Mireille, please tell our readers a bit about your journey and what led you to your current role as CMO of Regnology.

Over the past two decades, my career as a marketing professional has been deeply rooted in supporting enterprise financial software companies. Early in my career, I had a brief stint with a niche vendor specializing in connectivity for listed derivatives. I then spent nearly 12 years at Murex, where I grew into a marketing leader within a global organization. This period was a remarkable chapter in my career, during which I honed my skills in all areas of marketing and communications. I also gained valuable insights into the challenges of financial and capital markets, thanks to the expertise of the subject matter experts I worked with. This experience enabled me to develop agile methods for building a scalable marketing organization capable of keeping up with Murex’s rapid growth, as the company tripled in size, revenue, and geographical footprint, becoming one of the most recognized global leading providers of front-to-back-to-risk trading platforms. I reconnected with electronic trading and connectivity during my tenure at Ullink, applying the foundational skills I had developed early in my career to support the company’s growth ambitions and its subsequent merger with Itiviti. After a detour with an AI start-up specializing in NLG reporting solutions, I rejoined Itiviti in 2020 to work with Rob Mackay, who had been appointed CEO in 2019. Following the acquisition by Broadridge, I supported the company’s transformation into Broadridge Trading and Connectivity Solutions and spearheaded the branding strategy. My move to Regnology was largely motivated by the opportunity to work again with Rob, Linda Middleditch (Chief Product Officer) and other colleagues who had played a key role in Itiviti’s success story.

Given your extensive experience in the software industry, what are some of the most significant changes you’ve observed in marketing over the past two decades?

My passion for marketing stems from its role as a core business function, bridging the gap between supporting a strategic vision, crafting a value proposition, engaging target audiences, and delivering business impact. In the early days, marketing was often considered primarily for its creative aspects, sometimes relegated to a support function disconnected from the core business, particularly in the B2B realm. The go-to tactic for lead generation would be in-person events or tradeshows with a heavy reliance of print collateral and goodies. Today, this perception persists in some cases, reducing marketing’s role to tactical execution of short-term sales activities. However, the rise of digital, evolving buyer behaviors, and the growth of the martech landscape have highlighted the strong correlation between effective marketing and business success, proving its capacity to accelerate growth and scalability.
Key changes include:
● Marketing activities are now quantifiable, offering data-driven insights into the effectiveness of channels and content in engaging audiences and showing their impact on revenue.
● Digital channels have become essential elements of a company’s growth strategy. Websites and social media must be both attractive and seamlessly integrated with CRM systems and marketing automation.
● Content has taken center stage, and as we move towards a cookie-less world, the quality of content and its alignment with the target audience’s pain points will become even more critical.
This comes with an imperative to adopt a holistic approach building on a keen understanding of the market and its dynamics, investing in digital marketing and consistently executing multi-channel campaigns by leveraging automation and the capability to deliver personalized messages.

Regnology focuses on regulatory reporting. How do you approach marketing in such a niche and specialized industry? / You’ve led marketing efforts at companies like Murex and Itiviti. How does marketing in the fintech industry differ from other sectors you’ve worked in?

Regulatory reporting is inherently complex, demanding organizations to adhere to detailed and varying standards across jurisdictions while accurately capturing, processing, and reporting large volumes of data. As a marketer, I apply the same principles here as in any other field I’ve worked in. Success in marketing hinges on engaging with subject matter experts and leveraging their insights to inform the marketing strategy. Understanding how our technology helps regulators and the regulated solve the regulatory data conundrum, streamline the reporting and data collection processes and offer augmented infrastructures leveraging cloud and AI is crucial for crafting relevant messages. Equally important is aligning with the sales team to ensure we create deliverables and execute activities that achieve the necessary scale to reach both current and potential customers. Content marketing is a fundamental driver, though the channels for regulatory reporting are probably scarcer compared to the trading space for instance. Although Regnology is a young brand with just three years of existence, we have the significant advantage of leveraging over 25 years of expertise and recognition, supporting thousands of financial institutions in their reporting processes and covering over 70 financial authorities across the world. We also host the RegTech Convention, one of the largest conferences dedicated to financial regulation, now in its 31st year, providing a unique forum for regulators and the regulated to discuss current regulatory and technology topics.

M&A preparation and strategy are critical areas in your expertise. How do you align marketing strategies with broader business objectives during mergers and acquisitions?

From a marketing perspective, mergers and acquisitions present the challenge of integrating new elements into the overall offering while keeping the value proposition consistent and enhancing it where necessary. It’s crucial to manage change effectively while ensuring business continuity. The due diligence process is essential for understanding the new entity’s value proposition and identifying how it contributes to the organization. This enables us to anticipate the impact on ongoing marketing programs, whether they strengthen existing offerings, expand geographical reach, or target new audiences. Integration unfolds in phases over time, involving a continuous learning process where people, cultures, and work habits intersect. Although it doesn’t happen overnight and comes with its challenges, M&A ultimately serve as powerful growth accelerators. For Regnology, considering the specificities of regulatory reporting, M&A have accelerated knowledge transfer, added expertise, and efficiently expanded our footprint.

AI is rapidly changing the marketing landscape. How do you see AI influencing marketing strategies and initiatives today and in the future?

I believe AI will deeply integrate into marketing, influencing a wide range of channels and tactics. In the martech space, AI can already help automate processes and fine-tune campaign tactics in SEO and paid advertising for instance, enhancing their precision and effectiveness. It also helps to optimize content for search engines and improve campaign performance by identifying the most successful strategies. Furthermore, AI supports content creation by uncovering innovative business ideas, jumpstarting content production and developing more personalized and tailored messages.
I see AI as a valuable tool for taking over routine, repetitive tasks, allowing marketers to concentrate on strategic efforts. It also has the potential to provide exceptional data intelligence by recognizing patterns, offering fresh insights and provide advanced analytics.
However, as AI usage becomes widespread, there is a risk of uniform content and tactics being disseminated across organizations. I think that in a world where the use of AI is widespread, developing a unique and distinctive voice will be more than even a key differentiator to deliver successful marketing tactics.

What are some challenges you face when rebranding or launching new products, and how do you overcome them?

