HSBC on Tuesday announced Zing, a transfer app that will launch in the coming days in the U.K., with a wider rollout coming later. Zing is designed for users who do not have an HSBC account, enabling it to use the same approach as fintechs that are building “super apps,” or using enrollment in payment accounts as a way to sell broader financial services.
The launch of Zing places HSBC in a market that banks have largely conceded to companies like Revolut and Wise. But as these nonbanks add more traditional banking and payment services, large banks are more inclined to compete with them — both to defend their existing businesses and to find new audiences.
“Cross-border is going to be a major battleground in payments in the next few years as economies strengthen and the globalization of commerce continues,” said Thad Peterson, a strategic advisor for Datos Insights. “HSBC’s solution is a ‘shot across the bow’ for players who want to compete for international transaction volume.”
Zing will be available on Apple’s App Store and the Google Play platform. Users will be able to store up to 10 currencies in digital wallets with locked-in rates to make payments in local currencies. Consumers can use more than 30 currencies to make international payments using a combination of local and Swift payments.
Zing is part of the global HSBC Group, but it is not a bank. It is licensed as an e-money institution by the Financial Conduct Authority. Zing funds are not deposits and as such are not insured by the Financial Services Compensation Scheme, the U.K.’s version of the Federal Deposit Insurance Corp. Anyone aged 18 or older can apply for the Zing card and app. HSBC already offers a fee-free multi-currency service to retail and wealth clients through its Global Markets product line, whereas Zing is meant to attract new users.
“A critical element is that Zing is open to non-HSBC customers, although they will obviously try to get you to sign up for their debit card,” said Aaron McPherson, principal at AFM Consulting. “It is a crowded space, but definitely room for another competitor. I just think the group of banks that could do something like this is fairly small; maybe Citi and a few others. Most would probably want to partner.”
The Zing launch follows several other moves at HSBC to expand its digital payments capabilities and to extend access to broader demographics. The bank recently invested $16 million in digital identity firm Yoti, which could help the bank streamline digital ID as a way to enroll new users and authenticate digital payments. HSBC also invested $10 million in Nova Credit, a firm that transfers credit bureau information between countries, making it easier for the bank to offer credit to immigrants.
HSBC did not provide an executive’s comment by deadline. In a release, James Allan, founder and CEO of Zing, said: “Now is the time for a new kind of international payments solution; one that combines cutting-edge innovation with the support of a global bank.”
International payments represent a huge and fast-growing market. Cross-border payments volume is expected to expand from $190 trillion in 2023 to $290 trillion in 2030, according to Statista.
There are a number of companies that offer cross-border payments. Wise has added partners with payment companies in different countries to make it easier for users to make payments in local currencies. Revolut, which has its roots as a mobile payment company, has added dozens of financial services over the past few years as it attempts to build a financial super app. Ripple has used the technology that supports the XRP token to offer cross-border payments for years, and recently rebranded its cross-border payments unit to address Ripple’s attempts to build international networks for digital cross-border payment processing.
There are also traditional transfer services such as Western Union and MoneyGram that are adding partnerships and expanding their use of automation to expand their international payment businesses.
It can be challenging for traditional banks to offer digital cross-border payments, according to analysts. FX and cross-border remittance have long been markets that banks have been willing to cede to others, but as companies like Wise and Revolut have attached more banking-style features, especially cards, it’s clear that banks are taking notice, said Aaron Press, research director for worldwide payment strategies at IDC Insights.
“Banks have a potential advantage if they can gain traction, which is far from guaranteed, as they won’t have to share revenue with partners, which should improve margins,” Press said.
Banks have struggled to match the FX pricing that the specialist startups offer, according to Gareth Lodge, a senior analyst for payments at Celent. “It’s not that they can’t, but more that they don’t necessarily want to,” he said.
There are several reasons for this. Banks may not have a risk appetite, fear the service may cannibalize their own higher margin transactions, or they may avoid the product because the smaller transaction size is not commercially attractive, Lodge said.
Getting into new lines of business can be a double-edged sword for banks, Press said. “There’s a risk that the different investment needs, revenue models and margin expectations will be at odds with the bank’s traditional metrics, which can cause challenges.”
Industry experts predict adoption of real-time payments as well as the increased use of FedNow and digital wallets in 2024 as consumer demand for instant payments continues to grow.
“We are now seeing a major shift in this direction for real-time payments and can expect to see this continue into 2024,” Zur Yahalom, senior vice president and head of financial services at digital transformation fintech Amdocs, told Bank Automation News.
Following are BAN articles regarding payments trends expected to continue this year:
Digital wallet transaction volume is expected to reach $16 trillion by 2028, according to research firm Juniper Research’s “Digital Wallets: Platform Analysis, Key Trends and Market Forecasts 2023-2028″ report.
As adoption grows, fintechs and traditional financial institutions are innovating within the digital wallet space.
“In today’s increasingly digital world, shoppers are expecting that everything they need is either integrated into their phone or their laptop for both speed and convenience, and digital wallet comes into play with that,” Margaret Ryan, vice president of digital payments and product user operations at American Express, told BAN.
The Clearing House added more than 200 institutions to its real-time payments network in 2023, and it plans to double down on its scaling efforts in 2024, Chief Client Officer Elena Whisler told BAN.
Institutions live on RTP include Citibank, Fifth Third, Navy Federal Credit Union, U.S. Bank and Wells Fargo, according to The Clearing House’s website.
The Federal Reserve is looking to its 20 certified service providers, including ACI Worldwide, CSI, Finastra and FIS, to drive adoption of FedNow, Mark Gould, chief payments officer for Federal Reserve Financial Services, said at Sibos 2023 in October.
FedNow had roughly 300 institutions — including Citizens Bank, JPMorgan Chase and Wells Fargo — live on the rail as of Dec. 13, according to the Federal Reserve’s website.
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Credit Acceptance Corp. went live Dec. 19 with real-time payments for its dealer base through a partnership with Citizens Financial Group. Dealers can receive payments six times per day, Monday through Saturday and on select holidays, Credit Acceptance (CAC) Chief Marketing and Product Officer Andrew Rostami told Auto Finance News, a sister publication to Bank Automation News. “This helps support […]
The digital wallets emerging to manage assorted types of crypto and decentralized finance concepts will need to clear high hurdles before they directly threaten banks.
terovesalainen/Adobe Stock
This is part three of American Banker’s four-part series on disruption in the payments industry. Read part one here. and part two here.
There’s a lot of innovation happening in digital wallets overseas, and U.S. banks may worry that these developments are happening too fast to catch up.
For example, a digital wallet called Zeal, which is launching in Europe, promises to securely hold diverse types of assets with free crypto transfers to bank accounts, while Asian digital wallets Alipay and WeChat offer ever-expanding shopping, commerce and banking activities all in one place.
Digital wallets are also predicted to play a key role for users navigating Web3, the emerging decentralized internet built on distributed ledgers controlled communally by participants.
There’s a lot at stake for banks. When mobile wallets first came to market, many stakeholders tried to take over the market. Banks fought toe-to-toe against retailers, wireless carriers and tech giants. Ultimately the victory went to Apple, Google and Samsung, which pre-load their respective “Pay” wallets on the handsets they sell.
But the rapid shift to digital payments during the COVID-19 pandemic opened a new front in this war, which is now moving away from the physical point of sale where the likes of Apple Pay and Google Pay dominate. In the digital realm, a single app can be a portal to a greater number of financial services.
“Identity wallets, crypto wallets and mobile payments for EV charging, parking and tolls all represent interesting use cases that could lead to potentially different wallets than what we see today,” said Zilvinas Bareisis, an analyst with Celent.
Most of these concepts aren’t likely to become widely used in the U.S. for at least a few more years, because of consumers’ entrenched habits and the relative utility of existing payments systems, said Sara Elinson, a partner in the financial services practice at Ernst & Young.
“The digital wallets we have here now are getting good traction for everyday payments, but it’s also not science fiction to say that we’re probably going to start seeing some new digital wallet capabilities in the U.S. in the next couple of years, and banks should be watching for opportunities to get involved,” she said.
Interest will likely build among subsets of consumers eager to consolidate more financial activities — from identity and transit to managing crypto and non-fungible tokens (NFTs) — in a bank-grade digital wallet, Elinson predicted. But development will require collaboration, which is often a stumbling block for U.S. banks.
“The problem we’ve faced with U.S. payments technology development in the past will likely be a problem in developing broader capabilities for digital wallets, which is territoriality. The tendency is for every bank and network to try to retain primacy, and make sure they control the funding mechanisms and try to have their own pay button,” Elinson said.
To stay relevant with next-generation currencies and digital wallets in development, banks may need to concede some turf to enable more capabilities while balancing risks and helping to shape regulations, experts say.
The rise of Web3 may present opportunities, with use cases ranging from gaming and the metaverse to decentralized finance likely to require Web3 wallets in the not-too-distant future, observers speculate.
Decentralized financial solutions and “DeFi wallets” like Zeal–along with exchanges and smart contracts–present the largest potential threat to the U.S. financial industry, but they face steep challenges, said David Grinberg, fintech director at TechMagic, a global software firm established in 2014 that has offices in London, Poland and Ukraine.
First, DeFi concepts operating in the U.S. would require anti-money-laundering and know-your-customer solutions, and so far no one has devised a DeFi solution to manage these requirements at scale, according to Grinberg.
“DeFi will also need some sort of clawback mechanism to assist victims of scams, which goes against the basic [irrevocable] mechanical notions of blockchains. If this isn’t solved, these products will never get past the early adopters and technical users,” he said.
There has been activity by Congress and the Office of the Comptroller of the Currency to regulate banks acting as custodians for cryptocurrencies and cryptographic keys, effectively acting as Web3 wallets themselves, said Aaron McPherson, a principal at AFM Consulting.
Another opportunity for banks may be in managing custody of crypto transactions and assets through digital wallets, he said.
Banks eyeing transactional digital wallet capabilities like those sketched by Zeal must design their roles with an eye on generating revenue and offsetting risk, McPherson said.
“There may be an opportunity to charge a small fee for real-time transfers to exchanges, from which a digital-assets wallet is funded, because that reduces the risk of a return, which in a Web3 context is problematic, due to the irreversible nature of Web3 transactions,” he said.
Web3 broadly represents significant opportunities for the financial services industry to provide secure methods for managing crypto, NFTs, central bank digital currencies and smart contracts, said Serena Chan, head of innovation for design and experience at Capco Canada, which advises many banks on future technologies.
“This emerging technology and its assets are disrupting the financial services industry because of the volume of decentralized finance exchanges,” she said, adding that banks increasingly will see fintechs and other startups working with Web3 technologies to develop more efficient and innovative financial services products.
With the simultaneous explosion of new ideas and opportunities around generative AI and beckoning new capabilities from digital wallets, banks can’t count on consumer complacency to automatically retain their roles in the financial ecosystem, said Hugh Tallents, a senior partner in the boutique corporate consulting firm cg42.
“The U.S. is way behind the rest of the world in next-generation digital wallet development and adoption, but there’s still time for banks here to look ahead and start to plan. They must think about capitalizing on the stickiness of their customer relationships and collaborate to meet consumers’ needs,” he said.
