Introduction to Finov8r and Allan Rayson
Rory Holland (00:10)
All right, welcome to Mighty Finsights. I’m Rory Holland.
Allan Rayson (00:12)
Thanks for having me.
Rory Holland (00:14)
I’m joined by my friend Allan Rayson. So good to see you.
Allan Rayson (00:15)
Sitting here in Austin, Texas.
Rory Holland (00:18)
Yeah, sun’s coming in. Beautiful day. Springtime in Austin. Alan is the founder and CEO at Finov8r. And Finov8r, I’m just going to read a little bit about what your website has to say. Finov8r bridges finance and technology to deliver revenue and enterprise value for banks, fintechs, and corporates. With executive leadership and company building experience, Finov8r acts as an embedded advisor, offering C-suite level expertise in delivering revenue strategies, enabling using fintech and innovation.
Allan Rayson (00:47)
Love this. I must have some good PR people. Great writing.
Rory Holland (00:49)
You must, you must. So you’re based in Austin, and how long you been here?
Allan Rayson (00:56)
I have been in Austin since 2013. So call it 12, 13 years maybe. So this is, we were talking earlier, but this is my, I guess what would be my 12th or 13th South by Southwest.
Rory Holland (01:08)
Yeah, you’ve been around.
Allan Rayson (01:14)
I have, that makes me a little older.
Rory Holland (01:015)
But where were you born? Like where’s home originally for you?
Allan Rayson (01:14)
Oh man, that’s a tough question for me to answer. I grew up in a military family. So I was born in Tulsa, Oklahoma, at St. Francis Hospital. I’m a 76er. I’m of the 76 vintage. But when I was, I think I was like 11 or 12, my mom entered the military. So she joined the Navy. And at that point we were all over the place. So we lived in Japan for a while, Okinawa. Kind of that part of the world, lived on the east coast of the US, in North Carolina for quite a while. It’s been a lot of time in the New York, Connecticut area. So people asked me where I’m from and I’m like, man, I don’t know. I live in Austin now and I hope to never leave, so I guess that I’m from Austin.
Rory Holland (01:57)
Yeah, you get some roots. Now you’ve been here time. What would you say thinking about your child childhood and all the different experiences you had live in different places. Was there anything particular that like shaped you when you think about like who you are today based on your experience?
Learning to Adapt as a Military Kid
Allan Rayson (02:27)
Yeah. Man, when you grow, like it’s a tough, it’s admittedly a challenging upbringing as a kid, because it’s at least in the Navy. I don’t know about other other branches, but we were on 36 months rotations or my mom was on a 36 month rotation. I was along for the ride. But that means we’re moving somewhere new and you’re in a new environment, whether you like it or not, every 36 months.
So that could be fourth grade, could be seventh grade, could be 10th grade. For me, like our rotation came up at the end of my junior year. I was fortunate to get an allowance to stay at Camp Lejeune for my senior year. But when you’re sort of growing up like that and you’re forced into a new situation, kind of is what you make of it. So you get really good at adapting to whatever situation you’re in. Sports was always my way to plug in at my new school and, you know, kind of get integrated and plugged into that new environment as quickly as I can. But man, fast forward to today as an adult, like the ability to adapt, especially with the chaos that we’re living through right now. Being able to adapt, think, is a good trait.
Rory Holland (03:46)
Yeah, I talked to my kids about resilience. I think for those of us that, you know, I chucked a little bit off camera and previously just, childhood stuff and we all have our stories, right? But I feel like for those of us that maybe had some challenging childhood times, whether it’s moving around a lot or whatever it may be. And I teach my kids this too, because certainly I’m not perfect and I’ve made mistakes.
Allan Rayson (04:29)
You’re pretty close.
Rory Holland (04:30)
My gosh. Wish my wife was here.
Allan Rayson (04:32)
It’s on video and audio now.
Rory Holland (04:38)
She won’t leave me, so it doesn’t matter. But yeah the resiliency factor and then the being adaptable and that’s like it’s a great segue so I wanted to dive into Finov8r. One: I love the name dude.
Allan Rayson (04:09)
Thank you, man. I appreciate it.
Rory Holland (04:48)
It reminds me of a company I had called ID8, ID eight. Well, just drop an eight or eight or are on the end, I love it. And it seems like from what I know about you and what I’ve read about, if I just take my knowledge and relationship with you out of it, Finov8r seems like it’s such a great fit for you for a time in your career with all experience you have. So I wanted to just ask, can you give us like an elevator pitch? What service do offer? What products? What’s some of the core benefits that you generate?