The marketing challenges with Regnology are diverse and complex. The company brand is young and aiming to gain global recognition, the organization is integrating multiple tech stack into its offering through its active M&A, the product vision is driven by technology innovation and constantly evolving, which adds another layer of complexity.
The decision was taken early on to develop Regnology as a branded house rather than a house of brand. By implementing a company-led brand strategy, we aim to amplify the investment made to introduce Regnology and use it as an umbrella brand that extends to our entire solution offering.
Regnology has a singular focus on regulatory reporting. Our goal is to develop Regnology into a household name synonymous with “Regulatory Reporting” and “Tech” expertise, reflecting the foundation of our company name. This caters for the potential disruptive effects of M&A avoiding confusion and cannibalization across our tech stack. Additionally, we want to prevent the need for repeated overhauls of our brand system when integrating new offerings. We are developing a brand system that permeates from the company level to our platform and all solution lines, while still giving room to assess the brand equity of acquired companies and products and integrate them into the brand system.
From a branding perspective, my goal is to achieve high brand equity by consistently enhancing brand recognition across all touchpoints at the company, platform, and solution levels.

Lastly, what advice would you give to aspiring marketers who want to make a significant impact in the fintech industry?

My advice to an aspiring marketer aiming to make a significant impact in the fintech industry is to cultivate a strong sense of curiosity. You need to be equally passionate about mastering marketing strategies and understanding the intricacies of the financial industry. Treat marketing as a core function and forge strong alliances with product and sales teams, as well as HR (for employer branding for instance), customer success, and partnership divisions. Harness the power and insights provided by AI and digital marketing but remember to blend in the art of marketing to create meaningful connections and memorable experiences for your target audience.

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Chris, please give us an overview of your role at Xactly, its approach to product development, and how it has evolved in recent years.
As the SVP of Products at Xactly, I manage Xactly’s global Product Strategy, Product Management, Product Marketing, Product Operations and Product Success functions and am responsible for optimizing Xactly’s products to reinforce our position as the only AI-powered platform that combines revenue intelligence and sales performance management to help organizations transform their revenue operations. In my role, I focus on formulating and executing product strategies that drive sustainable competitive differentiation and market leadership, allowing organizations to unlock their full revenue potential.

Our approach to product management has evolved substantially over the years. We’ve complemented our annual roadmapping process with a long-term innovation framework and a short-term agile development process. This allows us to balance our focus on where we need to go over the next few years with what we need to get done in the next quarter or two.

What inspired Xactly to move from a traditional annual product roadmap to a multi-year innovation framework and quarterly agile development process?
Technology is evolving at a pace we’ve never seen before and with the emergence of Generative AI, the pace is only going to accelerate. Xactly has also been on a portfolio management transformation for the past few years; maturing from a multi-product organization to a true platform-first organization. To allow us to exploit the ever-changing technological climate and to effectively execute upon our product strategy transformation, we realized we needed to institute ancillary processes around the traditional annual roadmap planning process.

How do you balance the need for long-term visibility with the flexibility of short-term agile planning?
Although an annual roadmap establishes the key areas of focus for the upcoming year, agile development ensures we’re decomposing our roadmap into manageable bodies of work to allow us to deliver new features and products in a highly predictable way. By incorporating a multi-year innovation framework, we’re able to objectively determine where we should be placing our bigger bets and track the potential impact of those innovations along their journey to market.

What were the biggest challenges Xactly faced when transitioning to this new agile development approach, and how were they overcome?
The risk of change fatigue comes with any process transformation. We’ve discovered significant operational benefits by applying our quarterly agile process, which we’ve leveraged for a few years now. Earlier this year, we determined it would be best if we temporarily pause making additional changes to the process to allow our R&D teams to focus on executing the process, rather than continuing to refine it.

How has the adoption of a multi-year innovation framework impacted Xactly’s ability to innovate and respond to technological changes?
Our multi-year innovation framework has had a profound impact on our ability to innovate and respond to technological changes. We now have the capacity and tools to objectively assess the choices we should make, which could take multiple years to manifest into material benefits for our customers. Innovation is typically one of the most difficult things to get right. However, it’s required if you want to stay ahead of the market. The harsh reality is that most long-term innovation attempts don’t pay off for organizations. We’re using our innovation framework to stay on the right side of that equation.

How has the shift to a quarterly agile development process affected team dynamics and collaboration within Xactly?
Xactly has always been a highly collaborative organization, but the application of our agile development process has unlocked a whole new level of cross-functional collaboration. In most research and development (R&D) organizations, engineering and product are separate functions expected to work closely together. That’s the case at Xactly. But with the agile development process, our teams operate as one. Due to the planning we incorporate into the process, we’ve also seen the collaboration with our peers in go-to-market and customer experience improve as well. The process drives visibility and alignment.

In what ways has customer feedback been integrated into the agile planning process, and how has it influenced product development?
Software companies take risks in various ways to drive innovation and stay competitive, such as adapting new technologies like AI. Since we are constantly taking risks, we need rapid and timely feedback to determine what’s working and what requires a pivot. At Xactly, we leverage a launch strategy which allows us to release new capabilities in phases to solicit feedback early and often before those capabilities go to general availability (GA). For example, we might release a new capability to pilot, where technically the feature is code-complete, but we expose it to select customers, internal stakeholders, and partners to work with it and provide feedback. This allows us to apply improvements to the capability as we progress through the Beta phase; such that when we get to GA we’ve hardened the capability and have a degree of confidence regarding the value it will unlock for our customers.

What metrics or key performance indicators does Xactly use to measure the success of its agile development and multi-year innovation framework?
The KPIs we measure related to our agile development process are primarily focused on velocity and adherence to the committed scope. This ensures we’re building and shipping code quickly. The measurements of success for our innovation framework are different and depend on the innovation we’re contemplating. Those measurements could be related to validating product-market fit, understanding the potential profitability of the capability, or even bringing clarity to the total development timeline.

What advice would you give to other software enterprises looking to implement a similar agile development and innovation framework?
My advice would be not trying to operationalize both of these processes at the same time. First, you should identify what the biggest current challenge is and if it is related to development velocity and alignment or related to driving competitive differentiation. Based on that, choose the most appropriate process that addresses the current challenge. Then when operationalizing one of these processes, ensure you have executive buy-in and acknowledge it will likely take multiple years to get right. With the proper governance model, organizations will know when they’ve optimized enough and can then reap the benefits of the improved process.

How do you foresee the agile development process evolving at Xactly in the next few years, and what future trends do you anticipate in product roadmapping and innovation?
In the next few years, I’m looking forward to continuing to increase our pace of innovation leveraging these processes. We’ve taken the time to build an integrated framework balancing short-term and long-term planning and we can now benefit from that.

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Tell us about your background and what drove you to work in your current field.

I left school at 16, not out of a desire to start working immediately, but because the traditional educational system felt constrictive. The challenges were not just academic; my childhood was overshadowed by the strife at home, where the constant discord between my parents created a chaotic environment. In that turmoil, creativity became more than an escape, it became a means of survival.