Financial institutions are looking to The Clearing House’s real-time payments network to grow deposits and offer instant gratification in their payments offerings. “It’s definitely been an interesting and accelerating year for the growth of the real-time payments (RTP) network,” Elena Whisler, chief client officer at The Clearing House, told Bank Automation News. The Clearing […]
BECU has rolled out same-day payments for its dealer partners as the credit union looks to increase funding speed as dealer cash flow remains squeezed amid elevated interest rates. The Tukwila, Wash.-based credit union has seen its funding time drop to five hours since rolling out same-day payments in July, down from 17 hours when it […]
The digital wallet is on its way to becoming the focus of financial well-being for consumers, and financial institutions can lead the charge with AI on their side. As it morphs into a financial tool beyond a vessel for transactions, the digital wallet is being shaped by the possibilities AI presents for predictive analytics, financial […]
Stephanie Schultz, vice president and head of partnerships at Amex Digital Labs at American Express, is focused on building out digital client experiences as part of her innovation and product development strategy heading into 2024.
Stephanie Schultz, vice president and head of partnerships at Amex Digital Labs at American Express
Throughout 2023, American Express prioritized technology spend, according to the card giant’s third-quarter earnings. Its expenses for the quarter increased 7% year over year to $11 billion, driven by higher technology and personnel-related costs.
As tech spend grew, American Express looked to increase product offerings in tune with client needs and new technological capabilities. For example, Amex explored uses for Web3, teamed up with Squareand enhanced digital payment offerings.
In an interview with Bank Automation News, Schultz discussed her development plans for 2024, the Digital Labs product strategy and her approach to leadership. What follows is an edited version of that conversation:
Bank Automation News: What is your focus for product development and strategy for the remainder of 2023?
Stephanie Schultz: As we move through 2023 and into 2024, I am focusing on finding ways to make American Express a more essential part of our customers’ digital lives. We’re dedicated to creating seamless digital payment solutions, elevating membership experiences and actively addressing the emerging needs of our customers.
In today’s dynamic digital landscape, technology is advancing rapidly, and customer expectations continue to evolve. We adopt an ‘outside-in’ approach to guide our strategy and use new technology that solves meaningful problems for our customers to make their lives easier, not harder.
My team specializes in developing innovative products and enhancing membership experiences through strategic collaborations with leading tech companies and startups. Our efforts are concentrated across six critical focus areas including digital payments, e-commerce, future of membership, artificial intelligence, Web3 and other emerging tech.
BAN: What is the AmEx Digital Labs product roadmap journey?
SS: At Amex Digital Labs, our approach to new product development revolves around an inclusive and open forum designed to foster innovation and bring impactful ideas to life. We’ve established a platform where anyone on the team, regardless of their position, can pitch an idea “Shark Tank”-style to our leadership team.
This democratized approach to idea generation has led to more high-quality innovation. We are constantly bringing new products to market, and this open forum acts as a tool to help team members iterate and improve on their ideas and obtain the necessary resources for progression — from a viable business idea to a proof-of-concept, and eventually to a pilot phase, whether that’s with customers or internally across our Amex teams.
Throughout this process, our card members’ needs remain at the center of our learning agenda. We meticulously assess at each stage, evaluating for product market fit and scalability to determine which pilots can evolve into full-fledged product launches.
BAN: How do you determine what fintechs are the right fit for partnerships?
SS: Our team partners with a wide range of companies from fintechs to big tech companies. When considering partnership opportunities, we try to identify distinct offerings that can complement or augment Amex’s existing capabilities within our strategic focus areas.
Equally important is the alignment of core values and priorities. At Amex, our unwavering focus is around our customers. We prioritize partners who share our commitment to creating customer-centric products and are dedicated to delivering exceptional customer experiences consistently.
By fostering partnerships that align not only in technological innovation but also in shared values and customer-centric approaches, we aim to create mutually beneficial collaborations that elevate the experiences of our card members.
BAN: What emerging technologies do you have your eye on?
SS: There are several emerging technologies I am keeping an eye on right now, but one that has particularly captured my attention is Web3.We’ve been actively exploring this space, notable during this year’s U.S. Open Tennis tournament, where we introduced our latest Member Collectibles experience.
This experience allowed attendees to collect a total of three free, digital collectibles designed by illustrator Vero Escalante and issued in collaboration with POAP. This marked the first time card members were able to connect their NFT wallet of choice to their Amex account. This linkage enabled card members to unlock exclusive discounts with event sponsor La Roche-Posay, as well as transit and rideshare offers.
Our journey with on-site digital collectibles started at Austin City Limits (Music Festival) in 2022 with collectibles designed by a local artist, Zuzu. We also had anNBA 2K activation in December 2022 which let fans and card members unlock the video game’s digital currency. Additionally, at the U.S. Open golf tournament this past June, we let fans use their digital collectibles to access a website selling custom merchandise from a Metalwood x Hypebeast collaboration.
As we delve deeper into the realm of digital collectibles, we are excited about the potential of Web3 technology to evolve our loyalty and membership experiences.
BAN: How would you describe your leadership style?
SS: Throughout my career journey, I’ve aimed to lead authentically, emphasizing the human aspects that can sometimes get overlooked in a corporate environment. Being genuine and approachable has been fundamental in how I lead. I prioritize creating an environment where each team member feels comfortable coming to me with any challenge, ensuring they know they have my support, no matter what.
Authentic leadership, to me, also means being adaptable. Rather than imposing my personal leadership style, I invest time in understanding each team member’s unique working style and how best to support them. This deep understanding has allowed me to tailor my guidance and coaching. I have figured out what they each need to be successful and how to motivate them individually. This personalized approach has also fostered a tight-knit culture amongst the Labs team, which has been instrumental in enhancing collaboration and driving better outcomes.
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Citi Treasury and Trade Solutions invested in payments fintech Icon Solutions last week to modernize its core payments capabilities and expand its payments offerings. Citi TTS, the global banking arm of the $1.6 trillion Citibank, plans to use Icon Solutions’ technology to modernize its core payments capabilities globally, including Automated Clearing House payments, wires and […]
Financial institutions are looking to grow deposits and increase customer loyalty as business clients look to diversify deposits and manage liquidity.
Bottomline Technologies’ Chief Revenue Officer for North America Kevin Pettet told Bank Automation News on this episode of “The Buzz” podcast that three technologies will help banks grow their client bases and improve their business client experiences.
Bottomline Technologies is an e-payment and document automation solutions provider based in Portsmouth, New Hampshire. The tech provider was founded in 1989 and has more than 500,000 members on its digital business-to-business payments network. Bottomline is used by U.S. Bank and UMB.
These “must have” technologies are:
1. Payment monetization: Banks should look to payment monetization to help business customers identify new revenue streams.
2. Cash visibility: Multibank relationships continued to expand this year, especially as businesses looked to diversify assets following the collapse of Silicon Valley Bank and banks must offer cash visibility tools to simplify the lives of client chief financial officers.
Banks should ask, “How do you make the CFO’s job easier?” and “How do you help the CFO see a holistic cash position across all of their banking accounts?”
3. Real-time payments: Everything in today’s environment revolves around liquidity so innovation around payments, specifically real-time payments, is critical.
Listen as Bottomline Technologies’ Pettet discusses the “must-have” technologies banks need to support business clients.
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The following is a transcript generated by AI technology that has been lightly edited but still contains errors.
Whitney McDonald 0:02 Hello and welcome to the buzz of bank automation news podcast. My name is Whitney McDonald and I’m the editor of bank automation News Today is December 12 2023. Joining me is Kevin Pettet. He is the chief revenue officer of North American banking and financial services for bottomline technologies he is here to discuss must have technologies that banks must implement in order to remain competitive gain business clients and grow deposits.
Kevin Pettet 0:27 So Hi, I’m Kevin pettetI’m bottom lines Chief Revenue Officer for North American banking. I’ve been with bottom line for 15 years after several senior management roles in both FinTech and healthcare IT my experiences includes strategic account management, acquisition, integration, globalization, large scale delivery and program management, enterprise SAS business model transformation and Six Sigma process improvement. Bottom line itself is a business payments company focused on transforming the way businesses pay and get paid. At bottom line, we are focused on driving transformation in business payments, similar to what you’ve seen in consumer payments and what consumer payments have realized, trying to make payments, more efficient, intuitive and drive automated payment transactions. Today, we process over 6 trillion and payments volume annually across our digital banking and business payments, network offerings, and we serve over 50, the top 100 North American banks and well over 100,000 businesses.
Whitney McDonald 1:28 Great. Well, thank you so much for joining us on The Buzz it’s great to have you excited to get into today’s conversation. So with that, we can kind of look back and round out 2023 Here. As we look back on the year, we can’t help but reflect on the banks failure. The bank failures earlier this year in March, really caused a shift in certain banking strategies that we kind of saw throughout the year, even up until now, let’s kind of start off by talking through how those collapses in March did have banks in their clients switching up strategies throughout the rest of the year. businesses
Kevin Pettet 2:02 of all sizes are increasing the number of banking relationships that they have multi bank relationships had been the norm for quite some time for commercial and corporate customers. And it’s still expanding across those groups. But it’s actually becoming the norm for small to mid sized businesses. We are seeing this trend accelerate given the recent industry instability and the bank failures that occurred that you referenced just a few minutes ago, I wrote a recent article and in the article that I wrote, I quoted a Deloitte Report and the Deloitte report stated that 33% of companies with a billion or more in annual revenues have banking relationships with 10 or more financial institutions. What we’re beginning to see a small to mid sized businesses are following suit to reduce risk and minimize operational disruptions that could occur during periods of bank instability. When you’re looking at it from a bank’s perspective, ultimately, the bank who can provide better cash visibility to their customers across their business customers, multi bank relationships will be well positioned to win the largest share of wallet. This is because the bank who owns a primary operating account with the business is the bank that the business will consolidate the majority of their services with creating the greatest revenue opportunity for the bank. And that’s really where we’re seeing a change in strategies. We’re seeing the banks themselves trying to provide better cash visibility, recognizing that it’s going to be across multiple relationships. And we’re seeing businesses expanding the number of relationships they have.
Whitney McDonald 3:32 Yes, multi bank relationships, and the diversifying of accounts is definitely something that we’ve been following along throughout the year, following those bank collapses. So how has this desire for multibank relationships really pushed banks to drive customer value prioritize relationships with those business clients? We saw that shifts and we saw that change in loyalty as well. So how do banks really step up here?
Kevin Pettet 3:58 You know, as I just shared, the bank who owns the primary operating account is the bank, the business will consolidate the majority of their services with and hence will be the bank who gets the largest share of the respective business customers wallet. As businesses look to de risk and expand banking relationships, they are in parallel, creating more competition for the banks to seek and retain and grow wallet share. So the businesses are focused on de risking, but they’re creating more competition for the banks themselves. So as a result, the banks must find new and differentiated ways to drive customer value. Given the trends we’re seeing in the market, driven by this instability in the higher interest rate, we see two key strategies that come to mind. And here a bottom line. We’re actually focused very much on both of them. The first is payment monetization. And what I’m talking about here is identifying a means and similar to a card interchange model where you can create new revenue streams for payments and businesses are already making. The objective here is to create a new shareable revenue stream without expecting or changing the payment activities that your business customers are already performing. And doing so the bank can then retain some of the revenue from this monetization while also sharing a portion with their business customers who are making the payments. Effectively, if you think about this, businesses are now getting paid to make payments, which encourages the business to do more payments through their bank partner and strengthens the overall relationship. Secondly, and I referenced it just a few minutes ago, caching is ability. Although multi bank relationships reduce the risk for the business, they actually create if you think about it a headache for the finance team. So we have to reconcile cash positions across multiple banking relationships. The bank who can provide a holistic view of a business of a business customers cash position across all banking relationships coupled with meaningful forecasting tools makes the business CFOs and finance teams job much easier, and becomes well positioned to own the primary operating account relationship.