What Led Allan to Start Finov8r
Allan Rayson (04:48)
Yeah. Of course I do. So, Finov8r is sort of the intersection of finance, tech, and innovation. That’s sort of where it all came from. I have spent, as you well know, I’ve spent probably the better part of last 20, 25 years building banks and fintechs. So, in several cases, kind of from scratch. And most recently was part of a team that, kind of back to 2019, 2020, we went out and acquired a bank charter, stripped that bank down and rebuilt it to a little over $4 billion in assets fairly quickly in a little over 48 months. That’s a pretty good run from an asset growth perspective. And I’ve done similar things. I’ve been fortunate to do similar things like out in the fintech space as well. On the on the payments, really on the B2B, B2C payment side of the space. So I’ve been doing things like that for a long time, love it, like love this space, love this industry. And now building advisory and consulting practice kind of in that same ecosystem of primarily banks, fintechs, and privately held corporates.
How Finov8r Helps Its Clients Grow
Rory Holland (05:58)
And what ways are you helping, like what are some examples of ways you help?
Allan Rayson (06:02)
I’m generally always tied to a revenue project. So, I tend to stay in the $1 to $10 billion in asset space as far as the banks are concerned. Those guys, it’s a great business model, but generally in that that size bank has one primary source of revenue tied to a net interest margin business, i.e. lending. So I’ll come in working on a couple of engagements right at the moment with banks and that asset size. I’ll come in and help them optimize that existing revenue stream and ideally build some new ones. Build some alternative revenue streams for them as well. So that could be fee business, could be interchange business, could be a whole host of things.
Rory Holland (07:50)
Yes, so you’re introducing likely, I guess, different technologies, different opportunities for revenue. So when you think about the tools in your tool belt, maybe, so to speak, where you’ve got all these relationships in the industry. It sounds to me like you’re kind of giving back a little bit now through consulting to others because you’ve learned so much over the decades.
Allan Rayson (08:01)
I hope so. I’m trying to monetize that but I’m trying to give back.
Rory Holland (08:05)
Living doing that? Well, you do it for fun, I know. But actually, that’s a… Reminds me of question I want to ask you. Like what inspired you to do this? Like you could have done so many different things. Because you could have gone to work for a bank, you could have gone to work for fintech, could have done a variety of other things. But you chose to start Finov8r, why?
Allan’s Source of Inspiration
Allan Rayson (07:27)
Man, it’s crazy because I have the same conversation with my wife a lot. She’s like, you could go back to corporate so easy and crush it. And I’m like, you know, I mean, maybe at some point, you never shy away from opportunity. But for me, being inside of a bank for so long and now being outside of a bank. I’m of the opinion and of the belief that like I can make a bigger impact being outside of a bank, especially in a consulting or advisory capacity. Can make a bigger impact being outside of a bank than inside of one, at this point with years and years of experience and sort of operator experience, builder experience, executive experience, all the things. So that’s kind of my why, in all honesty, trying to build a business, not shy about that. But at the same time, I can make a bigger impact being outside of a bank.
Rory Holland (08:27)
I think I understand that conceptually, maybe for the sake of the folks listening, I know there’s corporate policies and bureaucracy and processes and maybe a lack of momentum sometimes towards some of those things that you want to do. Is it because you feel like as being an outsider, you have more leverage or because you’re not part of the system necessarily?
The Art of Liability Growth in Banking
Allan Rayson (08:47)
Yeah, I think it’s a function of… I think it’s partially a function of the fact that banks tend to have a relatively similar set of challenges that they’re trying to solve. And I also think it’s a function of, you know, for so long, the industry has been focused on just asset growth.
Like we never had to worry about how are we going to fund asset growth. I just remember growing up in the business, I got promoted, I got comped, you know, my career evolved based on my ability to grow assets. And I always, in the back of my mind, I’m like, I wonder how we fund these loans. But I’m like, well, I don’t really care. I’m sure they’re going to get funded somehow. Somebody else is handling that.
And sure enough, the industry kind of rocked along pretty well until here recently, last two or three years. So I think it’s that as well. I think there’s a bit of not to be crude about it, but I think there’s a little bit of a skill set or talent gap in our industry with regard to the ability to build the liability side of the balance sheet, alongside driving asset growth. It’s a bit of an art as we’ve all experienced the last two or three years. So that’s kind of what makes me different. Having been and worked inside of banks, outside of banks, in the fintech space, in the corporate space, and also having like a really solid understanding of what drives profitability through this community bank business model and small regional business model. So that’s kind of my why and what makes me a little bit different.
