Enter
the fintech innovator
issue 2
Our 2024 FINTECH PREDICTIONS
AI
contents
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Melanie Milazzo Senior Director, Content Marketing, FIS
If you’d like to contribute to any of our columns, have feedback or want to connect, please contact:
Laura Osburnsen VP, Marketing Executive, FIS
Embedded Finance: An Innovative Opportunity for Corporations
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2024 Predictions for the Fintech World
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Build, partner, or acquire your fintech?
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The Inevitable Drive to Responsible, Sustainable Corporations
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10 Key Takeaways for Leading Transformational Change
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The Potential of GenAI Is Huge. What’s Standing in the Way for Financial Services?
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Innovation. It’s the lifeblood of our industry. It keeps us ahead of the curve, setting the pace for others to follow. But innovating and being first isn’t always a smooth ride. In the quest to push boundaries, we encounter hurdles that can slow us down. So, let’s dive into the nitty-gritty of overcoming these barriers and keeping that innovation engine running.
How to Overcome Barriers to Innovation
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FIS Marketing
Internal Use Only
Editor's Letter
Mickey Lynch VP, Product Management Executive – Lending, FIS
Welcome to the first issue of the Fintech Innovator magazine. Each quarter, we’ll bring you news and articles with insights from FIS and industry leaders to help you navigate the latest innovations and what they mean for you, your business and your clients.
First things first, there are the external barriers. You know the ones: funding, costs and regulations. Innovation takes a back seat when new ideas or processes cost money that you don’t have, or legal red tape keeps you from trying new things. But these obstacles can’t hold you back. Yes, you need to be cautious, but you must also not be afraid of something new. It’s a delicate dance of finding the sweet spot between innovation and compliance.
One of the biggest topics in the corporate world post-COVID has been remote work vs. back to office policies. Not many employees want to return to the office five days a week, and leaders aren’t happy having everyone working from home every day. While being in an office breeds camaraderie and fosters communication, remote work leads to happier employees who can be more productive with more freedom. Embrace the quirks of each working environment, learn from them and watch how they spark new ideas.
Breaking Down the Walls: External Barriers
Location, Location, Location: Navigating Corporate Environments
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A major part of innovation is embracing emerging trends. Placing your bets on the right trends could pay off big time for your company. To start, low-code or no-code solutions are leveling the playing field, enabling quicker iterations and testing. Of course, there’s also AI, the latest go-to answer to everything. We all have jokes about AI, and it feels like it’s the trendiest trend of all trends, but AI is truly revolutionizing how we work. With more training and content guardrails put in place, AI will bring innovative ideas, processes and change to companies big and small.
Should innovation always be the first card we play? The short answer is yes. Look at Kodak and Blockbuster. They didn’t innovate, and well, we know how those stories ended. Some companies can get away without innovating by acquiring the latest tech (or not, like Blockbuster declining an opportunity to buy Netflix. Sorry, Blockbuster), but that’s a risky game to play. To stay ahead, to thrive, we must innovate.
Riding the Wave: Emerging Trends
Let’s talk about the power players – leadership and organizational culture. They hold the keys to the kingdom when it comes to innovation. It starts with painting a vivid picture of the future, one where the status quo is constantly questioned. Leaders at every level need to roll up their sleeves and get their hands dirty in evaluation tech and collaboration tools. And don’t forget about bringing in fresh voices and ideas. Bring in talent from big tech and startups. Infuse fresh perspectives. Watch the magic happen. Remember, innovation is more than a department; it’s a mindset.
Leadership and Culture: Lighting the Innovation Fire
Balancing risk and innovation isn’t an easy feat. We’ve all been there, pouring resources into a project only to realize we could’ve taken a different approach. It could be a major setback, depending on how much you’re invested. When innovating, it’s important to set smaller goals and to test and learn from your experiences. Be nimble and adaptable. It’s ok to pivot when needed. Trust the process and you’ll find the sweet spot between managing risk and fostering innovation.
Risk Management: Walking the Tightrope
Innovate or Stagnate: The Bottom Line
So, let’s keep our eyes on the horizon, break down barriers and keep the innovation fire burning bright. Here’s to a future filled with breakthroughs and boundless possibilities.