Whitney McDonald 6:07 Now with those two examples that you just gave, and the investment that we’re seeing across the board with banks investing in technology, where does the technology fit into this? How can AI obviously, we can’t ignore AI right now, we can’t ignore data right now. How can this play a role? does technology play a role in financial institutions winning those new business clients, retaining those clients, as you had mentioned, that that competition is more fierce than ever, businesses
Kevin Pettet 6:35 are becoming more technically savvy, and they’re expecting more from their banks, and specifically from their relationship managers who support them. To be successful relationship managers must bring more than just a blend of technical and social skills. The business customers expect banks to understand their business and to be able to provide meaningful insights and predictive analytics to help the business compete and win as a foundation for building and growing relationships. If you think about it, predictive offerings around stuff like fraud prevention, customer retention, next product and buy are all becoming increasingly more important in the businesses as they compete digitally. Ultimately, a bank’s relationship manager needs to come up with solutions that solve real business problems to be successful in today’s market. Business banks need to focus on building these offerings and training and equipping the relationship managers to be digitally successful.
Whitney McDonald 7:31 Now, when it comes to this technology, you know that you gave a few examples there. Where can FinTech partners come in and support this effort, especially on the customer experience side? How can you really improve your bank’s offerings with these FinTech partners? And what should banks really be on the lookout for when selecting partners?
Kevin Pettet 7:51 I believe that partner with fintechs represents a real means of differentiation for banks. And banks should be looking for FinTech partners who can accelerate the bank’s ability to create new offerings with compelling value propositions and unique customer experiences. API’s, FinTech ecosystems around bank offerings, and embedded banking are key to delivering and accelerating this trend. That concern, if you think about it a few years ago was at fintechs with disintermediate the banks and they take the high value services away from the bank, leaving the bank to provide the commodity payment rails. Most most banks have moved away from this concern over the last several years and instead of learning to partner with fintechs, the strategy will continue and the ability to partner will be a source of strength for the best banks.
Whitney McDonald 8:42 Now, when it comes to which technology are the must haves, as banks kind of prep for 2024, they reevaluate their strategies they’ve been like I had mentioned before quarter over quarter tech investment continues to rise pretty much across the board. What are those must haves that business clients are asking for banks? What are those? I know that you mentioned fraud? I know that you mentioned on the customer experience side? What technology do the banks have to have in order to remain competitive within this within this market when deposits and just maintain those deposits that that they’re that they already do have?
Kevin Pettet 9:23 So I think there’s a I think there’s quite a few things here. I think first and foremost, payment monetization, which I covered earlier, is really all about helping banks identify new revenue streams, that they can then share with their business customers and strengthen their relationship. And secondly, all about cash visibility, given the multi bank relationships and the expansion of multi bank relationships. How do you make the CFOs job at a business easier? How do you help the CFO be able to see a holistic cash position across all of their banking accounts? So Those are two key areas we’ve highlighted. I think a third is really all around innovating around the payment, and specifically around real time payments. And I believe real time payments as you move into 2024 is going to find its way into being a holistic payment strategy for banks. If you think about the current interest rate environment, everything today is about liquidity. And it’s important to understand when you’re thinking about real time payments, that speed on its own does not make the value proposition for real time payments. Instead, it’s that real time payments, allow a business to wait until the absolute last possible minute and then still make a payment on time. You don’t make it faster, because you want to make a payment 10 days earlier, you make a faster payment, because you want to pay it on the last possible day and use that as a liquidity tool in managing your business. So ultimately, real time payments are not a strategy in and of themselves, but instead part of a comprehensive liquidity management capability that businesses can leverage and hence critical capability for banks to provide. And with the Clearinghouse it’s already here, fed now coming on board, you’re going to see a much stronger adoption, real time payments. It’s a capability that as a bank you need to be able to provide. That’s I think, as we close it’s important for banks to recognize that payments are not a commodity, but instead an area of focus for innovation and proof monetization. payments have often been looked at in commercial banking as a commodity as banks have focused on creating unique user experiences by owning the user interface. Whereas innovation around the payment has been a key strategy in consumer banking for quite some time with the rise of digital wallets and Person to Person payments as two relevant examples. And you actually spoke about them earlier on in the call. What we said at the bottom line for quite some time as an innovation starts on the consumer side and overtime migrates to the commercial side, which still holds true but we expect this migration to accelerate given the current market conditions. Higher interest rates are decreasing commercial loan demands of banks need to find ultimate means of revenue. And we believe that innovation around the payment is really the key or that to drive that incremental revenue will help fill the gap from decrease lending and drive incremental revenues for the bank.
Whitney McDonald 12:16 You’ve been listening to the buzz, a bank automation news podcast, please follow us on LinkedIn. And as a reminder, you can rate this podcast on your platform of choice. Thank you for your time and be sure to visit us at Bank automation news.com For more automation news
Electricity rates in the U.S. soared to all-time highs in September, with Americans facing the sting of higher energy bills.
The Bureau of Labor Statistics reported a spike to $0.171 per kilowatt-hour in September, presenting a harsh reality against the backdrop of a seemingly robust economy. While costs moderated to $0.169 per kilowatt-hour in October, industry experts point to a web of causes including geopolitical tensions, global pandemics, and green energy transitions which indicate that the days of stable, low-cost electricity might be fading and a new reality may be emerging.
As households gear up for winter, there’s cautious optimism for a slight respite in electricity costs. A recent downtick in natural gas prices—a key determinant of electricity rates—hints at a potential but modest decrease in upcoming electric bills.
Newsweek’sprevious analysis of Energy Information Administration (EIA) data indicates that while a 2 percent reduction in residential electricity rates is projected, stemming from a 14 percent year-over-year drop in wholesale natural gas prices, consumers should still brace for relatively high energy expenses.
That’s because the complexity of the energy market means that lower fuel costs don’t always equate to lower electricity rates for consumers, according to experts. Deloitte’s 2024 power and utility industry outlook analysis paints a picture of an industry grappling with the costs of modernizing the grid and transitioning to green energy, pointing to a 1.9 percent overall increase in retail electricity prices by the end of the year.
The Federal Reserve’s warning of a ‘higher for longer’ interest rate environment aimed at curbing inflation resonates within the energy sector. Capital expenditures have surged to a record-breaking nearly $171 billion in 2023 for the most significant electric and gas utilities, according to Deloitte, indicating a trend that may not reverse soon.
As interest rates climb, the cost of borrowing increases, which can ripple through the economy, affecting utilities and, by extension, electricity rates.
These higher borrowing costs come at a time when utilities are investing heavily to modernize and transition towards more sustainable energy sources, meaning a return to prices that electricity enjoyed over the 2010s may not happen anytime soon because “much of the increase over time is due to inflation and has often lagged inflation,” Jim Thomson, U.S. Power, Utilities & Renewables leader at Deloitte Consulting, explained to Newsweek.
That lag indicates that while consumers may be feeling the immediate sting of higher prices, the energy sector and the utility companies that monetize it might be contending with the rising costs for a longer period. Thomson said that in the short term, “utilities will likely continue to face high costs as they modernize and decarbonize the electric grid.”
Why Did Costs Increase in the First Place?
The decade-long stability of electricity prices that consumers enjoyed for years was upended in 2022 when a confluence of factors caused the price spike. A surge in natural gas prices, fueled by lower production and amplified by geopolitical tensions stemming from the Russian invasion of Ukraine, played a key role, Thomson told Newsweek. Additionally, Thomson said the energy sector was not insulated from the pandemic’s inflationary effects and supply chain disruptions, which drove up costs.
Will I Have High Electric Bills Forever?
There is light at the end of the tunnel. “Some of these factors are subsiding,” Thomson explained, “and since regulated utilities are required to pass cost decreases through to customers as well as cost increases, some customers could see lower bills in the coming year.”
The U.S. Power Utilities & Renewables leader told Newsweek that as the industry increasingly turns to renewable sources like wind and solar, which are not fuel-reliant, the potential for moderating costs emerges. “Over time, as the share of electricity generated by renewables such as wind and solar continues to grow, it could tend to moderate costs since those energy sources do not use fuel, and those savings would be passed on to customers,” he noted.
He remains optimistic about the long-term impact of renewable energy, adding, “As the energy transition progresses, households that electrify their energy use by replacing fossil-fueled cars, heating systems, and other appliances with EVs, heat pumps and electric appliances could potentially see as much as a 40 percent decrease in household energy bills by 2045.”
A young lady sits at her kitchen table at home checking over the household bills. Experts say that high energy costs may be the new norm as the industry grapples with the costs of modernizing the grid. In Pictures Ltd./Corbis via Getty Images
Uncommon Knowledge
Newsweek is committed to challenging conventional wisdom and finding connections in the search for common ground.
Newsweek is committed to challenging conventional wisdom and finding connections in the search for common ground.
BRUSSELS — Eva Kaili and Francesco Giorgi had left nothing to chance.
The duo that would later become the most famous — many would say infamous — couple in the European Union capital had been gearing up for this moment for years.
As Qatar prepared to host the 2022 FIFA World Cup, they were among the Gulf state’s fiercest advocates in Brussels, defending its record on human rights and fending off criticism of its treatment of migrant workers.
And now, less than a week before the high-profile soccer tournament was to kick off, it was all coming to a head. At a crucial hearing in the European Parliament, Qatar’s Labor Minister Ali bin Samikh Al Marri — aka “the Doctor” — would come in person to plead his case before the chamber’s human rights committee.
In the preceding days, Kaili, a Greek lawmaker who was then a vice president of the European Parliament, had ramped up her efforts. According to public records, interviews and a cache of investigative files seen by POLITICO, she had flown back and forth to Doha and spent hours pleading and cajoling fellow lawmakers to give Qatar a clean bill of health on human rights.
At several points, she turned to her partner, Giorgi, for advice. “Who else should I talk to?” she texted him on November 14, according to transcriptions of her WhatsApp messages included in the police investigation files.
While Kaili worked the phones, Giorgi, an Italian parliamentary assistant, had been putting the finishing touches to the Qatari minister’s speech. In police surveillance photographs taken three days before the hearing, he can be seen poring over the text with his longtime boss, Pier Antonio Panzeri — a former EU lawmaker who Belgian prosecutors would later describe as the mastermind of a sweeping cash-for-influence operation known as “Qatargate.”
Per their usual working method, the Italian-speaking Panzeri wrote the speech in his native language and then passed it on to Giorgi for translation. With one day to go, Giorgi and Kaili huddled with Al Marri in his suite at the 5-star Steigenberger Wiltcher’s hotel, according to hotel video recordings obtained by the police.
Finally, it was the big day. As the minister took to the stage on November 14, 2022, Kaili nervously texted her partner again to ask if she should show up in person.
“Don’t come,” Giorgi replied via WhatsApp. “I’m afraid you will be exposed. To enter with the baby, everyone will notice u.”
She replied: “I don’t want to be exposed.”
So she stayed with the couple’s child, while the rest of the key suspects in what would become the Qatargate scandal crowded into the auditorium where Al Marri — the man police would later describe as the leader in his country’s efforts to corrupt the European Parliament — was taking to the stage.