This wasn’t merely about discovering a passion; it was about preserving a part of myself that the pressures of a typical path could have easily extinguished. My professional journey began in creative production, a field where I could transform my ideas into reality and empower others to explore their own creative potential.

As I climbed through the ranks, from my initial steps at FMG to my leadership role at Ceros, my career was more than about ascending a corporate hierarchy — it was about proving that adversity could be a catalyst for innovation. My tenure at Ceros was driven by a core belief in the vital role of creativity and its power to inspire and transform.

Recently, I made the significant decision to step down as CEO of Ceros. This move was guided by the same principles that have always directed me — authenticity and a deep understanding of my own capabilities and the needs of the company. Recognizing that Ceros required a different type of leadership to thrive, I chose to pass the mantle to someone equipped with the precise skills needed for its next chapter. This transition marks not an end, but a transformation — an opportunity to explore new paths and continue advocating for creativity from a new perspective.

As I continue to serve on Ceros’ board and support our new CEO, my journey remains fueled by a relentless passion for creativity, a trait that has defined my entire career and will continue to define my future endeavors.

Why should creatives embrace AI as a collaborative companion rather than something to fear?

To put it bluntly, AI is here, and ignoring it isn’t just unwise, it’s a potential professional peril. The apprehension many feel stems from a perception that AI challenges the essence of what makes us human: our innate creativity.

Creativity isn’t exclusive to artists or musicians; it’s the fundamental trait that distinguishes us as a species. Our ability to imagine and create out of nothing is our unique gift. And yes, that can make AI seem like a threat. However, if we start viewing AI not just as a tool but as a collaborator, the entire scenario shifts.

Right now, as I articulate these thoughts, I’m collaborating with Gemma, my AI assistant. This interaction isn’t just functional; it’s transformative. Gemma isn’t just processing my words; she’s enhancing my creative expression.

Embracing AI as a collaborator is akin to forming a dynamic duo, like Batman and Robin. Sure, sometimes AI might come up with better ideas — just as any team member might. But that’s the beauty of collaboration. It pushes you, challenges you, and ultimately elevates your creativity.

By integrating AI into our creative processes, we enhance our capacity to innovate and execute, making the world a richer, more imaginative place. That’s the future I see with AI — where our creative spirits not only survive, but thrive through collaboration that knows no bounds.

Why does creativity matter in an ever changing AI-focused world?

Our world is facing a barrage of unprecedented challenges between climate change, societal shifts, economic upheavals, and energy crises. Each one of these issues is a path we’ve never trodden before. In such a landscape, creativity isn’t just useful, it’s crucial. It’s our most dependable guide through these uncharted territories.

Creativity allows us to imagine solutions where none seem apparent, to innovate beyond the limits of current knowledge and technology, and to see opportunities where others only see obstacles.

As AI continues to evolve and reshape our world, it too presents a sort of frontier. One that’s ripe with potential, but riddled with complexities. Here, creativity becomes more than a skill; it becomes our survival strategy. It’s what enables us to interact with AI not just competently but profoundly, ensuring that as we harness this powerful technology, we do so in a way that solves real-world problems and enhances human life.

What do you predict for the future of AI + creativity as more and more companies look to use it?

The union of AI and creativity isn’t just a trend; it’s the next industrial revolution. Only this time, it’s for ideas. As businesses increasingly harness this dynamic duo, we’re not just witnessing incremental changes, we’re standing on the precipice of a creative explosion.

So, what’s my prediction? Two years from now, there will be two types of companies: those that have harnessed AI and creativity to redefine industries, create groundbreaking customer experiences, and tackle the world’s most daunting challenges—and those that go bust!

Simon, how do you see AI enhancing creativity, and what is its current role and functionality in the world?

AI enhances creativity by helping you unlock new ideas and pathways we may have never thought of on our own. Quite frankly, AI helps you get started! It can be used as an extended team member or a creative collaborator, to evolve existing creative ideas alongside us, rather than just take over creative work entirely. And this is exactly how its current role in the world should be viewed as — a collaborator! Not something to fear or a threat.

If you have that mindset, you will be way behind the advancements happening at every business right now in the world. AI pushes you, challenges you, and elevates creativity in unthinkable ways.

Can you share how you transformed Ceros through strategic decisions based on AI and technology?

My vision for Ceros was driven by a core belief that unlocking creativity matters. And that creativity is a special recipe that only humans have, and it’s magical.

When I really started to understand and utilize AI, and see what it could do, it was like a lightbulb went off. I thought, ‘what if we could combine this incredible technology with the raw creativity of humans?’

I knew that if we tapped into how creative humans are and we mixed this with incredibly collaborative technology, this would be something that no one has ever seen or experienced. It would really empower brands to create richer, more engaging experiences with their content and tell better stories. And that’s how Ceros got to where it is today!

How do you inspire people to be creative in all aspects of their work?

The four C’s are the simple framework to creativity, and have guided me throughout my entire life. These are Curiosity, Connections, Courage, and Celebration. If people embrace these things, it should inspire them to be more creative within their lives and work.

Curiosity is about being genuinely interested in the world around you. Remember, everything you see was created by someone no more intelligent than you. So, get curious, get playful, explore, and learn.

Connections are crucial. Look for links where others see none. Find those bizarre, seemingly crazy connections and combine them in unique ways to manifest something truly novel. That’s creativity!

Find the courage to share your creative ideas with the world. Be courageously honest with yourself about your strengths and weaknesses. Overcome your fears, doubts, and uncertainties, and take action.

Celebrate your creations! Enjoy how others interact with and experience what you’ve made. This joy will take you back to step one, making you curious and reigniting your curiosity about your next creative endeavor.

There is often a stigma against CEOs, especially in tech. How did your genuine, human approach help counteract this perception?
Being human is at the core of who I am. I’ve always stayed true to myself and been transparent about my motivations for building Ceros and managing the business when I was the CEO.

But a human approach isn’t just about being vulnerable, transparent, and authentic. This alone won’t do it. And being strong willed, determined, focused and tenacious alone won’t do it. You’ve got to put them both together to balance the soft and the hard. And that’s a good spot for me, I exist quite well there.

This has allowed me to have deeper connections with others and build more trust than I could’ve ever imagined. And the more trust you build with others, the more likely they are willing to communicate and trust you back.

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Anil, as the CEO of CorServ, how do you view the opportunity of payment-cards-as-a-service solutions in the current market?

Payment-cards-as-a-service solutions represents a significant opportunity in today’s market. There’s an increasing demand for more flexible and integrated payment card solutions both from fintechs and banks. With our innovative API-based solutions, we can provide the modern infrastructure they need to quickly launch configurable card products.