Azriel Chelst, Head of FIS Ventures
Whether you’re a fintech, a bank or any other organization, you’re focused on what drives revenue for your business, and often technology is not directly related to driving revenue – it’s more a means to an end. You need an IT group to keep your operating systems and networks secure, but do you really want to go and create another IT group to build software when you could buy it much cheaper? Ultimately, when you’re looking to build, you need to ask yourself, “Do I have the team, expertise and bandwidth to build it? Or are there plenty of other priorities right now?”
Building requires heavy investment in cost, team mindshare and time
Every advance in technology creates new opportunities to innovate and drive growth. But as you watch emerging tech unfold and decide that you need to add new products, capabilities or features to keep ahead of your competitors, how do you assess whether you should build your own solution, partner with a provider or acquire a business that has what you need?
Welcome to the second issue of the Fintech Innovator magazine. Each quarter, we bring you news and articles with insights from FIS and industry leaders to help you navigate the latest innovations and what they mean for you, your business and your clients.
Building new tech in-house is investment-heavy. You need to have a product strategy, thinking about product management, engineers and your go-to-market plan. There’s also the operational management of the product and long-term upkeep. And you need to keep on the cutting edge. It’s a big commitment.
Mickey Lynch, Vice President – Platform Business Development, FIS
There are strategic considerations too, such as risk and compliance in a heavily regulated industry, as well as headcount and what it would take to bring a specific functionality in-house. And you need to think about how you’re going to scale or adapt to new technologies coming in. Do you have the right set up to make sure you can face anything new? If you’re looking at the three-to-five-year horizon, and want to build to that, but then you decide that it's not within your strategic focus, that’s when you need to look for a partnership or acquire a fintech that has built what you’re looking for.
What’s your strategic focus?
Customers need to be at the heart of your decision. Most of the time, you won’t have a full view of the customer and what they really want. You usually just have an analyst telling you what to build. And that's not the best situation. You need someone who has talked to 10-20 potential customers, understands all the problems and has prioritized what features customers really want.
Understanding the customer landscape
Build, partner, or acquire your fintech
First consider whether there’s somebody in the market who's already built what you want at a price point that makes sense and where you can still get a return on your investment. What if you’ve chosen a vendor who has a product, but it doesn’t have all the features you want? Everybody comes to this game and says, “I have a set of features that I really want,” and if they find a product with those features, then great. Sometimes if they don't have all the features, they decide to build it themselves. But that’s probably not the best plan. You need to prioritize those gaps and understand from the vendor when those features might be built. Choosing to partner with a vendor to integrate their solutions is multi-faceted. You need to consider risk, including how long your partner has been in the market, the robustness of their solutions and how extensive their understanding is of customers. If you’re going to work with five different vendors, that’s five times the amount of risk and five relationships you need to build or maintain. So breadth of offerings is key when you’re choosing a partner. And how else can this partnership work for you? For example, if you have a partner in the fintech world, you don’t need to bring on some of the compliance overheads. Sometimes the technology partner even offers managed services.
There is no perfect partner
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Above all, whether you’re looking to acquire, build or partner, you really need to think of the whole life cycle of what you’re trying to achieve, your company’s strategic goals and your prioritization to meet these. It’s only then that you’ll be able to make the right decision.
Avoid analysis paralysis
There are risks with vendors. People can raise prices, and companies can get bought by your competitor, which could be a motivator to go all out and acquire a company that provides the functionality you need. It’s a competitive market, and when you’re considering an acquisition, the key points you need to consider include the product features they offer, pricing, your ability to work with them and understanding of who their customers are and the synergies between your businesses.
Acquire to mitigate risk
Given all these scenarios, it’s easy to get “analysis paralysis.” But chasing the perfect solution doesn’t really work. There are always trade-offs – you need to balance those and figure out what makes sense based on what you’re trying to get done. Don’t assume that partnership or acquisition are quick wins; they can sometimes take months, through building the contact and relationship, planning integration – it can get complicated.
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As we turn the corner into a new year, the pace of change in financial services is accelerating faster than ever before. Being the chief technology officer for one of the world's leading financial technology companies, I'm right at the heart of it all, watching emerging tech unfold and gauging its potential impact on businesses and consumers. From what I can see, areas like artificial intelligence (AI) and embedded finance are shaping up to do some remarkable things. In fact, I'm betting 2024 is going to be the year these technologies really hit the mainstream and find their place in wide-scale commercial use. New digital capabilities are set to empower customers and challenge the old ways of doing business. A lot of people talk about AI, but it's time to turn those words and ideas into real action. Imagine a world where fraud detection isn't just reactive but proactive, powered by AI's ability to analyze vast amounts of data and spot patterns that elude traditional methods. We're not just talking about reducing losses; we're talking about creating a safer, more secure financial landscape.