At a hearing, Ali bin Samikh Al Marri laid out the case for Qatar’s labor reforms and why his country deserved the world’s respect despite reports alleging abuse of migrant laborers | Pierre Albouy/EFE via EPA
If everything went well and Al Marri came out satisfied with their efforts over many months of lobbying, the Italian former lawmaker stood to make good on a long-standing business relationship he and Giorgi would later tell police was worth more than €4 million.
And if it failed? Nobody wanted to know.
As Al Marri spoke, laying out the case for Qatar’s labor reforms and why his country deserved the world’s respect despite reports alleging abuse of migrant laborers, Kaili and her partner of five years WhatsApped back and forth, as one might do while watching a major sporting event from two different locations.
“So Arabic and speaks without reading,” Giorgi texted.
A few minutes later, Kaili commented: “He’s losing it a bit.”
As other lawmakers took to the floor following Al Marri’s speech, she bristled at criticism of Qatar.
“Who is this fat,” she texted her partner, referring to one lawmaker, adding an adjective which to her was an insult: “Communist.”
As Al Marri wrapped up, the Greek lawmaker asked: “Why he didn’t follow the speech.”
Finally, it was over.
Giorgi texted Kaili: “Ela, we did everything we could.”
For the watch party, a major milestone had been crossed. A senior Qatari representative had been given a chance to address criticism in what could have been a fiercely critical environment.
So far, so good. Except what they didn’t know was that Giorgi and Panzeri had been under surveillance by Belgian secret services for months, suspected of taking part in a sweeping cash-for-influence scheme under which Qatar paid to obtain specific legislative outcomes. Their communications, including with Kaili and other suspects, would be scooped up as part of the wiretaps and the subsequent investigations.
Eva Kaili maintains her defense of Qatar was part of her job as a representative of the European Union | Julien Warnand/EFE via EPA
Kaili denies any wrongdoing in a scheme in which police say Panzeri and others accepted money from Qatar, Morocco and Mauritania in exchange for pushing their interests in the European Parliament. Kaili maintains her defense of Qatar was part of her job as a representative of the European Union and that the investigation into her actions breached the parliamentary immunity enjoyed by sitting MEPs.
There is no other evidence in the hundreds of pages of wiretapping by the secret services that indicates Kaili directly received money from Qatar or other countries. Giorgi has provided details of the operation to police, but his lawyer has argued his statements were extracted under duress.
And yet, as the pro-Qatar operation turned to its next challenges, Belgian investigators who had taken over the probe from the secret service were closing in.
On the morning of December 9, the trap slammed shut. Kaili, Giorgi, Panzeri and a couple of other suspects were arrested and thrown into jail on charges of corruption, money laundering and participating in a “criminal conspiracy.” Two other members of the European Parliament, Marc Tarabella and Andrea Cozzolino, would also be arrested and charged.
Police published photographs of bags stuffed full of hundreds of thousands of euros which they had recovered in Panzeri’s flat, at Kaili and Giorgi’s home and in a suitcase wheeled by Kaili’s father — instantly turning their probe into a page one news story for outlets around the Continent.
* * *
The shock arrests of one of the highest-ranking members of the European Parliament, her boyfriend and their alleged accomplices smashed open a window onto a murky world of lobbying for foreign governments in the heart of EU democracy.
The Brussels bubble, as the EU’s policymaking apparatus is known, likes to think of itself as a global paragon of democracy, transparency and respect for human rights. There’s another side of the EU capital, however — an ecosystem of hidden connections and low-grade corruption, of back-scratching politicians and the filter feeders that gravitate toward centers of political power and public largesse.
While the Qatargate case has yet to go to court and several of the key players, including Kaili, insist they are innocent of the charges, the scandal has already led to reforms. The European Parliament has introduced changes bolstering transparency, and the creation of an ethics body establishing common standards for EU civil servants is being negotiated.
The story of Qatargate is also still being written. And nobody better captures the human element of this complex affair — and the cozy, transactional world in which it took place — than Kaili and Giorgi.
Start with Kaili: A political celebrity in her native Greece, where she’d gained fame as a TV presenter, at the time of her arrest she was one of Brussels’ most prominent politicians, widely believed to be bound for higher office either within the EU system or back home. She’d recently had her first child with Giorgi, an ambitious parliamentary assistant nine years her junior whose wavy blond hair and dimpled smile were well known in the European Parliament.
Together, they formed a formidable power couple on the Brussels circuit — as well as a shining example of what Europeans hailing from their respective Mediterranean homelands can achieve in the EU system if they play their cards right.
And yet, in an instant, it was all over. Both of them were in jail, their reputations in tatters, their infant child outside and in the care of family members. In the space of a single morning, the EU capital’s golden couple had become the most notorious duo in town.
Pier Antonio Panzeri hired Francesco Giorgi as an intern in 2009 | European Union
To understand what propelled this sudden plunge, it helps to dial back the clock to the earliest days of their relationship, five years before anyone heard of the so-called Qatargate scandal.
It was a Monday in early 2017. Giorgi was at work doing a familiar task — interpreting for his language-challenged boss, Pier Antonio Panzeri, at a conference in Parliament.
The two men went back a long way. Panzeri had been Giorgi’s boss for nearly a decade already, having hired him first as an intern in 2009 and then as a full-blown accredited assistant. The elder Italian was a well-known politician in Parliament — a shrewd operator on the left wing of Italy’s Partito Democratico, a trade union veteran from Milan who turned to international affairs late in his 15-year parliamentary career.
But he was a man of his generation — only really comfortable speaking in Italian and, according to Giorgi, unable to switch on a computer.
For all of those things, there was Giorgi. Then aged around 30, he was in a good place professionally and socially. Like thousands of Italians who flock to Brussels every year, he looked to the EU system as a land of opportunity. And the system had served him well. Paid handsomely, he had a front-row seat on his boss’s dealings, which included travel to places like Rabat, Morocco and Doha, Qatar, as well as more mundane tasks.
But nearly 10 years in, Giorgi was ready for change. And little did he know, the embodiment of that change was about to walk in the door.
While Kaili and Giorgi had seen each other in the halls of the European Parliament a few times since her election in 2014, according to her interviews with Belgian police, that Monday meeting in Brussels would stick out for them as their first proper encounter.
The mutual interest must have been powerful because it’s hard to overstate the disparity, in terms of age and political and financial power, that separated Giorgi from Kaili as she walked in, heading a NATO delegation.
To put it bluntly, Giorgi was a cog in the machine with no political weight. By contrast, Kaili was already a well-established politician in Brussels and very well plugged-in with Greece’s political and business elite. She had barreled her way up through the ranks of the Greek socialist party, PASOK, while still in her twenties, before making the jump to the European Parliament in 2014. In her office, Kaili employed no fewer than three Giorgis.
And yet the young Italian, who’d grown up sailing in the Mediterranean and skiing in the French Alps, decided to try his luck. According to Kaili’s testimony to police, after this initial encounter, the two of them dined “two or three times.” Giorgi spent the better part of a year trying to woo the Greek lawmaker, but it was tough going as she claimed to be far too busy with her work to carve out time for a serious relationship.
It was only after about a year, she said, that things became “serious.” Marking the transition from casual dating to partnership, they made a shared commitment: co-investing in an apartment located just behind their shared place of work, the European Parliament. It was Christmas Eve, 2019, according to Giorgi’s statements to police.
After Kaili returned to Greece in 2019 to campaign for reelection, Giorgi joined her a few months later. In February 2021, they were joined by a baby girl.
Eva Kaili returned to Greece in 2019 to campaign for reelection | Menelaos Myrillas/SOOC/AFP via Getty Images
But that’s where their story departs from the norm. Most wage-earning couples don’t live surrounded by stacks of cash. Most EU bubble couples don’t possess a “go bag” brimming with bank notes, or end up as suspects in sprawling corruption probes.
Part of the explanation can be found in their link to Panzeri, the Svengali-like third wheel in their relationship, whom Giorgi described initially as a “father figure” and whom Kaili later called a manipulator taking advantage of her boyfriend’s “idealistic” personality.
Indeed, in his interviews with Belgian investigators, Giorgi traces back the “original sin” of his involvement in Qatargate to a deal he agreed to with Panzeri shortly after becoming his employee in 2009. Under that arrangement, Giorgi allegedly agreed to pay Panzeri back €1,500 per month of his wages in exchange for the privilege of working for him, a relatively common scheme in the Parliament. (As a point of comparison, when the scandal broke, Giorgi was earning some €6,600 per month as an assistant to a different MEP).
The deal was to prove an introduction to a transactional world in which Panzeri — as a lawmaker and later, as the head of Fight Impunity, a nongovernmental organization he launched after leaving Parliament — had no trouble accepting large sums of cash from foreign governments in exchange for services rendered.
From 2018, Giorgi and Panzeri dove headlong into a partnership allegedly based on lobbying for Qatar in exchange for big cash payments. According to Giorgi’s statements to police, they agreed on a long-term lobbying agreement worth an estimated €4.5 million and to be split 60/40, with the larger share going to Panzeri.
Once arrested, Giorgi and Panzeri would butt heads about the precise role of each in the lobbying arrangement. But one of the younger Italian’s key tasks was to pick up cash payments at various places around Brussels, often from total strangers. Once he picked up €300,000 in cash near the Royal Palace from a person driving a black Audi with Dutch license plates. Another time, the drop-off happened in a parking lot near the canal.
In total, there were around ten such drop-offs, two or three per year, with the smallest amount around €50,000.
The alleged quid pro quo was that Giorgi and Panzeri would deliver specific parliamentary and public relations outcomes to their clients, which in addition to Qatar included Morocco and Mauritania. The ever-meticulous Giorgi kept a spreadsheet on his computer on which he documented hundreds of influence activities that the network allegedly carried out between 2018 and 2022.
It records more than 300 pieces of work, using a network of aides inside parliament whom they called their “soldiers,” according to the files.
Even as they pressed their clients’ interests, they were also trying to exploit their lack of familiarity with the workings of the bubble, reporting certain actions that, according to Giorgi, they actually had no influence over.
The scheme, Giorgi later told police, “relied on the ignorance of how parliament works” — on the part of the duo’s clients.
Panzeri, through his lawyer, declined to comment for this article.
* * *
As Giorgi dug deeper into his partnership with Panzeri, his romance with Kaili was expanding into a business partnership.
While each already had other properties — including Kaili’s two apartments in Athens (which she said were worth a combined €400,000) and one in Brussels (estimated by Kaili at €160,000) and one belonging to Giorgi purchased for €145,000 in Brussels — they were soon eyeing other purchases.
Eva Kaili and Francesco Giorgi purchased a flat near the European Parliament for €375,000 in 2019 | Leon Neal/Getty Images
After the Christmas Eve purchase of their flat near the Parliament for €375,000 in 2019, they purchased a plot of land on the Greek island of Paros for €300,000 in 2021 which they planned to develop into four holiday villas and at least one swimming pool, according to files recovered from Giorgi’s computer in a folder called “Business”. Then, in 2022, came the purchase of their second apartment, a penthouse right next to the Parliament, worth €650,000, according to Giorgi’s statements to police.
All told, the couple’s joint real estate purchases amounted to more than €1.3 million over a period of two years.
In between these purchases, there were other expenses: sailing holidays, a Land Rover bought for €56,000 and a fully refurbished kitchen. On several occasions, the couple sought to minimize their outlay by exploiting their insiders’ knowledge of the system.
According to documents seized at Giorgi’s home, a Qatari diplomat helped him get a discount on the Land Rover by taking advantage of special conditions for diplomatic staff, reducing the sticker price by about €10,000.