Rory Holland (10:35)
Yeah, that’s interesting because you have such a different perspective and then you have the freedom to bring that perspective. Yeah, not inside of a company where you might have different personalities, different leadership styles. But if you’re a hired gun, so to speak. And I would say that’s kind of similar in some ways to like when I started CSTMR being able to bring my knowledge holistically of the industry and how it works and all the complexity and how to market a brand, build a brand, reach audiences, build pipelines, convert customers, retain customers, all that sort of thing. We often get hired to come in and address a problem or a potential opportunity and because they can’t do it themselves or maybe they could but it might they don’t really have the capacity or the tool set or whatever to do it or expertise. So I could totally see that. So how does, particularly in this evolving market like fintech, like this word that we use here that we use like it rolls right off the top for us right. Most people are like what is that for our world for our sake though and thinking about all the value you can bring to a client and helping them understand what the options are. And then they’ve got to not only get on board with it, but they got to integrate it, get it implemented and launch it. Tell me a little bit, I know there’s stories that you have or examples yet so far.
Allan Rayson (11:45)
Yeah, my sweet spot in the space is, and my skill set candidly is, kind of sitting in the middle of finance and tech. That’s sort of where I’ve built my career over the last 25 years. And have kind of top to bottom exposure for this business model and we’re talking about community banks, having a finance and tech background makes me pretty unique, but man, like tech and fintech is a tool. It’s an enabler, it’s not the end-all be-all. The banks especially really… Banks are great lenders and risk managers. They are not necessarily… They aren’t great about building a roadmap around a certain business model or monetizing technology, either to create efficiencies and strip OpEx out of the P &L or create new revenue streams. That’s not really their strength. They’re great lenders and great risk managers. So they often need people, kind of like myself, to come alongside them and help identify where can we build? Where can we build a new revenue stream? Probably gonna use some tech, probably gonna use some fintech, probably gonna build some infrastructure. But putting those puzzle pieces together is kinda how I generally explain it.
The Struggle to Integrate Fintech into Community Banking
Rory Holland (15:09)
Yeah, I can imagine the challenges that they’re facing now. My concern is them, is community banks staying relevant?
Allan Rayson (15:17)
Yeah.
Rory Holland (15:18)
And how can we as kind of folks in this industry that all have complementary skill sets like yours to mine and a lot of other people downstairs, the dozens of people downstairs, help community banks find a better footing. And so for this next generation, because wealth, the wealth transfers come in, you and I’ve talked about that. And like, what does that mean? And what does that mean for community banks more than ever? New revenue streams, better efficiency, but also more value to the market they offer. And in some ways, are you helping them unpack some of that and like, look at opportunities that they might not see for themselves?
Community Banks Are Vital and Disappearing
Allan Rayson (14:01)
Yeah, I mean, let’s be honest, there’s 40, call it 41, 4200 banks in the country right now. When I started in this business in early 2001, or even like dating back to financial crisis, 08, 09, I mean, there was twice as many banks at that point. So we’re definitely on a path towards consolidation, and we have been for years and years, that ain’t going to stop. My expectation is we’re probably going to land in the 2000 banks when we’re talking about this 10 years from now versus 4000 banks. So there’s no stopping the consolidation and change that’s going on in this space. But for those 2000 banks, whether it’s Austin, Texas or Raleigh, North Carolina or these like major metropolitan markets and even community markets. I mean, these are mission critical aspects of these communities, you know, to be able to put capital into the hands of small businesses and mid-sized businesses in these communities. I mean, that drives everything, like that drives that drives that businesses growth. It also drives employment in those areas. The trickle down is pretty remarkable, so we need those 2000 banks that are gonna be a part of this to, to your point, be as relevant and strong as possible. And profitable as well.
Rory Holland (15:34)
Yeah, because what does the future look like when you don’t have community banks? I don’t know. But I think we’re starting to turning to see it because it is changing so much.
Allan Rayson (15:42)
Yeah. I mean, if you look at the growth of the private credit markets, not that they’re really participating down market like that, but there’s alternative sources of everything these days, whether it’s product or capital that are slowly kind of eroding what banks do in general. But man, these community banks are just a mission critical component of, in my view, they’re a mission critical component of life in Austin, Texas, or even places that are much smaller than this.