Firdaus Bhathena, Chief Technology Officer, FIS
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And what about personalization? By analyzing customer data, AI can provide insights that help financial institutions tailor their offerings to each customer's unique needs. It's not just about selling more; it's about delivering value and building trust. I’m really looking forward to seeing what 2024 has in store for us. I'm excited about how these high-level concepts will finally land, transforming into applications and products that make a real difference. At the end of the day, it's about using technology not just as a tool, but as an enabler, something that allows us to make a meaningful difference in people's lives. That's the vision I carry with me as I look forward to 2024 and beyond. And I can't wait to see it come to life.
Envision a customer service experience that's not just efficient but also personalized and available round-the-clock thanks to AI-driven chatbots. This isn't merely about saving time; it's about fostering deeper, stronger customer relationships. Consider the possibility of streamlining complex processes within the financial industry, making them faster, more accurate and less prone to human error. It's not just about efficiency; it's about freeing up human talent to focus on strategic, value-added tasks.
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Embedded finance, where financial functionalities are seamlessly integrated with non-financial experiences, has emerged as a crucial tactic in the modern business environment. Embedded finance involves incorporating financial services into a non-financial context, often within a website, mobile application or other digital platform. Its aim is to provide financial offerings precisely at the moment and location they're required, essentially by enabling non-financial entities and brands to provide financial products and services. This innovative strategy enables businesses to provide customized financial offerings, reshaping customer interaction and commitment. While not a new idea, for many years, retailers, airlines and other industry participants have utilized private label credit cards to enhance brand recognition, provide customer convenience and foster loyalty.
Barbara Negron, Sr. Director Business Development/Strategic Partnership Embedded Finance/Banking as a Service, FIS
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Though payment services serve as the most evident entry point for embedded finance, trusted brands engaging with customers regularly can expand their array of offerings. These could encompass loans, credit options, savings and deposit accounts, prepaid or debit cards, wealth management services, insurance and trading products. The potential is boundless, and as business digitization advances, the array of embedded finance products will undoubtedly continue to grow. Incorporating embedded finance into your business can be a powerful catalyst for growth. By evaluating your customer base and aligning financial services with their needs, you can create a monetizable revenue stream that not only sustains over time, but also fosters a more valuable customer experience. Success in embedded finance depends on understanding your customers, selecting the right partners, ensuring regulatory compliance, investing in technology and marketing effectively.
Embedded finance, supported by Banking as a Service (BaaS), unlocks fresh digital avenues and promising corporate prospects. It enables a company to expand its presence into untapped or economically unviable markets and regions by incorporating financial services. It acts as a catalyst for attracting new clientele, particularly those engaged in recurring transactions and subscription-oriented models. The ability to provide customized financial services derived from customer information enriches engagements, fostering data-informed and progressively enhanced customer interactions. Each interaction with a customer presents a chance for a company to gain insights, fine-tune and enhance its offerings by leveraging the potential of such data. In this regard, embedded finance eliminates the uncertainty from business decision-making.
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As businesses continue to evolve, those that adapt and offer integrated financial services are likely to see substantial growth and secure their place in a competitive marketplace. Whether you're a startup or a well-established company, embedded finance can be a key driver of success in today's ever-changing business landscape. The revolution in traditional banking driven by digital transformation has altered the way individuals invest, borrow and make payments for nearly every aspect of life. Embedded finance stands as a crucial component of this upheaval, playing a central role in reimagining customer interactions. Given the transformative nature of this technology, what's the optimal strategy for capitalizing on its benefits? As companies prioritize embedded finance in their growth strategies, partnerships become essential. Choosing compatible collaborators with aligned technologies, capabilities and cultural ethos is crucial for addressing risks associated with regulatory compliance, cybersecurity, data privacy and user awareness. Throughout your embedded finance journey, one thing will remain constant: knowledge, strategy and resilience will be the keys to unlocking the full potential of embedded finance.
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According to our research, India is far ahead in terms of familiarity and usage – 88% of Indian consumers said they are familiar with GenAI, and 79% have experience using GenAI. Why? India has a dynamic tech ecosystem, and GenAI is not merely a buzzword; major banks are using it to develop responsive and intuitive user experiences.
WHO IS USING GenAI TODAY?