By any normal standards, Kaili and Giorgi were already wealthy based on their income.
In addition to taking home €6,600 per month as a parliamentary assistant, Giorgi received €1,000 in social benefits for their daughter, €1,800per month from the rental to the Mauritanian ambassador and — since the envoy never occupied the flat — €1,200 in cash from two women to whom he sublet the flat for a few months.
As for Kaili, she earned about €10,000 before taxes plus about €900 in monthly rent from a flat she owned in Brussels.
All told, the couple was pulling in well over €20,000 per month, an eye-watering amount in a country where the median monthly wage is €3,507 before taxes.
Yet even these substantial monthly earnings seem not to have covered the mounting costs related to their real estate investments or make the couple feel fully secure. Despite the fact her partner was pulling in more than three times the Belgian median wage, Kaili would tell police during the first interview after her arrest: “I know that Francesco doesn’t have a lot of money because he isn’t able to partake in all of our expenses.”
What motivated this drive for accumulation? According to a person who knew Kaili professionally and asked not to be named due to fear of retaliation, the answer lies partly in her background growing up without much money in Thessaloniki, Greece. “It feels like she grew up with a lot of deprivations,” the person said. “She wanted to feel that even if she quits politics, she will have a comfortable life.”
According to a person who knew Kaili professionally, the answer to her drive for accumulation lies partly in her background growing up without much money in Thessaloniki | Sakis Mitrolidis/AFP via Getty Images
As a result, Kaili tended to be very focused on financial opportunities. “She loved people with power and money. She was always, ‘You know this event is going to have businessmen,’” the person added. “And she always liked to have houses and property stuff, but she was never into luxury stuff.”
As for Giorgi, the son of a school director and import-export entrepreneur, he grew up in more comfortable circumstances in a town near Milan.
But as the junior partner in his relationship with Kaili, he may have struggled to keep up financially with a partner who earned more than he did and kept company with wealthy entrepreneurs and crypto bros.
“I have never loved luxury. I don’t know why I lost my way,” he told police during his first interview shortly after his arrest.
* * *
In interviews with police, Giorgi admitted to being part of a scheme, with Panzeri, to take hundreds of thousands of euros in cash from foreign governments — admissions his lawyer now says he made under pressure from police who he says threatened to take away his daughter.
But Kaili always maintained that she had nothing to do with the setup. Not only does she claim ignorance about the ultimate source of much of the money found in her apartment, and on her father; she also told police that she had nothing to do with Panzeri and Giorgi’s deals with foreign governments — an argument that her partner has always backed up, telling police early on that she had nothing to do with the scheme.
Panzeri, however, says the opposite. He alleges that in the spring of 2019, Kaili was part of a pact struck with Qatar to fund several MEPs’ election campaigns to the tune of €250,000 each. Giorgi and Panzeri both attest that a deal like this took place — but disagree on whether Kaili was involved.
In any case, having forged a reputation as a tech policymaker, Kaili’s work as a lawmaker veered suddenly toward the Middle East and the world of human rights, particularly in the Gulf, from 2017 onwards the year she met Giorgi. She traveled to Qatar for the first time later that year, at the invitation of another lawmaker, and made trips — some with Giorgi, some without — in 2020 and 2022.
In early 2022, just after she became a Parliament vice president, she asked the chamber’s president, Roberta Metsola, to give her files related to the Middle East and human rights. “I hope I didn’t make it difficult for you,” Kaili WhatsApped Metsola. “You gave me everything I love the most!” She was later designated as the vice president who would replace Metsola in her absence on issues related to the Middle East.
In the days and weeks leading up to the kickoff of the World Cup, Kaili and Giorgi’s work increasingly overlapped on two main files: opposition to a resolution critical of Qatar and a deal Doha was seeking with the EU that would allow its citizens to travel to the bloc without a visa.
On November 12, two days before Qatar’s labor minister would appear before the European Parliament, she reached out to Metsola, offering her tickets to the tournament in Doha.
“My dear President!” she wrote to Metsola. “Hope you are well. I have to pass you an invitation for the World Cup, you [sic] or your husband and boys might be interested,” she wrote on WhatsApp.
Eva Kaili reached out to European Parliament President Roberta Metsola, offering her tickets to the World Cup in Doha | Sean Gallup/Getty Images
It’s not clear what, if anything, Kaili asked from Metsola in exchange for the tickets. Throughout her dealings with lawmakers over Qatar, the Greek lawmaker would occasionally delete the messages she had sent. This includes her side of the rest of the conversation with Metsola — except for one text: “The rest I disagree too but I believe they will digest if we get the visa,” she wrote.
(A spokesperson for the Parliament president said Metsola never accepted any tickets to the World Cup and did not read Kaili’s messages before they were deleted.)
With the World Cup having started, the next big challenge awaiting Kaili, Giorgi and Panzeri was a plenary session in Strasbourg where rival politicians aimed to criticize Qatar’s human rights record weeks before the World Cup by putting a resolution on the agenda. Once again, they ramped up their lobbying.
So noticeable was the pro-Qatari line being pushed by Kaili and others affiliated with Panzeri that it started raising eyebrows among their colleagues.
“There were some very strange opinions being voiced on how we should not criticize Qatar, and we should rather recognize the reforms they were making and so on,” remembered Niels Fuglsang, a Danish MEP from the same S&D group. “I thought it was obvious that our group should criticize this, we are social democrats, we care about workers’ rights and migrants’ rights.”
For example, on November 21, Kaili pressed José Ramón Bauzá Díaz, a Spanish centrist MEP who ran the Qatari-EU friendship group, over his political faction’s stance on the resolution, poised to slam Qatar’s human rights track record.
“So, your group wants to vote in favor of a resolution Against Qatar World Cup,” she WhatsApped to him. He said: “It is crazy.” She went on to press him to take a pro-Qatari stance and reject the resolution.
Later that day, in a now-infamous video, Kaili took to the stage during Parliament’s plenary session and sung the praises of Qatar. “I alone said that Qatar is a front-runner in labor rights,” she said. “Still, some here are calling to discriminate them. They bully them and they accuse everyone that talks to them, or engages, of corruption. But still, they take their gas.”
With a crunch vote on the resolution’s final wording still to take place on November 24, Kaili was still going strong, texting with Abdulaziz bin Ahmed Al Malki, the Gulf country’s envoy to the European Union and NATO.
During this exchange, the Qatari gave Kaili direct instructions to take action on legislation of interest to Qatar.
“Hi Iva,” wrote the Qatari in a WhatsApp message on November 24. “My dear my ministry doesn’t want paragraph A about FIFA & Qatar. Please do your best to remove it via voting before 12 noon or during the voting please.”
Kaili deleted her responses.
Eva Kaili has challenged the lifting of her immunity in an EPPO investigation at the European Court of Justice | Nicolas Bouvy/EPA via EFE
But the recipient appeared to be pleased with what she texted, writing back a few hours later: “Thanks excellency” with a hands-clasped-in-prayer emoji.
The Qatar Embassy in Brussels and the spokesperson’s office in Doha did not respond to requests for comment.
* * *
Plainclothes Belgian police arrested Giorgi at 10:42 a.m. on December 9 at his home in Brussels. Earlier, they had picked up Panzeri. According to her statements to police, Kaili did not immediately know what had happened and originally thought Giorgi was involved in a car accident. She was told by police that her partner had been arrested.
Having tried and failed to get through by phone to Panzeri and his friends, Kaili set about trying to get rid of the stacks of cash in her apartment.
She headed to the safe that Giorgi had installed in their apartment and started to shovel stacks of bills into a travel bag. On top of them, she placed baby bottles for her child as well as a mobile phone and a laptop computer. Then she told her father, a civil engineer and sometime political operator who was visiting the family in Brussels, to take the bag and go to a hotel, where her father’s partner and Kaili’s baby were waiting. “I didn’t leave him the choice,” she later told police. “I just said, ‘Take this and go.’”
A few hours later, police followed Kaili’s father as he walked to the Sofitel, a short distance from their flat. According to a person familiar with the details of the investigation, bank notes were fluttering out of the bag as he went. Cops stoppedKaili’s father inside the hotel, seized the suitcase and detained him. Then it was Kaili’s turn. In the early afternoon, police detained her and took her to the Prison de Saint-Gilles.
The next day, the European Public Prosecutor’s Office (EPPO) announced it was investigating Kaili and another Greek member of Parliament in a probe looking at whether she took kickbacks from her assistant’s salaries as well as cuts of their reimbursements for “fake” work trips. Kaili has challenged the lifting of her immunity in this case at the European Court of Justice.
As the one-year anniversary of her spectacular downfall has approached, Kaili and her lawyers have done their best to turn the tables on the prosecutors, casting doubt on the evidence gathered against her and the way the investigation was carried out. Since her arrest, and through a four-month incarceration, Kaili has never wavered from her story. Her advocacy for Qatar, she has argued, was just part of her job as a European politician trying to foster ties with a petroleum-rich country in a region of critical importance to the EU.
Kaili’s lawyers have argued that the testimony provided by Panzeri, who has struck a deal with investigators and confessed in detail, cannot be trusted. Giorgi’s lawyer, Pierre Monville, has maintained his client’s statements were made under duress. “Whatever Giorgi has declared or written during his detention was under extreme pressure and preoccupation regarding the fact that his daughter was left without her parents,” he said.
Kaili’s lawyers have also noted that police kept Panzeri and Giorgi in the same cell in the days after their detention, giving them a chance to coordinate their stories. Kaili’s lawyers argue she was subjected to illegal surveillance, arbitrary detention and what amounts to “torture” while in jail.
The Qatargate suspects won a major victory last summer when the lead investigator, Michel Claise, stepped down over conflict-of-interest concerns after it was revealed that his son was in business with the son of an MEP who was close to Panzeri but hasn’t been arrested or charged.
Then, in September, Kaili played the ace up her sleeve, throwing the entire investigation in doubt with a legal challenge arguing that the evidence against her should be ruled inadmissible because it was gathered before the European Parliament voted to lift the immunity she enjoyed as a lawmaker.
The Qatargate suspects won a major victory last summer when the lead investigator, Michel Claise, stepped down over conflict-of-interest concerns | BELPRESS
Prosecutors retort that such a step wasn’t needed because Kaili had been caught red-handed by her decision to send her father out with a suitcase full of cash, but the case has been delayed pending a decision on her challenge by an appeals court expected in the middle of next year.
“We’re exploring uncharted legal territory here,” said a person familiar with the case, who requested anonymity as they were not allowed to speak on the record. In the meantime, Kaili is back in Parliament, giving interviews to international media and losing few opportunities to make the case for her innocence to her fellow lawmakers.
Giorgi and Kaili are, by all accounts, living together again. One of her lawyers says they’ve been given dispensation to do so, despite the fact that they are suspects in the same case.
Kaili and Giorgi declined to comment for this article, but they clearly haven’t given up the fight. Giorgi’s WhatsApp status is “FORTITUDINE VINCIMUS” — through endurance, we conquer.
Kaili’s profile pic on the app features the famous quote often wrongly attributed to Mahatma Gandhi:
“First they ignore you.
Then they laugh at you.
Then they fight you.
Then you win.”
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Nicholas Vinocur, Elisa Braun, Eddy Wax and Gian Volpicelli
Financial institutions may consider which payment rails to integrate — whether RTP or FedNow — but the right answer might be both.