We enable our clients to provide modern card offerings without the substantial upfront costs and complexities. We provide systems that enable our clients to leverage relationship data about their customers to make better decisions and win in this market. Through CorServ, banks and fintechs can easily integrate credit, debit, or prepaid cards into their ecosystems, thereby enhancing customer engagement and opening new revenue streams.

Overall, these trends make it an exciting time to be in the card issuing space, as we are well-positioned to help our clients innovate and meet the dynamic demands of their customers.

Can you provide insights into today’s payment card landscape and the growing importance of commercial cards for community banks?

In today’s payment card landscape, community banks have the unique opportunity to introduce commercial credit cards to deepen their community relationships. The impact on client retention and loyalty is substantial, leading to increased deposits and profitability for the bank. Offering a best-in-class commercial card solution by the banks’ treasury management team is essential to deepen such relationships.

For community banks, commercial credit cards can generate a growing revenue stream in fee revenue since the profitability of commercial cards is among the highest across all credit card products. Additionally, the credit risk for relationship-based commercial credit cards is lower than other credit card products given the product structure, controls, and payment timeframes. Offering commercial cards with leading-edge functionality is an effective strategy for community banks to differentiate themselves from larger national banks.

Considering your background in risk management, marketing, technology, and portfolio optimization, how do these skills shape CorServ’s approach to innovative payment card issuing?

These are some of the areas that make our solutions more robust, compliant and scalable to drive growth and innovation in payment card issuing.

Risk management ensures that our payment solutions are secure and reliable. We focus on developing best practices in underwriting, advanced fraud detection and prevention tools, that are vital for protecting our clients and their customers from financial threats.

We provide targeted marketing strategies to reach potential clients and incorporate analytics and market insights into product development, ensuring our offerings are both appealing and relevant.

Modern technology is core to our offering. It includes everything from secure, scalable infrastructure and portals to integrating cutting-edge features like virtual cards and mobile wallets, which are crucial for staying ahead in a tech-driven industry.

We assist clients in managing their optimizing their portfolio. We analyze performance data to recommend enhancements to maximize client profitability and customer satisfaction.

How does CorServ’s Payment Cards-as-a-Service API (PCaaSA) technology empower companies to issue payment cards for various business models, as outlined in the innovations list?

CorServ’s PCaaSA technology is a modern payment card issuing API platform developed to enable innovators to create their card programs with ease and flexibility. With secure, open APIs, configurable cards and accounts all supported on a developer-friendly platform, PCaaSA is effective for any business model. Our modern issuer processor takes a developer-focused approach, and we also work with our clients to customize APIs for their unique purpose.

We have relationships with several sponsor banks. This allows our fintech clients to launch a program with an existing sponsor bank on our platform or bring a new one to integrate.

We provide several program management capabilities such as fraud management, dispute resolution, and plastics management to accelerate the launch with optional integrated services.

Our clients not only benefit from the streamlined technology but also from CorServ’s deep experience in payment card issuing to ensure they can navigate easily through the typically complex process.

Could you elaborate on how CorServ’s deep experience ensures that companies can navigate the typically complex process of launching payment card solutions with ease?

CorServ brings decades of experience in payment card issuing to efficiently guide companies throughout the entire program. When launching a new payment card solution, CorServ provides all the information and resources needed to customize a product to fit the needs of the company. At its core, PCaaSA is an API system for payment card handling, with the underlying data structures defining which API calls are available and how to interact with them. Our clients can leverage our user interfaces or build their own user interfaces and business logic interfacing through CorServ’s API’s and have access to all services in a fully functional test and integration environment to ensure a smooth production implementation.

How do you envision the future impact of CorServ’s innovations, particularly in the payment card issuing space?

Envisioning the future impact of CorServ’s innovations, especially in the payment card space and through partnerships, I see a transformative change in how companies view the opportunity for payment technology and embedded finance.

By providing more accessible and flexible payment solutions, we can help banks and fintechs achieve a greater purpose by reaching underserved customers. We enable our clients to create a more intuitive and user-friendly customer experience. As the economy continues to shift towards digital transactions, our innovations will support this transition by providing robust, scalable, and secure payment infrastructures.

Can you please share your experience as the eCommerce Director at Mondi and how it has shaped your professional growth?

As the eCommerce Director at Mondi, I lead the development of packaging strategies tailored to online businesses. Balancing economic goals, sustainability, and consumer expectations is crucial, and so I remain up-to-date on industry trends and how to integrate sustainable practices into our solutions.

Challenges such as shifting consumer behaviour, government regulations and climate change have allowed me to hone my skills in strategic planning, stakeholder management, and sustainability advocacy as well as stretch the boundaries of innovative thinking within the packaging design process. Overall, this role has significantly shaped my professional growth by navigating complexities and driving positive change in the eCommerce packaging sector.

How crucial do you believe collaboration between eCommerce platforms, packaging industry stakeholders, and other entities is to addressing sustainability concerns and meeting consumer expectations?

This collaboration is essential, and we are working together to discover and enhance solutions that are better for both the planet and consumers.
Amid the Covid years, eCommerce saw a significant surge. This landscape has shifted, and consumers are closely considering where they find the best value for their money. Online offers are not automatically favoured, as physical stores can attract customers with special deals and typically incur lower transport costs.
Companies in the packaging and transportation/logistics sectors collaborate as an example of a value chain partner. We can contribute to sustainability and reduce CO₂ impact by optimising the efficiency of delivery fleets, enabling more packages to be transported within the same space.
Moreover, alongside meeting consumer expectations, sustainability demands, and a genuine ethical commitment to environmental stewardship, the entire value chain can partner with brands and retailers to drive rapid progress across the sector.

How do you approach developing eCommerce packaging strategies that balance consumer aspirations for sustainability and their actual habits?

Consumers are keen to get the best value for their money, and companies have to ensure that their products and services are sustainable and cost-effective. If we choose sustainably sourced raw materials, and ensure the packaging can be easily recycled after use, we are addressing not only our key concerns but also those of our customers and their consumers.

As a packaging supplier, developing eCommerce packaging strategies that balance consumer aspirations for sustainability with their actual habits requires a nuanced approach. Firstly, we conduct thorough market research to understand consumer preferences, behaviours, and evolving trends related to sustainability in packaging.

Next, we collaborate closely with our eCommerce clients to align their sustainability objectives with practical solutions. This involves leveraging innovative materials and design techniques to create packaging that meets both environmental goals and logistical requirements, such as durability and protection during shipping.