Rory Holland (16:16)
I agree. And I guess that’s what growing up with several thousand more banks than exist today and then watching them dwindle and or, you know, get acquired and merge. I don’t know what the future holds, but it seems to me like the kind of work you’re doing can help them remain more relevant, be more competitive. My hope is they learn how to do that and they follow guidance and then they learn how to market better to compete.
Allan Rayson (16:40)
Well, they need you in that last mile. And marketing perspective.
Rory Holland (16:42)
I’m trying, I’m trying. You know, we definitely have conversations with community banks, and we want to help more, we’ve helped several yeah, and we work with some today. But I haven’t found that as many leaders of those banks are as intentional or concerned as I am maybe in some of those (missing word here).
Allan Rayson (17:02)
And that’s like that’s the other dynamic that exists in this in this space is you’ve got, you’ve got a segment of the community bank space, especially that really wants to evolve and grow and innovate. But then you’ve got another segment that you know that bank is a part of like a family business of sorts and it’s profitable and it serves its purpose and they’re not going to rock the boat. The market’s changing. All of us are going to have to evolve. That goes for me and you too.
Rory Holland (17:40)
Yeah, and I think they’re both going to get rocked one way or the other, and it is getting rocked. I think sometimes gently, sometimes not. But then when you think about the types of customers that you want to work with that aligns well with you, what kind of attributes do you look for, criteria? You mentioned the $1 billion to $10 billion, but more personal kind of things like chemistry values, like are those things?
The Future of Community Banks
Allan Rayson (18:03)
Yeah, you know, I’m working with several banks right now one of which is out in out of West Texas and Lubbock, Texas specifically where I’ve personally spent a lot of time so banks like that where they’re meaningful and growing parts of a community like Lubbock I’m all in on that, especially where they want to evolve their business model to be more of a resource to a smaller mid-sized business. I tend to, you ask about, kind of common traits. I tend to stay in that one to 10 space. I tend to work with banks and I would say fintechs as well that are commercially oriented. I don’t engage on too much like consumer or retail oriented stuff. It’s mostly commercially oriented. And those that want to grow, those that want to evolve their technology and evolve their business model and ultimately thrive from a profitability perspective as a result, that’s who I want to be working with.
Finov8r’s Target Market and Values
Rory Holland (19:12)
Where do see the biggest opportunity, for Finov8r first and then second for the market you serve for the community banks?
Allan Rayson (19:18)
Yeah, great question. You know, the biggest opportunity is really coming back to a place where we’re paying as much attention to asset growth as we are to the liability side of the balance sheet and building the deposit franchise, the right way with the best economics. To be able to do that, you’ve got to do some fairly unique things and you’ve got to be tuned in from a technology perspective. So, I think while the last two or three years have admittedly been a pretty big shock to the system for all of us, there’s going to be a lot of opportunity in that because now we are actually building better organizations, better banks that have better economics from a deposit franchise perspective. Leaning into what we already do well in this space, which is lend money. The industry is going to be a lot stronger as a result of some pain and misery that we’ve all experienced in the last two or three years.
Rory Holland (23:29)
Sounds like how we grow as humans. It’s funny.
Allan Rayson (23:30)
Seems like it, right? Why does it have to be that? Why do we have to get punched in the face to learn? That could be easier.
Rory Holland (23:29)
I don’t know, man. I take a couple of shots of the face.
So wanted to kind of take a step back and you’ve been in the finance industry a long time and like how did you find yourself in finance? Like did you intentionally go into finance or did it find you? Did someone introduce you to it? Like how did that?
Allan Rayson (20:52)
Good question. If I’m being honest, I needed a freaking job out of graduate school. And at that time, this was pre 9-11. This was the end of 2000, I’m coming out of graduate school, the dot-com bust hadn’t quite happened yet. The banks were hiring Comerica and in my case, that’s where I started my career as an analyst, which I had no idea what that meant. I’m like, man, you’re going to pay me forty two grand a year to train me and give me like, let me spend the next two years like training to be an analyst and eventually a banker with you? That sounds fantastic.
Rory Holland (24:48)
Sign up for that.