“I recommend to financial institutions that if they’re going to just receive, do both rails,” Jeff Bucher, senior product manager for money movement solutions at Alkami Technology, tells Bank Automation News on this episode of “The Buzz” podcast. “If somebody wants to send you money, as a financial institution, you don’t want to say ‘We can’t accept that.’”
However, if an institution is more concerned about its send capabilities, one payment rail will do — for now, he said.
The adoption of FedNow, which launched in July, is growing rapidly. There are more than 220 institutions live on the rail, including $3.9 trillion JPMorgan Chase and $1.8 trillion Wells Fargo, according to the Federal Reserve.
“I think over time, FedNow is going to overtake RTP in terms of financial institutions,” Bucher said.
As FIs decide which payment rail to integrate, Bucher said they must weigh the following:
The Plano, Texas-based Alkami’s customers include: Ideal Credit Union, Meritrust Credit Union and Vibrant Credit Union. Listen to “the Buzz” as Bucher explains how FIs can best approach integrating FedNow and RTP.
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The following is a transcript generated by AI technology that has been lightly edited but still contains errors.
Whitney McDonald 0:03 Hello and welcome to The Buzz a bank automation news podcast. My name is Whitney McDonald and I’m the editor of bank automation News. Today is November 30 2023. Joining me is Jeff Bucher. He heads up product strategy for money movement at Alkami. He previously served as Head of Product Management at Bank of California and has spent time at City National Bank and Union Bank before moving to alchemy. He is here to discuss how FYI select the right payments rail for them when it comes to adopting fed now in RTP. Sure, so Jeff Buch, I work for alchemy, of course, I’m heading a product strategy for money movement, with Alchemy, which includes Faster Payments, ACH wires, handled both business and consumer, we have another business segment also that handles more of the treasury management and things like that. My background is 20 plus years in financial services. So I started out in banking, mostly with the larger financial institutions, Citibank, US Bank, Union Bank, MUFG, Union Bank, and a few others. I spent a lot of time in product management and actually sales, treasury management services. But I also spend a lot of time in the retail segment,
Jeff Bucher 1:24 Great, and then a little bit about alchemy would be great. Yeah. So alchemy, alchemy was founded back in 2009. We have 200 plus financial institutions that we work with who are clients. We have credit unions, and a number of banks that we work with, we are a digital platform. So we offer digital banking services, for money movement, but also several other disciplines within the platform. We offer these platforms and then white label them to our clients so that they can offer them up to their members and their, their users and their clients. That work there. We are very focused on offering a great experience for the user, we focus first on on mobile, and the client experience. And then we work backwards from there in terms of the functionality and what is needed, and make sure that we’re listening to not only our clients feedback, but also their users feedback and do a lot of research there. Great. Well, thank you so much for joining us on the bus today. It’s great to have you, we’re gonna be talking through payments rails and fed now in real time payments adoption. So let’s start here with just kind of, I’ll have you set set the scene a little bit about where we stand today with existing payment rails. What are what are f5 is kind of facing right now with selecting these different payments rails that we have. Yeah, so there’s there’s a ton of buzz going around since fed now just launched this summer. And there, there’s a ton of marketing and a lot of focus by the Fed on providing information around fed now. So there’s a lot of excitement around it, you know, plus the United States is a little bit behind the curve compared to the rest of the world with regard to Faster Payments, and being able to do real time transactions. And so there there is a lot of interest. And I talked to my financial institutions that I work with all the time, about how can we use it? How can we get it? What’s the best way to do that? How do we want to integrate things like that? You know, and what I tell a lot of my financial institution clients is, is think about the use cases, think about what problems are you trying to solve, you know, is Faster Payments important to you is Faster Payments, something you want to do? So we have a lot of conversations in that in that regard. And we try to help them out with giving them direction and strategies as well as, you know, thinking of a short term and long term use cases that their their members and their clients want to want to look at. Let’s take those conversations that you’re having a little bit deeper, how do you really determine what payment solution might be right for a certain financial institution? Could you maybe talk us through what those conversations looked like in a little bit more detail? Yeah, absolutely. So so fed now is kind of the buzzword, right, but fed now and RTP are almost identical in terms of the way they would be used the way the financial institution would interact with them. The functionality of them. The only difference is one is supported by the Clearinghouse RTP and the other one is supported by the Fed, fed now, right RTP has been around for a number of years. So it’s been launched in 2017. Fed now was just launched this summer, as we talked about, and RTP has about 300 Plus financial institutions across the United States. Most of the large ones are already on RTP. In fact, they own the clearing house so they
working with branches working with small business customers, things like that.
They already have access to that fed now is up to about 100. And they just launched this summer. So it’s growing faster than RTP is, but I mentioned, you know, they’re really marketing the heck out of it to try to get some knowledge out there. What I like to talk about, you know, when clients bring up, you know, that they want to get on to fed now, my first question is, is what do you what do you want to do with it? What, what problem are you trying to solve as a financial institution? And a lot of them say, Well, my clients want, you know, to be able to move money faster. Okay, great. You know, so we look at the use cases, the as a use case, I was just talking to a client the other day, as an example, we, we, they said, We want fed now, they said, We want to move money faster, but we don’t know how to do that. How do we connect what what what rails are better to your question? And we talk about, you know, what you want to receive, right, so most financial institutions are looking to receive, and I recommend that they do receive, at least, you know, so that they can get incoming payments from other financial institutions, whether it’s the bigger financial institutions or anybody else that is on RTP are fed now. So that’s, that’s the first thing. So I try to help them. When I was talking to the client the other day, they thought received was a great idea. And they just want to go with receive to start with, they’re a little bit scared about the center part of things. I have other financial institutions that I’ve talked to before. And they really want to get into send, they liked the idea of the account to account extra instant external transfers. So they want to be able to send money as a user be able to send money from their account at, you know, ABC financial institution to XYZ financial institution, they want to be able to move it quickly. They have money at both financial institutions, they have accounts at both places, but they keep most of their money at ABC, they want to be able to move it quickly to the other financial institution. And we are able to set up and help them do that with the partnership with payment providers that we partner with. No.
Whitney McDonald 7:11 Yes, yes. Thank you. Now, maybe we could narrow the scope a little bit and kind of talk through. I mean, yes, you want to address what are you trying to solve for? But there’s other considerations too, when it comes to cost integration client demands? Maybe we can narrow the scope a little bit here and talk through how you have these conversations with your smaller financial institution clients? How do you determine kind of which which rail to take? What solution is right for you, especially when it does come to cost and integration? Which is a huge piece of that puzzle? Yeah,
Jeff Bucher 7:45 there’s a very large, typically a large, upfront cost with regard to both RTP and fed now, the cost between the two rails, there’s, there’s really no no difference there. Between the two. And the way that as I mentioned before, the way the rails function, there’s not a whole lot of difference between RTP and fed. Now, what typically we talk about with the smaller financial institutions is do you want to be on one rail? Do you want to be on both rails? Do you want to receive or do you want to send? So those are the conversations that we have? And if you want to send what is the use case? Is eight a, you know, instant external transfer something you want to do? Or do you want something for businesses, so if you’re if your financial institution and most of your clients are businesses, if you’re a bank with with with a lot of business clients, maybe you want to do a b2b solution, or a B to b2c solution. So business to business or business consumer as an option, so we really look at the use cases. And that’s where the conversation really goes, you know, most of the time, and where we get into the meat of the conversation, is what kind of use cases do you want to look at? So you know, first of all, do you want one rail? Do you want two rails? And then do you want to, you know, what use cases if you’re going to do send, are you going to look at
Whitney McDonald 9:06 now, from a competitive angle? Is it really an option to just pick one payment solution over another? Where do you stand on that? Or how did those discussions go? Yeah,
Jeff Bucher 9:19 I recommend to financial institutions that if they’re going to do just receive, do both, do both rails, because you want to be able to receive money coming into your financial institution, if somebody wants to send send you money as a financial institution, you don’t want to say we can’t accept that, that that just looks really bad. So you know, set up to receive at least for both RTP and for fed now, when it comes to send, maybe you pick one or the other. Right now, as I mentioned, RTP has 300 You know, financial institutions, but fed now is growing quickly. I think over time fed now is gonna overtake RTP in terms of the number of financial institutions, maybe even by next year, and then at that point, and they’re gonna have a lot, a lot deeper reach, in terms of who you could send to. So I always recommend getting on to both rails, if you can, as a financial institution. But you know, if you if you just want to do receive, that’s a definite if you want to do send, maybe just pick one or the other.
Whitney McDonald 10:19 Yeah, being able to receive and taking those deposits, especially as key right now, as banks are fighting for those deposits, right.
Jeff Bucher 10:25 Yeah, absolutely. Now,
Whitney McDonald 10:28 we’ve been doing a lot of coverage of Fed now, we know that there’s a lot of providers that you can pick from, how do you how do you have those conversations? How does a financial institution pick the best provider for them? Whether it’s a smaller institution or a larger institution? Or fed now or maybe even RTP, too, but how are you selecting those providers that are the best fit for your institution?
Jeff Bucher 10:55 Yeah, you know, I think cost is definitely something to consider, I think which cores that provider integrates with, you know, said they’re going to what, whatever you do, you’re going to have to find a provider that integrates with your core, your banking core that you use, because there’s going to have to be real time movement of money. And you can only do that through direct core integration. So if you’re going to choose a payment provider, you got to look at costs, but you also got to look at do they integrate with your core, then there’s other considerations such as, you know, servicing, you know, the interface that they have reconcilement, you know, other things that, you know, are a little bit more nuanced, but it’s something you need to, to think about. But, you know, we went with also a, we partnered with a company called alacrity to as a starter, to get into the RTP in the Fed now networks and partner with our clients, and alacrity. And the reason why we went with alacrity, they were a little bit ahead of the curve. So they had one, they had people who knew what they were talking about with regard to the Faster Payments RTP and fed now, two, they already had the integration to a lot of different cores set up. And three, they, they had their product up and running, and they had been using it already. So they were already on to RTP, a few years back, they’ve already been using it. They know what they’re doing. You know, I think a lot of the other providers are playing catch up. And they haven’t done a lot of transactions, but you want to look at that. Do they have experience with the faster payment transactions? Whether it’s RTP, or fed now, doesn’t doesn’t make that much of a difference, but at least one of those?
Whitney McDonald 12:41 Yeah, cost is definitely huge. But the experience side of it looking into those number of transactions, how has this provider been operating on these rails? That’s a that’s a great piece of advice. Now, one thing I wanted to break down a little bit that you had mentioned in early on in our conversation was this approach to FIS on on fed now as receive only for now you’re going to kind of see the the sending tick up a little bit, can you kind of give us some insight as to that decision to receive only for now move into sign? What’s that going to be looking like, in 2024? Maybe you’ll see more send ticket, maybe you could talk us through that? Yeah,
Jeff Bucher 13:23 so you know, if you’re a smaller financial institution, you have limited resources, right. So you can’t throw a whole team at this and, you know, get it up and running, the implementation is really the heavy lift here. And being able to implement on receive is fairly simple, but being able to implement on receive, and then also do a send, you know, complicates it, you know, by two or three, in terms of the, you know, the implementation, what I’ve heard is once financial institutions are implemented on this, they understand how it’s working, they understand the reconciliation process, and the settlement process, it gets really easy. In fact, RTP and fed now seem to be a lot easier to manage, than, you know, other rails like Ach, of course, ACH NACHA. rulebook is you know, two feet thick, you know, and RTP and fed now were made to be simple, you know, when they created these, these rails, that was one of the defining goals was to make sure that it was a simple process, it would be easy to use, you still need to go through the implementation in any implementation, where you have a core integration is going to be difficult. But once you go through the core integration for receive, you need to, you know, just figure out how it works. And you should be up and running. So you just need to think about as a small, smaller financial institution, what kind of resources can you put towards that implementation? And then, you know, once you get up and running on it, it should be easy to manage. And then you know, think about the second part Are there things, you know, you’re just going to need to assign people who know what they’re doing, you know there, and you’re probably not going to have a whole lot of people, the smaller financial institution. So you just need to think about that.