That is why it is critical for us to sit down with the customer and analyse exactly which mix of measures makes the most sense for them and their products. Based on that, we are creating fit-for-purpose eCommerce packaging, which is sustainable by design, functional during the whole supply process and also creates a great unwrapping experience for online shoppers.

How does packaging agility influence the consumer experience and affect spending habits and shopping frequency?

For most eCommerce consumers, their priority is to receive what they have ordered as safely and quickly as possible. Translated into the world of the packaging industry, this means focusing on packaging stability with as little empty space as possible. We can offer this to our customers through sustainable packaging materials in suitable sizes as well as through materials that can be easily adapted to different product requirements – from electronic devices to fashion items to food.

For example, with the latest annual survey, we found that for consumers, a very important aspect of packaging is the ability to reseal the package for return shipment and its potential reusability factor. Our survey showed that one-third of respondents across all age groups and nations survey (Germany, France, Poland, Sweden, Turkey and Czech Republic) consider ‘easily resealable packaging’ to be very important, but regional differences, for instance, revealed that Turkish consumers are the most demanding in this regard, with nearly half of respondents rating it as important. This goes hand in hand with sturdy packaging that will not rip easily and is simple to return or reuse, both of which add to consumers’ sense of satisfaction and commitment to sustainability.

And there are other “annoyances” that we’ve identified in the unboxing experience including excess packaging material, packaging that is hard to open or unattractive, or hard to store, reuse or recycle.

All of these critical details are shaping and influencing the consumer’s experience, choices in purchasing, and whether they’d buy from that retailer again based on their overall experience. Just as much as the product itself, the packaging experience determines how consumers perceive the brand’s reputation and quality.

How can businesses address the challenges posed by inefficiencies in the packaging process, tightening sustainability requirements, and the resulting pressure on warehouse space and the availability of trained teams?

I think it truly comes down to defining the problem being faced. We know, typically from the packaging process point of view, that the biggest challenges are (a) storing the necessary materials and (b) making the packaging process as uncomplicated and efficient as possible.

I’ve seen and heard from conversations with customers as they scale their business, for example, going from 4000 orders one day to 8000 at the weekend because of successful marketing and the next thing they know. There’s an extreme peak in demand. Then they’re understaffed, have limited warehouse space, and have an increased cost of packaging materials and labour required to fulfill all these extra sales. They needed to double the amount of their packers and increase the packing speed. However, being able to specifically identify these challenges—and how they can be solved conceptually—is the prerequisite to knowing which equipment, suppliers, platforms, and packaging companies you can work with. Ultimately, this company opted for an automated packaging machine stored within their warehouse that would allow them to fulfil the needed orders successfully. And that is one solution out of the many available, born from innovation and collaboration.

We provide our customers with numerous packaging solutions. For fine-tuning, we work with customers to analyse their requirements and portfolios and make recommendations. Finally, we work with all major manufacturers of packaging machines. Whatever the solution, the focus is on conserving resources and minimising energy consumption while designing packaging that fits our customers’ processes, protects the shipped goods, and is easy to handle by the person who receives the packaging.

Can you help our audience understand Mondi Group’s initiatives for sustainable eCommerce packaging and their role in reducing environmental impacts?

At Mondi, we are committed to innovative packaging and paper solutions that keep materials in circulation and avoid waste. Consumer demand for sustainable products continues to grow. Our approach to sustainability is captured in our Mondi Action Plan 2030, which has three main action areas: Circular Driven Solution, Empowered People and Taking Action on Climate.
Our focus lies on innovation, keeping materials in circulation and engaging with customers and partners to drive progress at scale. We consider the environmental impacts of our products at each stage of the value chain, from the sourcing of raw materials to material efficiency, product design and safety and sustainable end-of-life.

Ultimately, our top priority is finding solutions that exceed market expectations for performance while being sustainable by design. We tackle this problem from the customer’s perspective. When considering a problem from every angle, we use life cycle evaluations and other techniques to weigh the benefits and drawbacks of potential solutions.

Collaboration is crucial, whether it is bringing together various product phases or understanding a material’s lifecycle. It helps us identify the greatest solution for both the planet and our customers. Packaging for a circular economy is not easy, but our dedicated team is confident that we can provide our customers with the most sustainable solutions possible.

What factors contribute to the decline in overall online shopping frequency, and how does the behavior of Gen X, particularly their emphasis on finding the best pricing, impact their online shopping habits?

Online retailers experienced very strong growth during the pandemic years 2020 to 2022. It was to be expected that this trend would weaken again. This trend has been overshadowed by the effects of the war in Ukraine for the past two years and high inflation, which has added further momentum. However, this has nothing to do with customers’ dwindling interest in eCommerce but is linked to the weakening retail sector in general.

Even if people have cut their budgets, this won’t stop them from browsing online and if they find a good deal, it will still encourage them to purchase. More importantly, one of the biggest findings we saw from our recent survey is that almost half of the consumers surveyed bought something via social commerce in the last 12 months. While younger consumers might be focused on Instagram and TikTok, Gen X and older generations are more likely to buy through Facebook. This points to eCommerce brands having to seriously consider their presence and availability of products to buy from or via the social commerce space.

Let’s not forget the entire experience, so when they’re shopping on a website or a social media platform, it’s about making it as easy and pleasurable for consumers as possible.

How do consumers’ preferences for packaging quality and recyclability influence the handling of return costs, especially considering the rising sustainability concerns, and which demographic groups are most willing to bear these costs?

The main thing that retailers need to think about here is what actually happens after the unboxing experience. It’s one thing for customers to be satisfied with the product itself, another with what they can do with the packaging afterwards. They should be able to either reuse, recycle, or return it. According to our survey, “overpackaging,” for instance, is a major source of annoyance. Almost 47% of respondents feel that the quantity of internal packing would be detrimental, and a similar percentage would be discouraged from making another purchase if the packaging is difficult to dispose of for recycling. A third is expected to be refunded for returned or collected packaging.

These results highlight the significant potential for enhancing recurring business and consumer loyalty that eCommerce brands can achieve by prioritising these factors. In the event that the product does not satisfy the customer’s expectations, for any reason, the client has the right to return the goods in the most convenient way feasible. Our research indicates a significant opportunity for enhancing customer satisfaction and brand perception: nearly 40% of consumers prefer not to pay for returns. Millennials and Gen Z, in particular, show a higher willingness to accept return costs when necessary. By simplifying the return process and absorbing these costs, stores can remove obstacles, thereby improving their relationship with customers and enhancing the perceived quality of their brand.

In your perspective, what does the current market landscape in 2024 look like, especially concerning environmental concerns and the ease of packaging disposal? What trends do you anticipate emerging in this space based on your expertise?