Of the countries we surveyed, Singapore is most similar to India, with 64% of Singaporeans saying they have experience using GenAI. Consumers in Australia, the U.K. and the U.S. are less likely to have used GenAI.
THE POTENTIAL OF GenAI IS HUGE. WHAT'S STANDING IN THE WAY FOR FINANCIAL SERVICES?
AI is becoming ubiquitous in people’s lives, especially with the introduction of GenAI tools such as ChatGPT. GenAI offers many opportunities for both companies and consumers, from content creation to personalized recommendations. Our research, Trust in Generative AI, finds that despite the transformative potential, consumers’ understanding and trust of GenAI is mixed – and that’s preventing GenAI from maximizing its potential. This confusion is no surprise, given recent headlines and a lack of regulatory clarity. But if financial services firms can cut through the noise, they may find that consumers are more receptive than they think.
DO YOU HAVE EXPERIENCE USING GenAI?
Rob Hudson, SVP, Group Executive and Head of International Banking & Payments, FIS
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Not surprisingly, consumers from the U.S., U.K. and Australia are also more likely to be very uncomfortable with their banks using GenAI – while only 3% of Indians and 5% of Singaporeans say the same. However, there is some hope for GenAI proponents: 41% of respondents in all five countries say they are at least somewhat comfortable with their banks using GenAI.
COMFORT WITH GenAI IN BANKING
But resistance to GenAI goes beyond trust. Consumers also don’t see a need for it, plus they’re worried about data privacy.
What’s blocking greater adoption?
WHY SAY NO TO GenAI
In the case of GenAI, familiarity may breed trust. Indian and Singaporean consumers – who are more likely to have experience with GenAI – also have more trust in it. Only 3% in India and 8% in Singapore do not trust GenAI at all, versus 33% in Australia and 30% in the U.K. and U.S.
WOULD YOU BANK USING GenAI?
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The flipside of that interest in GenAI is the fact that the majority of consumers in Australia, the U.K. and the U.S. aren’t interested in GenAI-powered financial applications. Will that change in the future? We asked respondents if they would be more comfortable using GenAI in five years’ time. Indian and Singaporean consumers remain more enthusiastic, with 80% and 58%, respectively, saying they would be more comfortable. Australia, the U.K. and the U.S. continue to lag, with just 48% of those consumers agreeing that they would be more comfortable. There are some promising signs though. 65% of consumers would stick with their primary bank even if they were using GenAI – and another 12% said they’d be more likely to continue using them. So, despite the hesitancy among many consumers, our research should reassure providers that they can continue to adopt GenAI without weakening customer relationships. Regulatory clarity is another key piece to the puzzle, and that seems to be on the horizon (even if it’s a far horizon). The EU was among the first to take action, but U.S. legislators and the Indian government are among those also considering rules. And although governments are taking different approaches, everyone will welcome greater certainty and oversight when it comes to GenAI.
Closing the trust gap
Over 40% of respondents in the U.S., U.K. and Australia are interested in exploring a GenAI-powered financial application, and an overwhelming 91% in India and 74% in Singapore say the same. Most often, consumers believe that using GenAI would save them time, though Indian consumers say they also simply like using new technology. Of course, many financial services providers are already using GenAI. From deeper insights into customer behavior, preferences and risk profiles to more effective marketing campaigns and more insightful research reports, GenAI offers intriguing opportunities for businesses. News organizations have reported on JPMorgan’s plans to develop a ChatGPT-like AI service that gives investment advice, while Bloomberg has announced BloombergGPT, a new large-scale GenAI model. The opportunities for consumers go well beyond that, with the chance to boost financial literacy, tailor services to individuals and improve portfolio performance. But key consumer concerns need to be addressed before the industry can deliver the full value of GenAI.
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In the meantime, providers and the industry as a whole can start addressing consumers’ concerns. 1. Adopt strong data governance and be transparent with consumers 30% of consumers say they don’t use GenAI because of data privacy concerns. Indeed, research from the Data Protection Excellence Centre found that many GenAI desktop applications have fallen short of GDPR and AI transparency standards. Firms must find ways to credibly reassure consumers that they will be protected, including providing details on their governance frameworks, incorporating human oversight and supporting relevant regulations. 2. Educate consumers about how – and why – to use GenAI Many consumers simply don’t see the need for GenAI or a reason to use it. But this technology offers tremendous benefits to consumers, from recommendations on how to improve their spending habits to making customer service interactions faster and more effective. The industry has a role to explain the value of GenAI to consumers. With this two-pronged approach, financial services firms will be well-positioned to capitalize on the potential of GenAI while building greater trust with their customers and consumers at large.