Allan Rayson (21:52)
Yeah, you know, I’m sitting here as a broke graduate students seeing the opportunity to make 42 grand a year in Dallas, Texas. I’m like, yeah, give me that. I’m all in I’ll figure the rest out later. And admittedly, at that time, there wasn’t a lot going on in the industry. There wasn’t innovation. We hadn’t quite made the digital transition wasn’t on anybody’s radar at the time, but now, fast forward, it’s game on. This whole industry is changing. The markets are changing. How we deliver banking product and services and who we deliver it to from a small and mid-sized business owner perspective. It’s been quite a journey. And then I would also share, especially for the younger audience, I took a lot of risk along the way as well. I mean, I just remember looking back, banking is a great career. You can have a life, ou know, you can build a family. At times I went against the grain and left like pretty high paying jobs to go pursue a startup in the fintech space and took second mortgage out of my home at that time to have the startup capital to be able to do that. My kids were still in diapers in those days and I had a mortgage and a wife and kids in diapers. So looking back, I’m not sure I would do it all over again that way. But taking some risk to learn, I think, is what I look back on. I guess, most favorably or most fondly, I would do that again. I would take some risk to learn. That’s fun to me, but also has made me more relevant, I think, kind of fast forward to today. I mean, there’s just not a lot of people that have finance banking backgrounds along with the tech and innovation background as well. So it’s been a lot of fun, but not without a lot of risk.
Opportunities in the Fintech Space
Rory Holland (24:00)
Yeah, there’s so much value in when you leverage something like your home, I’ve done that too, to start a company. It’s all on you. It takes a lot of commitment to do that. And you got to believe in yourself. I think sometimes, when I was talking with that you met Alex McLeod earlier, and it was just really neat to talk with her just about the mindset of founders of companies, the challenges we go through, the self-doubt that we have, I know I share that, and having good people on your side, which is gonna lead me to my next question. Good people on your side that can help you keep your eyes focused in the right direction, remember who you are, what you’re capable of. We’re all capable of so much more than we think we are. Sometimes we need people to remind us of that, particularly in the early days of when you leverage your house. So question I want to ask you is who along your journey has been a key influence and what did they teach you?
Personal Journey into Finance
Allan Rayson (24:46)
Yeah, I mean, there’s been handfuls. I feel like like, as I look back, certain people have sort of come into my life for a period of time. Sometimes it’s a short period of time, sometimes it’s a long period of time, but for me sort of back to I guess how I grew up and just being able to adapt to whatever’s in front of me or whatever situation I’m in, that’s what I lean into as well, but also being able to lean into people that I trust that have maybe blazed the trail before me. Or have skill sets that are not the same as mine, you know, and maybe see the world a little bit differently and kind of being open to that, like being open to whether it’s an old banker, mentor or, honestly, my uncle that used to be way up the food chain at Deloitte and kind of people in between over the years just being honest with myself, I guess, to know that, man, I don’t know at all. Like, I know what I know, I know what my journey’s been like, I do not know at all. And I need the voice and the perspective of those around me to ultimately help me build what I’m trying to or get over a hurdle or whatever it may be.
Rory Holland (26:19)
I imagine your community has grown so much over the years as he, I know you we know a lot of people. It helps a ton to have a community. It’s hard to do it on… we really can’t do it on our own. I think there’s this misconception, I know with some of the younger people I can always I can only speak for my kids and then some of their friends, that they they see the success of these folks on Instagram or Tiktok or whatever maybe and they’re like they just always they’ve just always been there I’m like, there’s a story somewhere from childhood to that. And I’m sure they’re not, when they say they’re self-made, that’s not a true statement because you can’t do it by yourself. You just can’t. So the power of community I think is great. And I think the Fintech House is a great example of what Alloy Labs has put together here.
Allan Rayson (27:00)
Yeah, I agree.
Future Plans for Finov8r
Rory Holland (31:12)
So what’s on the horizon for Finov8r this year? Like any exciting projects or goals or anything you want to share?
Allan Rayson (27:09)
Yeah, you know, I only do, I am not a high volume guy. I only did, I think six or seven engagements last year and all of 2024. That’s about my sweet spot because I’m solo. I hope it’s always that way. build infrastructure around me, but it’s just me and that work. I tend to keep it pretty contained, but pretty deep dive with respect to the engagements that I work on. But for this year, so I guess where I’m going with that is, I’m only scalable as you well know, in the professional services consulting advisory business, I’m only scalable to a point, unless I want to go work 100 hours a week, which I don’t.