Whitney McDonald 15:13 Now, I know I mentioned 2024, slightly in the last question, but just looking ahead here, What trends are you watching in the payment space looking into next year? How are consumer expectations shifting and how to financial institutions really keep up with that shift? Yeah,
Jeff Bucher 15:30 I’m definitely looking at the adoption of the number of financial institutions. I mentioned the 300 for RTP. And, you know, fed now just crossed over the 100 100. Mark. I’m looking at that to see how quickly things are being adopted fed now is definitely taking off faster than RTP. Does. I mentioned before, I’m also looking at the use cases. So we’re trying to look at data around what type of use cases are being implemented for the send portion of things with both RTP. And with fed now, eight, a seems to be very popular, and then b2b and b2c seem to be picking up businesses, in my experience, as businesses can be a little bit slow to adopt. They have processes in place as a business, especially if you’re a commercial business, and you’re not going to adopt something right away. Just because it can cause a lot upset to your business to be able to take on another rail. But that’s definitely going to start to pick up I think, in 2024, you know, and I’m gonna keep a close eye on that. Yeah, those are the things that kind of stick out to me.
Whitney McDonald 16:34 You’ve been listening to the buzz, a bank automation news podcast, please follow us on LinkedIn. And as a reminder, you can rate this podcast on your platform of choice. Thank you for your time, and be sure to visit us at Bank automation news.com For more automation news,
Technology providers Alkami, Finastra and Temenos all brought on new financial institution customers in the third quarter as demand for cloud-based solutions and digital banking rose. “Digital banking is an essential product now for a financial institution. We might not have been able to say that several years ago,” Allison Cerra, chief marketing officer at […]
Afterpay’s buy now, pay later loan platform is fully integrated within Cash App, parent company Block recently said.
AfterPay
Buy now/pay later loans are driving record holiday-season sales of electronics and fashion items through the largest retailers — as expected. But perhaps more surprising is that the same trend is happening at smaller shops, according to data from Block, the owner of Square.
Square saw a 47% increase in transactions via its BNPL arm Afterpay over the five days between Nov. 23 and Nov. 27, 2023, compared to the same period a year ago, Block said this week. Afterpay’s global sales rose 19% during the same period, led by sales of fashion and beauty items, hardware, home and garden supplies and arts items, with office supplies and electronics trailing. Square and Afterpay sellers tallied a total of 70 million transactions over the period, up 14% from last year, the company said.
The results, coming two years after Block purchased Afterpay for $29 million following a frenzy of BNPL growth and development during the pandemic, may validate a strategy that initially looked risky to some observers. There was concern that bolting on a BNPL fintech to the hodgepodge of small-business wares sold on Square’s platform could be an awkward fit.
“It wasn’t clear at first whether [Block] was trying to bring new merchants that knew Afterpay to Square’s platform, or bring Afterpay’s existing consumer base to Square sellers, but from a value proposition, they seem to have made it work,” said Nathan Hilt, head of payments and fintech at the consulting firm Protiviti.
Afterpay, like other major BNPL fintechs including Affirm, Klarna, Zip, PayPal and Apple, enables consumers to receive instant approval for loans at the point of sale when checking out in stores or online. Many card issuers and banks including American Express, Citigroup and U.S. Bancorp also offer BNPL loans through their own websites and retail partners.
Many BNPL users opt for interest-free versions of the loans that are repayable in four equal segments over several weeks, like those offered by Apple Pay Later, but BNPL fintechs also offer loans with longer terms and different interest rates. Afterpay offers Pay-in-4 loans, along with loans extending six or 12 months that require a monthly payment. Afterpay also offers consumers a debit card to use in stores for routine purchases or BNPL loans.
Fitting Afterpay — a standalone instant BNPL financing option offered through stores and online merchants — into Square’s ecosystem of smaller sellers wasn’t easy. It required restructuring Afterpay, Block CEO Jack Dorsey said this month when announcing third-quarter earnings.
“We spent the past few months looking deeply at the Afterpay integration, restructuring that team,” Dorsey said in early November. He noted that beginning with the current quarter, the firm moved Afterpay’s platform fully within Block’s consumer-facing Cash App to encourage small businesses to promote Afterpay for mobile, online and in-store sales. Previously Afterpay’s financial results were split evenly between Square and Cash App.
Amazon is also working to connect more small-business merchants with BNPL providers. The e-commerce giant announced a partnership with BNPL fintech Affirm this month to extend BNPL checkout options to millions of small-business owners that use the Amazon Business e-commerce platform to reach customers. The integration officially launched on Nov. 24.
Citigroup also stepped up its outreach to small businesses with the rollout of its BNPL financing products Citi Pay and Citi Installments, which it’s offering through third-party platforms that cater to niche retail sectors including Shopify, FreedomPay and ChargeAnywhere. Similarly, U.S. Bank recently began relying on Elavon to extend the reach of its BNPL loans to more merchants.
BNPL loans are driving sales growth through many other channels so far this holiday season, with about one in four consumers planning to make purchases via BNPL loans, according to payments processor i2c.
On the critical online selling day of Nov. 27 — dubbed Cyber Monday by merchants — BNPL loans from all providers hit an all-time high, reaching $940 million in online spending, up 42.5% from the same day a year earlier, according to Adobe Analytics. BNPL loans accounted for about 8% of all online sales on Cyber Monday, which totaled $12.4 billion, up 9.6% over last year, according to Adobe Analytics data.
Zip reported a 26% increase in sales on Nov. 24 over last year’s Black Friday, with 82% of sales occurring online or through Zip’s app, versus 18% in stores, the company said this week. The average purchase through Zip was $151 this year, up 4% over last year.
“I think it’s become obvious that even though BNPL loans sprang on the scene during the pandemic, their popularity continues to grow and point-of-sale lending is here to stay,” Hilt said.
European fintech funding experienced a massive drop in funding and number of deals in the third quarter. In Q3, European fintechs raised $1.3 billion (1 billion pounds), down 67% year over year, while the number of deals fell to 181, down 42% YoY, according to the Q3 State of Fintech report by business analytics platform […]
As demand for embedded payment offerings continues to climb, Citigroup’s Citi Pay plans to keep up. Global revenue from embedded payments is expected to reach $59 billion by 2027, up from $32 billion in 2023, according to a study by Juniper Research. “Today, consumers see flexibility in a payment option as more than just […]
A Lloyds Bank study finds that the number of crytpo scams rose by 23% year-over-year in October, with two thirds of those scams originating on social networks. Separately, the Commonwealth Bank of Australia is using artificial intelligence to detect abusive language in transaction messaging, and is offering this tech to other banks.
Embedded finance is a key strategy for financial institutions as consumers demand the integration of financial products within organizations that provide nonfinancial services.
In fact, 70% of banking executives have named embedded finance as a core or complementary business strategy, according to the report “Embedded finance: Creating the everywhere, everyday bank,” by IBM and Banking Industry Architecture Network (BIAN).
The September study surveyed more than 12,000 consumers across 12 countries and interviewed 1,000 industry leaders from banks with assets of more than $10 billion across 32 countries, Shanker Ramamurthy, global managing partner for banking and financial markets, at IBM Consulting, tells Bank Automation News on this episode of “The Buzz” podcast.
“We defined embedded finance as the integration of financial products and solutions within the customers’ journey of nonfinancial services organizations, thereby eliminating friction and enriching the overall experience,” Ramamurthy said.
Although embedded finance appears to be a priority for FIs, only 20% of banks offer embedded finance solutions, according to the report.
The Mumbai, Maharashtra-based State Bank of India has been working with IBM Consulting on its embedded finance offerings for several years and has “created an online marketplace with over 100 partners in the ecosystem,” Ramamurthy said.
Financial institutions must recognize that embedding their finance capabilities into organizations that customers use daily will increase customer satisfaction and overall usership of finance solutions, Ramamurthy said.
Listen as Ramamurthy discusses embedded finance, open banking and how FIs can approach new regulation.
Get ready for the Bank Automation Summit U.S. 2024 in Nashville on March 18-19! Discover the latest advancements in AI and automation in banking. Register now.
The following is a transcript generated by AI technology that has been lightly edited but still contains errors.
Whitney McDonald 0:05 Hello and welcome to The Buzz a bank automation news podcast. My name is Whitney McDonald and I’m the editor of bank automation News. Today is November 14 2023. Joining me is Shanker Ramamurthy. He is global managing partner and banking at IBM. During his time at IBM he has served as general manager of strategy and market development, CTO and general manager of strategy and solutions and global Managing Partner of strategy and analytics. He is here to discuss how FIS can approach embedded finance in order to maintain competitiveness in the industry. Thanks for being here.
Shanker Ramamurthy 0:37 Hey, thank you Whitney. My name is Shanker Ramamurthy. I’m the Global managing partner for banking and financial markets in IBM consulting. IBM consulting is an over $20 billion plus consulting practice worldwide, and banking and financial markets. It’s a substantial part of what we do. I’m really looking forward to this discussion with me.
Whitney McDonald 1:02 Great, well, thank you again, for being here. We can kind of get right into things with setting the scene here. Maybe you can tell me where we stand today on embedded finance and where embedded finance is headed.
Shanker Ramamurthy 1:14 Good question. So we recently completed a major study between the IBM Institute for Business Value and bi on the banking industry, architecture network.org. And the paper was recently released, it’s called embedded finance creating the everywhere everyday bank. And for this particular study, we spoke to over 12,000 plus consumers across 12 countries. And in all age groups. We interviewed over 1000 banking executives across 32 countries and banks really with assets in excess of $10 billion. For the purposes of this study, we defined embedded finance as the integration of financial products and solutions within the customers journey of non financial services organizations, thereby eliminating friction and enriching the overall experience. So CIO Stated simply, it’s about embedding financial services products into the workflow of other ecosystems. And there were five key takeaways, really interesting and compelling study, five key takeaways. Embedded finance is essential for modern banking strategies. And over 70% of the banking executives we spoke with, talked about embedded finance as either core or complementary to the business strategy. second takeaway, ecosystem based business models are rising, and financial institutions are increasingly investing in the platform economy. And we can get into some of the data if you’d like, as we go. Yeah, that would be great. And bank executives priorities, really, when we when we actually aligned their thinking with that of the customers, the 12,000 customers, it showed that there is kind of a bit of a disconnect between the priorities that bank executives are focused on in the embedded finance space, versus customer expectations and demands consumer expectations and demands. And the last two takeaways, genuinely, it’s clear from the study that monolithic architectures and processes are hindering banks ambitions in the space. And last, but not least, privacy and security concerns and challenges are legitimately so slowing innovation across the open banking ecosystem in the embedded finance space. Let me just pause. Yes,
Whitney McDonald 3:58 thank you so much for going through all of those takeaways in the data. We can definitely get into that. Maybe before we do that we could maybe just talk about why it’s necessaries why it’s necessary for FIS to have a seat at the embedded finance table. Maybe from a competitive perspective,
Shanker Ramamurthy 4:15 a great question. Effectively, what’s happening is the combination of fintechs and what we call tech firms. These are the large technology enterprises backing into financial services between the fintechs and the tech fence. They’re going after some of the most profitable parts of the banking franchise, and they’re backing into financial services, areas like payments, and other products, which are particularly profitable for financial institutions. I mean, this is a trend that started in Asia PAC going back more than a decade ago with the likes of Alibaba and Tencent, but a trend that’s kind of playing its way around the world, whether it be in the US context, the likes of Amazon or or Shopify or, or square, and others, they’re all providing a range of financial services capabilities that are backing into financial services. And of course, regulations like open banking are also opening up financial services to other participants.