I anticipate more brands committing to reducing packaging waste, investing in more sustainable materials, and taking a more active role in educating consumers on how they can easily dispose of their packaging for recycling, or reuse or return it. Our recent survey showed over 51% of consumers across all regions have recognised retailer’s efforts in reducing excessive packaging and becoming more sustainable. This is especially true of the younger demographic, with 57% of Gen Z saying that they acknowledge it (compared to 45% of Boomers), which is consistent with their behaviour to be more likely to purchase online and through social media channels.

Being an active participant in creating sustainable solutions and educating the wider markets as a collective effort and in conscious collaboration really is the only way forward.

Considering your wealth of experience, what advice would you give to eCommerce companies looking to improve their packaging practices to promote sustainability and enhance consumer satisfaction?

eCommerce will not replace conventional retail in all areas, but it will continue to gain ground. It still has many advantages.

My advice would be to focus on sustainable packaging solutions as consumers notice when brands invest in sustainable and fit-for-purpose packaging. While protection of goods tops the list of consumer requirements (88%), 74% rate sustainable packaging as important, and just as many want the packaging to be recyclable. Together, we can build a better future by collaborating on sustainable packaging solutions throughout the eCommerce value chain.

1. Greetings Johannes, Can you please give a brief overview of your professional journey, from your early career ventures to your current role as CEO of Embea?
My journey into the startup world began with an academic foundation in law and business, enriched by my coding hobby since childhood. Unlike the typical corporate pathway, my career has been deeply entrenched in digital startups. My experience at Rocket Internet as Venture Development Director was instrumental in shaping my entrepreneurial skills, leading me to launch Getsurance in 2016 after my tenure there. Getsurance, a direct-to-consumer life insurer, marked a significant achievement in my journey, leading up to its acquisition by Nürnberger Life Insurance in 2021. Today, as CEO of Embea, I draw on these experiences, focusing on the potential of Embedded Insurance and AI to innovate in the insurance industry.

2. Embea specialises in providing embedded insurance solutions to companies, focusing on cancer and critical illness coverage. What inspired you to delve into this specific niche within the insurance industry?
The COVID-19 pandemic was a wake-up call for many, highlighting the paramount importance of health. It showcased how quickly health issues could disrupt our lives and finances. Critical Illness insurance emerged as a solution to protect savings and provide a safety net, complementing health insurance by focusing on the financial impacts of serious health conditions. This realization propelled me to focus on critical illness insurance as a means to offer security and peace of mind to a wide audience, including those outside of traditional career paths, such as the self-employed.

3. Embea is known for its innovative and seamless technology. Could you elaborate on how your platform simplifies the insurance process for both companies and customers?
For customers, Embea eliminates the daunting task of navigating insurance options by integrating insurance into platforms they already trust, such as their banks, and tailoring offers to their needs. Our technology simplifies the process by using pre-existing data to minimize the steps needed to secure insurance, reducing it to just a few clicks. On the company side, while insurers are open to collaboration, the technological challenge often falls on non-insurance companies. Embea addresses this by providing intuitive, ready-to-use tech solutions that allow companies to incorporate insurance offerings quickly and efficiently without diverting their own tech resources.

4. As a serial entrepreneur with experience in the B2C life insurance sector, what led you to transition towards a B2B strategy with Embea? How has this pivot influenced the company’s growth and direction?
Transitioning to a B2B model was a strategic move driven by the lessons learned in the B2C sector. Direct-to-consumer experiences taught me the value of understanding customer perceptions and the high cost of traditional marketing. Embedded insurance, through a B2B approach, allows us to reach customers at pivotal moments via trusted brands, making the interaction more relevant and cost-effective. This shift has not only streamlined our marketing efforts but also expanded our reach and impact in the insurance ecosystem.

5. How do you envision Embea’s role in revolutionising claim handling and the customer experience through the integration of AI and other emerging technologies?
Embea aims to transform the insurance experience by leveraging AI and emerging technologies to streamline claim handling and improve customer interactions. Our vision includes using AI to anticipate customer needs, personalize services, and simplify the claims process, making it more efficient and user-friendly. By integrating these technologies, we seek to eliminate traditional complexities and set new standards for accessibility and satisfaction in the insurance industry.

6. Building fruitful relationships with customers is crucial in the insurance industry. How does Embea prioritise customer satisfaction and loyalty through its embedded insurance solutions?
At Embea, customer satisfaction is at the core of our approach. We prioritize simplicity, clarity, and affordability, stripping back unnecessary complexities to focus on essential protection. Our commitment to a seamless user experience, devoid of complicated jargon, and our efforts to offer competitive pricing through digital efficiencies reflect our dedication to building long-term customer relationships and loyalty.

7. With Embea’s recent successful funding round and plans for pan-European expansion, what are your aspirations for international growth in the coming years?
Our vision for international growth focuses on establishing Embea as the preferred embedded insurance partner particularly for digital banks and financial companies across Europe. We aim to develop a portfolio of straightforward, universally applicable insurance products that cater to the diverse needs of the European market, facilitating our expansion and reinforcing our position as a leader in the embedded insurance sector.

8. As CEO, what personal strategies or principles do you prioritise to drive Embea’s success and maintain its competitive edge in the market?
My personal and professional philosophy is centered on minimalism and focus, dedicating our efforts to what truly matters for our partners and customers. This means embracing lean methodologies to iterate and adapt swiftly, ensuring we remain agile and responsive to the ever-changing insurance landscape. By concentrating on our core values and being selective about our initiatives, we maintain our competitive edge.

9. What advice would you give to aspiring entrepreneurs and professionals looking to navigate the digital insurance landscape and create impactful solutions like Embea?
Entering the digital insurance space requires a fresh perspective, especially in an industry known for its adherence to tradition. My advice is to always approach insurance from the customer’s viewpoint, asking what they truly need and how you can simplify that for them. Regulations can seem daunting, but they often hide opportunities for innovation — learn to navigate them creatively. Understand the legal landscape thoroughly yourself and don’t be deterred by those who say “it can’t be done.” The key is to stay focused on delivering real value to your customers, leveraging technology to meet their needs in new and efficient ways.

10. In conclusion, what are the key takeaways or messages you’d like to leave our audience with regarding Embea’s mission and vision for the future of insurance technology?
Embea is pioneering a shift towards seamless, embedded insurance that effortlessly integrates into daily life, challenging traditional insurance models. Our vision is to redefine the insurance experience, making it invisible yet essential, accessible through technology-driven solutions. We’re committed to innovation, focusing on products that truly resonate with modern consumers’ needs. As we lead this transformation, our goal is to make insurance an intuitive part of everyday transactions, ensuring security and peace of mind for everyone.