So for me, that is taking me to a place where I’m about to launch a paid subscription component to my business, kind of coming alongside the advisory business. Paid subscription and paid content for me is me delivering 25 years worth of experience to bank executives, fintech founders, privately held corporates in the form of content that they can read and listen to and watch video of. So I literally will ask a subscriber, I want you to tell me, what are your top two priorities for the second quarter of 2025? I’ll take that on, I’ll return content and insight that will help them meet those challenges or meet those opportunities. I’ll then come alongside that subscriber with four or five hours worth of advisory. And so that could be either like we have a specific objective we’re trying to get done in those five hours or that could be a subscriber, hey, we’ve read what you wrote for us. We’ve listened to what you’ve put on audio for us. We want to use those advisory hours to deepen what we heard from you or what we learned, because we want to go incorporate that into our business tomorrow. So that’s sort of the future for me is to continue to do six or seven pretty deep dive meaningful engagements in 2025, but also bring a paid subscription component to the world as well. Try to make a bigger impact.
Rory Holland (30:00)
I love that, that allows you to spread some of that impact that you can make to other people. Yeah, love that. You and I talked about that, I think it’s professional services. It’s hard to replicate ourselves. We can do it to a degree for sure.
Allan Rayson (30:10)
I also think, this is a little bit off topic, but be curious to your thoughts, I mean, for what we do in the in the advisory space, we’re constantly writing and we’re constantly building SOPs and documentation and white papers and resources on behalf of our clients. And in general, we pretty much live on Zoom, or at least I do. So where I’m going with that, like the opportunity that we have to let LLMs work on our behalf, that’s something that’s also on my mind in the context of the advisory business is like building an agent that is sort of my proxy and allowing that agent to ingest all the things that I’ve personally written and built over the years in just hours and hours and hours with the Zoom calls for what those are worth. AI specifically is going to play a big role in our space on the consulting side, just like it is in banks and other places. So that’s a priority for me as well this year.
Rory Holland (31:21)
I want to see pull that off because I think it’s so great that AI can give us that ability. I certainly have, you I’m exploring it. Primarily because it’s fairly common to have a conversation like on Zoom, for example, since I spend my days on Zoom too. And I don’t necessarily feel like I might be giving someone much value in a half hour, like an intro call. But then I often hear, “Boy, this has been really great.” I’m like, “Well, I didn’t really do anything.” They’re like, “Yeah, but you helped me answer these questions.” I had never thought about it that way, or I just didn’t know the answers to them. So I’m thinking about that too. Again, back to the, my heart in that is just to help more people because I know more people being successful will just make the world a better place. So how can we do that more? And I think LLMs are a great way to look at it. So I would definitely like to explore that with you more.
Fintechs and Banks Will Need to Collaborate Closer
Rory Holland (32:13)
All right. So one last question. Where do you see, this is a big wide question, where do you see the industry, fintech industry heading from here? Like the next three to five years with all the nuts stuff that’s going on around between AI and the Fed and all this other thing.
Allan Rayson (32:23)
Three to five years man, it’s hard to look at.
Rory Holland (32:25)
Three to five days?
Allan Rayson (32:23)
It’s hard to look three to five days in front of us. Man, I see, fintech, speaking of getting punched in the face, I mean, fintech has experienced, it’s been a rocky ride over the last two or three years, especially as there’s less capital, less venture, less resource coming into that space. I think we’re to a point where we’re on stable ground. There’s enough venture that’s active still in the fintech space for it to continue to be a viable part of what we do. I think the fintechs are, and in the context, when I refer to… In my world, fintech is product that’s coming through a bank channel primarily. Fintech that’s selling their product to a bank or otherwise has like huge reliance on a bank from an infrastructure balance sheet perspective. The fintechs are really figuring out what’s important to the banks and helping them create, helping the banks create the balance sheet impact and or the P&L impact that they want to be able to realize. Fintechs are learning more and becoming more in tune with, okay, we’ve got a great product. We’re best in the world at what we do from a technology and software development perspective. They’re gaining ground in their understanding as to what produces a great impact for a bank from a balance sheet, our P&L impact and in turn, what creates a great impact for a small or mid-sized business owner. That’s the future. I’m kidding about the three to five days, but over the next two, three, four, five years, banks and fintechs are really gonna be more in tune than they have ever been with respect to those outcomes that the banks want to produce.
Rory Holland (39:45)
Great insight. Man, Allan Rayson, Finov8r.
Allan Rayson (39:47)
So fun, man. Thank you for doing this.
Rory Holland (39:53)
Oh it’s my pleasure. Good to have you on.
Allan Rayson (34:37)
Right in our backyard in Austin, Texas. I appreciate it.
Rory Holland (39:53)
That’s right. We’ll have to do it again.
Allan Rayson (39:55)
Love it.
Rory Holland (39:57)
Thanks buddy.
***End of Transcript***