Whitney McDonald 5:29 We will definitely get into the open banking to maybe this could be a good chance to talk through some of that data that you were talking about, as we get into a little bit deeper discussion on how financial institutions can really execute on embedded finance, maybe talking through some of those strategies or priorities that you did see in that report? Yeah,
Shanker Ramamurthy 5:49 sure. Maybe the first point I would want to make is that, you know, I did say something like 70% of the financial institutions are saying that embedded finance is at the core context to their strategy. When you double click on that, something like 20% of the financial institutions are already live with embedded finance initiatives around the world, and another 51% are in the process of implementing now. So that’s about that’s how you get to that 70%. It turns out that only 10% of the financial institutions from that universe have actually achieved the, their objectives. And turns out that for that 10%, it took them on average about six years. So this is not a one and done it. There’s a meaningful learning curve for financial institutions. And it takes about six years or so for them to fully achieve their objectives. Which in itself is interesting. It’s a long term game. It’s not a one or two quarter game.
Whitney McDonald 6:56 Now, you mentioned the open banking regulation. So maybe we can get into that how the CFPB is latest open banking regulation does fit into embedded finance, does this create a more level playing field that FIS have been asking for? How does this all kind of fit into the embedded finance puzzle? Yeah,
Shanker Ramamurthy 7:14 great question. So the CFPB with its new open banking rule. Now, by the way, this role is, you know, is still being worked through with comments and submissions being accepted until the end of this year 20. December, the expectation is that the bureau anticipates finalizing the rule by the fall of 2024. And, and when I look at the timeline, they’re initially going to apply to the largest financial institutions, the ones with, you know, assets in excess of $500 billion, if you’re a depository institution, and over 10 billion in revenue for non depository institutions. And then over a period of four years, it’s going to play out in that even the smallest depository institution will have to comply. So the meaningful amount of time in which this is, you know, this is going to play out, and this is kind of a long awaited, you know, program and it’s gonna apply to everyone, right, financial institutions, card issuers, digital wallets, and any other kind of consumer facing entity that holds, you know, consumer financial data. And the and the regulation is mandating that a consumers financial data will be shared with authorized third parties at the consumers request. So so it is going to open up the Financial Services landscape, you know, more so to everyone, you know, beyond financial institutions. And it’s also going to intensify competition between financial institutions in that they can reach in and access data, you know, for customers got more than one financial, in a banking relationship with more than one financial institution, that that data is going to be shared. Now. This is a regulation that’s played out in every other part of the world. It’s playing out here in the US as well. This is one more reason why financial institutions have to get into embedded finance, because it’s, it’s, it’s increasing competition. And it’s reducing the barriers for non financial services players to get access to financial information.
Whitney McDonald 9:46 Now, maybe it would be a good idea to talk through some examples of embedded finance and action, maybe some FIS that are ahead of the game or what embedded finance that you’re seeing in the space today.
Shanker Ramamurthy 9:59 Excellent. Question, I’d say, much of the most successful embedded finance initiatives actually have have been from, you know, what we call the growth markets. So if I and by the way, I started by talking about Asia PAC, some of the most compelling examples are really from Asia, Pac in Latin America, and so on, I’ll give you a couple, where we we as IBM have been very active IBM consulting have been very actively involved. The largest bank in India is called SBI, the State Bank of India, we’ve been working with them the last several years on their program called yono, you only need one, that’s a mobile, that’s a mobile based, you know, application. And, and effectively, what state bank of India have done through your now is they’ve created an online marketplace with over 100 partners in the ecosystem. So anything that you as a consumer might want to do related relating to electronic commerce, or, or travel or, or, or, or other, you know, things you might want to buy on the, you know, equalent of Walmart, you know, in India, you are able to through the yono app, access all those 100 Plus partners, and you as a consumer will get a better value proposition by going through the yono app to those 100 Plus partners, rather than approaching them directly. Now, what that did is it enabled state bank of India and yono to embed itself into a much broader range of workflows. Because people don’t wake up as an example, as a consumer, you don’t wake up in the morning saying, I want to use my credit card, you, you know, you wake up in the morning and say maybe I want to get myself a cup of coffee. And if you’re embedded in if a financial institution is embedded into that workflow, chances are, your products are going to be used by the consumer. So that was the journey that State Bank of India started on many moons ago, and their Chairman’s been up on stage, talking about how you know, has created Oh, well in excess of $40 billion of of incremental market capital State Bank of India, we’ve done similar work for, you know, other clients around the world, one of the more recent ones, is a piece of work we did for a Latin American bank. And this is about helping them embed themselves into the agri ecosystem, we created a platform working together with them. And whether it be advisory services, farm equipment, access to live Monday data, logistics, seed fertilizers, and so on weather patterns and a whole bunch of things that a farmer would would want to know, through this app that’s owned by this bank, your the farmer is able to get access to all these things. And as they do all these things, as they transition into needing financial services, this bank becomes the default for all the financial needs of the farmers. There’s similar work that we’ve done with DBS and Singapore, in multiple ecosystems. And you can, as you can see, this is a global phenomenon and a global trend, with extraordinary opportunity for financial institutions, to embed themselves into customer journeys, and drive a lot of economic value, both to the customer, and to the financial institution.
Whitney McDonald 13:48 Now, speaking of that opportunity, and thank you so much for providing those examples of embedded finance in use today. Those, those are great. So thank you so much for breaking those down. But speaking of that opportunity, maybe I can ask you to look ahead and give us kind of what’s ahead of us for the future of embedded finance, maybe what adoption might look like or what you’re seeing from a technology perspective, when it comes to embedded finance. And I mean, you can look into next year and the next five to 10 years, kind of however you want to take that future look.
Shanker Ramamurthy 14:22 Alright, so let me let me break it into maybe I’ll make three points. The first point is that we did we did notice a gap between consumer preferences and bank where banks are kind of focused on an embedded finance. And that’s going to kind of take care of itself over the coming years. So and what I mean by that on the first point is that banks are focused more on security and protection and new capabilities like buy now pay later, and peer to peer payment, while consumers are focused on areas like really good care. Customer Service, mobile wallet. And by the way, mobile wallet is going to be the capability for all sorts of other things, including digital currencies that are going to come in many countries over the next three to five years. And things like rewards. So it’s a bit of a disconnect between where banks that are investing in where consumers are really looking for capability that’s going to that’s going to take care of itself. The second point I’d make is, like I said, it’s a, it’s a six year journey, and about 10% of the banks are already there. 70% of the banks are on the journey. And we know for sure that those financial institutions are going to continue. And for the entire banking ecosystem, it’s going to create a lot of economic value. The third point I would make this kind of an important point is that a technology like generative AI, is going to accelerate the ability of financial institutions to provide greater and superior value, both in the context of embedded finance, but but also much, much more broadly. And so this is an area in which we as IBM are doing a lot a lot of work and up I’m, I’m, I’m sure you’re aware that we made announcements around technologies, like what’s an X, an investment and standards based, open generative AI technology, because we’re gonna live in what we call a multi model world, there are going to be multiple models that are going to be built. And when you think about embedded finance that requires consolidation of a lot of structured unstructured data, the ability to collaborate broadly across ecosystems, and partners requiring again, the need to traverse through multiple contracts, multiple documents, work with voice and text and other technologies. Generate to AI is going to be a profound and compelling technology is an area in which we’re making a lot of investment. And we know from the work we’re doing on the consulting side with our clients, that they are investing aggressively in it. So the combination of these exponential technologies, cloud, plus generative AI and ecosystems and partnerships, plus standards being either imposed by regulators, such as open banking, or collaboratively created through organizations like Biocon are going to provide an extraordinary capability for financial institutions to take advantage of embedded finance and drive a lot of value for the customers and for themselves over the next three to five years. Really exciting times ahead of us.
Whitney McDonald 18:12 You’ve been listening to the buzz, a bank automation news podcast, please follow us on LinkedIn. And as a reminder, you can rate this podcast on your platform of choice. Thank you for your time and be sure to visit us at Bank automation news.com For more automation news,
Technology service provider Fiserv continues to invest in its digital solutions including its digital wallet platform, CardHub, which allows real-time controls, transaction monitoring, digital wallet support and enables digital issuance of new, lost and stolen replacement debit and credit cards.
Fiserv clients include Microsoft and Google, as well as banks like Fort Lauderdale, Fla.-based Evermore Bank and Marlborough, Mass.-based Main Street Bank. The technology provider has a “variety of clients already using the digital issuance solutions and is adding more every day,” Jeri Scheel, senior director of product strategy for digital solutions at Fiserv, told Bank Automation News.
Bank Automation News sat down with Scheel to discuss digital issuance, adoption of the digital wallet and CardHub enhancements for digital card issuance, and more. What follows is an edited version of that conversation.
Bank Automation News: What is the state of digital wallet adoption today?
Jeri Scheel: Digital wallets are one of those areas that [have] really taken off as a result of the pandemic. A recent study, 2023 Global Payments Report, found in the last eight years in North America, digital wallets have become the leading online payment method. Digital wallet growth has actually come at the expense, to a degree, of cash. Cash use is down to 16% usage globally, and it’s expected to go down to 10% by 2026. So, cash is not king in this aspect.
Digital cards really help a financial institution meet cardholders’ unmet needs. Clients don’t have to go to a branch to pick up a card, they don’t have to wait up to 10 days to get their plastic, they don’t even have to be home to get the card. This is useful, for example, in high-stress situations when a card is lost during travel or when a card has been compromised. The client benefits because they can receive a new card digitally, and the financial institution benefits because the cardholder can start using the card immediately.
BAN: What are the benefits of the shift to digital issuance?
JS: The immediate benefit for digital issuance for financial institutions is revenue. Digital issuance means transactions, it means loyalty, it means engagement. FIs can issue a card and clients can keep transacting while they wait for a plastic card.
Additionally, FIs can avoid rush charges. If a client is on vacation or a business trip and needs a card, instead of shipping them a card, they can have immediate access to make transactions.
The Fiserv digital issuance product launched in March with a total of six clients.
BAN: How does digital issuance work?
JS: Within the digital experience, you get a text message, you click on it, and the card gets added to your digital wallet. When the plastic card arrives, there’s nothing else you have to do. If you don’t have digital issuance, and you get your plastic card, you would have to physically put it in the digital wallet. Whereas with digital cards, you’ve done it already. The CVV automatically updates in your wallet, and you have the plastic card available for your card-present transactions.
BAN: What is Fiserv working on in 2023 within the digital issuance space?
JS: Since March, Fiserv has issued about 15,000 digital cards and client and cardholder feedback has been taken very seriously. Through feedback, Fiserv has determined that one area that needs attention is the delivery of digital cards through text message.
When a digital card is delivered via text, the URL can be lengthy and might even be mistaken for spam. Fiserv is looking to convert the digital card URL into something more easily recognizable by consumers.
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