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Ken, please provide an overview of Stamus Networks’ mission and vision in the context of the cybersecurity landscape, emphasizing the role of defenders as heroes?

Stamus Networks believes in a world where cybersecurity professionals – the “defenders” – are heroes, and a future where those they protect remain safe. This mission – empowering cybersecurity teams to keep their organizations secure – is at the foundation of everything we do. Between the rising rate of cyberattacks and increasing sophistication of cybercriminals, to increasingly complex security infrastructures and the cybersecurity talent gap, it is more important than ever to give defenders the tools they need to do their jobs faster and more efficiently.

We do just this through our Stamus Security Platform (SSP), which provides actionable network threat visibility and detection to help security teams cut through the noise of vague alerts so they can identify serious threats and respond before widespread damage can be inflicted.

In today’s threat landscape, being able to quickly detect and respond to a threat to mitigate its impact are heroic actions that can save a business.

As a global provider of high-performance network-based threat detection and response systems, how does Stamus Networks differentiate itself from other security vendors?

Recent attacks targeting network infrastructure devices, such as switches, routers, and VPN appliances, have demonstrated that endpoint security tools are unable to detect threats that exploit these entry points. Stamus Networks taps into the power of the network to help security teams gain visibility into network activity, so they can see the whole picture, and detect and respond to threats they might otherwise miss when relying on endpoint solutions.

To do this, SSP consolidates multiple network security solutions under a single umbrella. It builds on the best features of legacy intrusion detection systems (IDS), network security monitoring systems (NSM), and network detection and response (NDR) solutions.

This powerful combination allows Stamus Networks to address the needs of elite enterprise defenders by helping them cut through the clutter of alert overload to focus on the most serious threats facing their organizations. These elite security practitioners need the details behind detections and extensive evidence to support an incident response, and they also need the control to create their own detections and integrate into their security stack. Finally, these experts need the tools to move with speed and respond quickly to threats before they become breaches.

Additionally, SSP uses the Suricata engine for network traffic inspection, and no one knows this open-source tool better than our team. Our co-founders, CTO Eric Leblond and CSO Peter Manev, are considered some of the world’s leading experts on Suricata and are active in its development. They continue to play a key role in the development of our Suricata-based network security solutions, on top of ongoing contributions they make to the greater open-source security community.

What specific challenges do you address in the area of network security, and how do you integrate legacy IDS and NSM systems with anomaly detection, host insights, and automated alert triage?

As more organizations shift to cloud-based and dispersed workforces, networks are expanding and becoming increasingly complex. For security teams, this means monitoring network traffic and user behavior on them is becoming more challenging.

Security teams still relying on legacy security systems run the risk of receiving too many false positive alerts, which can result in delayed impact assessment and response. For this reason, alert fatigue can be just as crippling for security teams as not having insight into suspicious activity and threats.

With Stamus Networks’ modern approach to network threat detection and response, security teams benefit from being notified only when facing serious and/or imminent threats and provide the necessary evidence and contextual insights, so they know which to prioritize and can quickly respond before cybercriminals can cause substantial damage.

How do you leverage cloud and on-premise network activity to empower enterprise security teams with insights that help them know more, respond sooner, and mitigate risks effectively?

The traditional perimeter is nearly extinct. Organizations are no longer physically located under one roof. With the rise of remote work and connected devices, an organization’s network is more dispersed than ever, and because of this, network perimeters and attack surfaces have expanded as well.

This can create blind spots – areas of the network where security teams don’t have visibility to know what’s going on, good or bad. Imagine a building with surveillance cameras watching the front door only, leaving all other entry points unsupervised and vulnerable to attack.

We help customers eliminate these network blind spots by making it cost-effective to deploy SSP in the private cloud, public cloud, on-premises and in hybrid environments. Monitoring traffic across the entire network is the only way to get a full picture of the type of activity taking place – and the only way to protect your organization.

Can you elaborate on the core functionalities of the Stamus Security Platform, including high-fidelity Declarations of Compromise, guided threat hunting, and automated event triage, and how these contribute to a comprehensive NDR package?

Another unique innovation in SSP is the feature known as Declarations of Compromise (DoC). In the simplest terms possible, a DoC is a high-confidence and high-priority security event generated by SSP, signaling a “serious and imminent” threat on an asset. When SSP generates a DoC, it creates a data record that contains a substantial amount of meta data and associated artifacts that help the analyst understand exactly why it triggered and provide evidence for any investigation that may follow. In other words, a DoC signals an asset is under attack and provides all the needed information on the threat(s) that are attacking it.

DoCs take the guesswork out of threat detection. Rather than having to search through massive amounts of alerts to find actionable information and insights, DoCs automate the process. Analysts can quickly spot a serious and imminent threat, understand where it came from and what it is doing, and then respond accordingly.

These declarations are so accurate that they are used by many Stamus Networks customers to trigger a third-party system, such as an endpoint detection and response (EDR) tool or firewall, to respond automatically.

In what ways does the Stamus Security Platform harness the full potential of Suricata, providing a more complete solution compared to custom in-house developed Suricata solutions, and how does it enhance the efficacy of Suricata deployment?

First, because of our team’s in-depth understanding of Suricata, we’ve been able to harness many of its capabilities that the rest of the industry doesn’t even know exist. For example, Suricata does so much more than generate alerts based on signatures. Its detailed protocol transaction logging and flow record creation allow us to apply a number of advanced detection algorithms – including machine learning – to build extensive phishing, anomaly, and beacon detections. And SSP adds automated alert triage and the Declarations of Compromise I mentioned above. And that same data, along with file extraction and packet capture (PCAP) allow SSP to generate the richest event logs in the industry.

In fact, many of our current customers came to us after building an in-house Suricata implementation. They realized their custom-built deployments can have limitations. A lack of expert support, high volumes of alerts without critical contextual evidence, and system obsolescence as a result of developer churn can lead to increased incident detection times and mismanaged sensors. By switching to SSP, they get all the benefits of Suricata while eliminating the challenges of custom deployment.

To address the second part of your question, many of the capabilities I mention above can be applied to our customer’s existing Suricata deployment. This can help them extract the most performance from their existing Suricata sensors as they migrate to more full-featured Stamus Network Probes at their own pace.

What benefits does Stamus Networks promise in terms of reducing response time, increasing visibility of the network, and allowing organizations to focus on critical matters, all while decreasing the total cost of ownership?

SSP’s combination of IDS, NSM and NDR technologies, its ability to be deployed across all types of environments, and its DoC feature help security teams gain comprehensive visibility to the entire network, so they can drastically reduce detection and response times and act on serious threats before they can substantially damage the business.

