast. You have to get your ideas out into
beta testing as quickly as possible.
In Australia, Macquarie bank has recently
pushed into consumer banking, with a
vision to be an entirely digital bank at
the forefront of customer experience and
digital innovation.
Its model is based on getting a minimum
viable product live and tested with the
public as quickly as possible. They’ve done
Ah, the biggest barrier of all. We
understand how challenging it can be
to pull teams together, dedicate time,
develop ideas, and get them validated.
That’s why we’ve created a simple tool
called Rapid Invention. We’ve used it to
help countless clients, tapping into our
global network to develop ideas from
across the world in 24 hours. All you need
is an hour and groups of two people to
get started. If you’re interested visit:
http://analogfo.lk/rapid
Or, of course, get in touch and we can take
you through the process in more detail.
this through technical innovations, such
as embracing open source technology,
while changing the structure of the
team, creating smaller groups — which
can make decisions more easily — that
then work collaboratively with the other
groups rather than in silos.

42. Watchthisspace
‘We lease our lifestyles
through our banks’
Your bank is your
lifestyle provider. You
pay a monthly fee that
gives you access to all
the services you use to lead your life,
whether that be for entertainment,
holidays, clothing, food, schooling for
your kids or the roof over your head.
Miguel Alvarez, Director of R&D,
Analogfolk London
‘Banks are emotional’
Psychological and
health-related services
have merged with
financial services,
making the topic
of money more approachable and
understandable to more people.
Tina Cordes, Director of Strategy,
AnalogFolk US
‘Discrete banking is over’
Government directives
have loosened banks’
grips on customer data.
This means APIs and
Blockchain provide
systems for non-traditional players to
help people save, spend and invest
seamlessly through their devices and
channels. The most vicious battles rage
over providing the AI to manage it all.
Doug Baker, Head of Strategy,
Analogfolk London
‘Financial companies
don’t compete’
With infinite choice,
consumers are the most
important stakeholders.
Consequently,
successful financial services companies
are those that show a willingness to
collaborate for the consumer’s benefit.
As a result, products are less siloed;
solutions are more lifestyle-oriented
and heavily personalised.
Chris Ryan, MD & Partner,
Analogfolk Asia
‘No bank would dream
of owning its own
channels’
Many traditional banks
have disappeared into
the background and
now play the role of a utility provider.
There are no bank-owned channels.
Bank-owned branches, websites and apps
no longer exist. Successful banks work
closely with consumer tech platform
providers to deliver their services.
Chris Joannou, Business Partner,
Analogfolk London
To explore these topics further, email
grace.wright@analogfolk.com
Financial near-futures proposed by the global strategy,
research & development and business minds at AnalogFolk

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Editor-in-chief
Morag Bruce
Chief sub-editor
Sarah Alcroft
Design and illustration
Yvonne Michaelides
Marketing manager
Nicola Cheese
Business partner
Chris Joannou

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“
“
Traditional banks
and fintechs aren’t
the same. And that’s
ok. Brilliant results
don’t always come
from working with
people like you.