The road ahead
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Leadership teams should exemplify the behaviors they want the organization to embrace. If leaders cling to legacy models and legacy thinking, others will follow suit. Leaders must be willing to listen, learn and experiment with new ideas and technologies. They need to encourage knowledge sharing and collaboration across silos.
2. Model the agility and openness you want the organization to adopt
There are several core ideas that provide the foundation for transformational leadership and culture that can help future-proof financial institutions and other organizations.
Leaders must paint a clear picture of the desired future state and explain why change is critical. This vision motivates people by defining the transformational purpose. Leaders need to align executives, managers and staff around this vision.
1. Articulate a bold vision for change and align stakeholders
Jim Marous, Top 5 Retail Banking Influencer
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Leading transformation gives leaders a chance to reassess the organization's raison d'être. They need to redefine the markets, segments and needs the bank will serve going forward based on changing consumer behaviors and market dynamics.
6. Reevaluate core mission and purpose
Traditional hierarchical structures won't cut it. Leaders need to push authority and accountability to cross-functional squads closest to operations. These teams must be trained and incentivized to move fast – ideate, build, test and iterate based on customer feedback. Rapid experimentation and implementation of new ideas is vital.
3. Build collaborative, empowered teams focused on rapid execution
Transformation necessitates uncertainty and setbacks. Leaders should foster a fail-fast culture where smart experiments are encouraged even if unsuccessful. This builds organizational resilience to keep pressing forward. Leaders must normalize intelligent risk-taking and pivot quickly based on lessons learned.
4. Celebrate experimentation and intelligent risk-taking
Financial institutions, for example, should transition from monolithic projects to agile processes of constant incremental enhancements made smarter by live user data. The mindset should be on releasing and refining digital solutions quickly versus holding out for the perfect end product.
5. Focus on continuous, incremental improvements
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As job requirements rapidly evolve, leaders must invest in capabilities development through online courses, workshops and stretch assignments. This empowers people to transition to new roles needed in the future.
7. Provide opportunities to reskill and upskill employees
On the flip side, leaders must also confront negative behaviors that are misaligned with desired cultural values. Issues need to be addressed through supportive coaching and clear expectations. But consequences for those unwilling to change may be warranted.
9. Address toxic behaviors
The world has changed dramatically. Companies need leaders who can steer their organizations through continuous disruption, not by rigidly clinging to the past, but by cultivating nimble cultures focused on progress, innovation and purposeful transformation.
Leaders need to study the positive teaming behaviors and cultural norms that organically emerged during the pandemic and economic crisis, such as flexibility or solidarity, and formalize mechanisms to sustain those attitudes.
8. Codify positive cultural changes that emerged during disruption
The intense demands of transformation take a toll on people. Leaders need to promote work-life balance, health and personal growth. Flexible work models can also boost engagement and productivity. Investing holistically in employees will yield dividends for the organization.
10. Embrace new workplace models.
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Climate, real wage growth trends, cost of living increases being experienced around the world, and the impact of AI on our societies are materially changing how we think about the way markets might evolve over the next two decades. In countries like the U.S., the U.K. and Australia, real wage growth has remained elusive. From an evidentiary perspective, average real wages have grown in the U.S. by only 0.7% over last 50 years, beginning in 1973. There’s a bigger issue at play here though, one of broader consensus on economic growth and the role it should play at a local level. Across the board, workers have made massive productivity gains, but their pay just hasn’t kept up. This phenomenon is known in economic terms as the “productivity wage gap.” The value in more productive economies tends to go to a handful of white-collar workers and shareholders, who continue to demand constant growth, but who don’t work to ensure better wealth distribution. For this reason, there is an emerging school of thought today that GDP growth as we have classically sought may not be the best measure for broader social impact.
Brett King, Author and Podcast/Radio Show Host
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1. See Board of Governors of the Federal Reserve System, “Corporate Profits in the aftermath of COVID-19,” Bernadine Palazzo, Sept. 8, 2023
An alternative to this model is economic degrowth. The broad drivers of this emerging theory are that instead of valuing GDP growth over human well-being and environmental integrity, we should instead cut down on commercialism and consumption, and work to prioritize equitable distribution of resources without killing the planet and marginalizing the majority of workers. To combat climate change, we are increasingly going to find that the “free market” simply doesn’t have the levers to address the issue of mitigation and broader global response. There’s a strong moral argument to be made that if we didn’t have capitalism driving the consumption of fossil fuels, we may have avoided climate change altogether, or that if “growth” wasn’t a factor, we may have switched to greener, more sustainable energy systems much faster than we are doing today. Why? Because the hydrocarbon economy continues to generate massive returns at a market level.
Then there are broader equality issues. Why is it that we are facing a global cost of living crisis today when corporations recorded record profits in the years immediately following the COVID-19 pandemic? Some argue that the measure of a successful economy should not be GDP growth, but this: can the economy provide the basic needs of its citizens in an increasingly effective manner, reducing poverty and improving access to healthcare, education, housing, food and clothing? If those measures are becoming more and more elusive due to CPI increases, then the basic economy is not working for citizens, and is successful only for a very small percentage of high-level market participants.
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Since the birth of the stock market, we really haven’t demanded that corporations do good for the community. Policymakers would argue that it is built into our laws and ethical guiderails, but with examples like Enron, FTX, ExxonMobil, Monsanto, FIFA and others, there is plenty of evidence to suggest that it is not enough for corporations to be simply lawful. As companies are evaluated by the community, their commitment to sustainable resource utilization, carbon neutral energy production and social mission – whether they contribute to the broader social good – are likely to become much more important metrics than share prices and bottom-line growth. As Millennials and Gen Z start taking more active roles in our politics, policy settings and governance overall, we can expect that they will ask more of our markets and corporations. The world of 2030 may be the first in hundreds of years to demand that our corporations first and foremost work for the community at large, and not just for the “market.”
Saddled with massive inequality, emerging issues around techno-unemployment due to adoption of AI and automation technologies, and the massive impact of climate change brought on by global warming, there is evidence that Millennials will seek major philosophical changes when it comes to government policy and economics. This means that being a corporation that is profitable and providing shareholder value may no longer be enough to have broader support for your brand at a community level. In fact, it may be that corporations focused purely on growth without a broader social mission may face vilification, extremely negative sentiment and brand image issues. Corporations are likely going to have to shift to much more sustainable optics in a world affected by climate change, at a minimum. This can already be seen in the strategies playing out for the 2030s in respect to longer-term strategic brand positions. Take Apple as an example. Already carbon neutral across its global operations since 2020, Apple has committed to reducing emissions by 75 percent by the year 2030. This means that by 2030 every Apple product sold should have net zero carbon impact.
A generational shift in sustainable economies
2. Apple.com press release, “Apple commits to be 100 percent carbon neutral for its supply chain and products by 2030”
©2024 FIS FIS and the FIS logo are trademarks or registered trademarks of FIS or its subsidiaries in the U.S. and/or other countries. Other parties’ marks are the property of their respective owners. 2810472
FIS is a leading provider of technology solutions for financial institutions and businesses of all sizes and across any industry globally. We enable the movement of commerce by unlocking the financial technology that powers the world’s economy. Our employees are dedicated to advancing the way the world pays, banks and invests through our trusted innovation, absolute performance and flexible architecture. We help our clients use technology in innovative ways to solve business-critical challenges and deliver superior experiences for their customers. Headquartered in Jacksonville, Florida, FIS ranks #241 on the 2021 Fortune 500 and is a member of Standard & Poor’s 500® Index.
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Contributors Laura Marlow: Editor/Senior Director, Marketing, Fintech Vertical Melanie Milazzo: Editor Jennifer Lim: Digital Editor/Vertical GTM Marketing, Technology Samara Zwanger: Content Editor Patrick Millard: Content Editor Annie Williams: Senior Graphic Artist Stefanie Siegfried: Graphic Artist II Madison Bogard: Project Manager Raheel Zahedi: Multimedia Editor Keith Fraley: SEO Manager Laura Osburnsen: Publisher/VP Marketing Contributing Authors Firdaus Bhathena: Chief Technology Officer, FIS Azriel Chelst: Head of FIS Ventures Rob Hudson: SVP, Group Executive and Head of International Banking & Payments, FIS Brett King: Author and podcast/radio show host Mickey Lynch: Vice President – Platform Business Development, FIS Jim Marous: Top 5 Retail Banking Influencer Barbara Negron: Senior Director GTM, Embedded Finance, Banking as a Service, FIS
Fintech Innovator Magazine