Implementing one robust solution such as SSP can provide greater efficiency and total cost of ownership compared to trying to deploy three or more different network tools.

Additionally, investing in a modern network threat detection and response solution to quickly detect and respond to the rising tide of network infrastructure attacks makes a whole lot of sense – not only to keep your business safe, but also because it can be more cost effective in the long run. Successful attacks can cost companies millions, disrupt business operations, result in customer churn and negatively impact reputation.

How do you ensure the delivery of truly useful detection, avoiding the hype, fear, and exaggeration often associated with other network security companies, and providing explainable results that enhance the confidence of security teams?

At the end of the day, the most successful network security solutions will be determined by how accurately and quickly they notify teams of the most pressing threats. SSP doesn’t just alert analysts to imminent threats, but it also backs them up with actionable intelligence so they can respond quickly.

Organizations using SSP understand exactly what triggered an event along with a detailed attack timeline, and they are equipped with all the evidence they need to respond quickly and stop a breach before damage is done. When seconds matter, having all of that information a few clicks away is an integral part of any security stack.

Can you share success stories or use cases where Stamus Networks’ solutions have effectively exposed serious and imminent threats, leading to efficient and impactful responses by security teams?

We’ve had a lot of success helping customers especially in the financial services space as they remain an attractive target. In one case, we helped a financial services organization with a mix of physical and virtual network sensors. They found it nearly impossible to rely on IP addresses for threat detection as most devices changed their IP every 30 minutes.

Using our NDR’s guided threat hunting interface, the customer was able to discover that a group of engineers had installed a temporary encrypted proxy service, allowing them to bypass organizational infrastructure and install any software. While there was no ill intent behind the move, this created a backdoor leaving the organization open to exploitation by malware actors.

With the NDR in action, increased network visibility led to the customer identifying a policy violation which their other systems missed. They quickly resolved the problem and set up automations to detect similar activity in the future before any harm was done.

For organizations considering Stamus Security Platform, what would be the key reasons or features that make it stand out as a preferred choice for network-based threat detection and response, particularly in the face of evolving cybersecurity challenges?

Stamus Networks is committed to its mission of supporting defenders. We do this through SSP, but also through the development and ongoing maintenance of open-source solutions, including our extensive contributions to Suricata and development of free open-source tools including SELKS, Stamus App for Splunk, GopherCAP and others.

The job of protecting organizations from a barrage of never-ending threats, growing more sophisticated by the day, is not an easy one. It takes a tremendous amount of skill and time to build a security team that operates at the highest level. Stamus Networks understands that puts a tremendous strain on those working to keep organizations safe, and that’s why it takes its role of supporting defenders so seriously and works to innovate SSP as the threat landscape and business needs change.

Our work and partnerships across the globe speak volumes to the impact SSP has helping organizations remain secure. SSP is trusted by some of the world’s most targeted organizations, including government CERTs, central banks, insurance providers, managed security service providers, financial service providers, multinational government institutions, broadcasters, travel and hospitality companies, and even a market-leading cybersecurity SaaS vendor. SSP addresses and solves real-world security challenges facing security teams today – allowing them to do their jobs successfully, keep their organizations secure and become cyber heroes.

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Philip, to kick things off, could you please share a snapshot of your professional journey that led you to establish Cotribute and become a leader in the fintech industry?

Over the past two decades, I’ve had the privilege of weaving through various sectors, culminating in my role at Cotribute, where we’re making strides in the fintech industry. My journey began in management consulting, a decade-long chapter where I supported Fortune 100 companies, a period that greatly sharpened my strategic thinking and analytical capabilities. This experience was a cornerstone, paving the way for my venture into entrepreneurship.

I then dedicated over a decade to nurturing a B2B SaaS company in the healthcare space, a journey that taught me the value of innovation and the importance of meeting real-world needs. Our efforts were recognized when we joined forces with one of the largest health plans in the U.S., where I took on the role of EVP and GM at one of their subsidiaries, guiding operations that impact hospital systems and provider networks across the nation.

Today, as the founder and CEO of Cotribute, I’ve spent nine years committed to supporting financial institutions as they navigate the digital landscape. Each step of this journey has been a learning opportunity, driven by a collective effort to make a positive impact in the industries we serve.

As a leader in fintech, you’re undoubtedly immersed in market trends. What key trends do you currently observe shaping the financial technology landscape, and how do these trends impact the strategies of credit unions and community banks?

The fintech landscape is undergoing a seismic shift with key trends reshaping the strategies of financial institutions. There’s a pressing need for institutions operating legacy technology to innovate to compete with direct-to-consumer fintechs, given the staggering disparity in new account openings. Additionally, institutions must develop robust growth strategies encompassing member acquisition, deposit expansion and loan origination, while also exploring new distribution channels and ecosystems to reach consumers where they reside. Embracing a hybrid strategy that seamlessly integrates digital and traditional touchpoints is paramount in catering to diverse preferences. By navigating these trends strategically, institutions can position themselves for sustainable success in the digital-first era.

Cotribute is known for enabling profitable revenue and member growth. How do you stay ahead of evolving market dynamics to ensure your platform remains aligned with the needs and expectations of credit unions and the community banking sector?

Staying ahead of evolving market dynamics and ensuring Cotribute’s platform remains aligned with the needs and expectations of credit unions and the community banking sector is a top priority. To achieve this, we employ a comprehensive approach that encompasses several key strategies. First, we closely monitor industry trends and analyze where the market is headed from a broader perspective. This proactive stance allows us to anticipate shifts in the financial landscape, such as the growing prominence of embedded financial products, and adapt our offerings accordingly.

Second, we maintain a strong alignment with our customers through regular engagement, including quarterly customer executive meetings. By actively listening to their feedback and understanding their evolving needs, we can tailor our roadmap to deliver solutions that directly address their challenges and objectives.

Finally, we collaborate closely with a core group of industry executives to glean insights from industry reports and trend analyses, ensuring that our roadmap remains informed by the latest developments in the sector. Ultimately, our unwavering focus remains on delivering tangible benefits and outcomes for our customers, driving meaningful value and supporting their business growth in an ever-changing market landscape.

Fintech strategy is a vast field. Could you elaborate on the core components of Cotribute’s fintech strategy and how it positions credit unions and community banks for sustainable success in a digital-first era?

Cotribute prioritizes industry-leading digital onboarding for a diverse range of financial products, totaling more than 45 offerings. This comprehensive suite of products ensures that consumers enjoy seamless and delightful onboarding experiences across various financial services. By streamlining the onboarding process and providing institutions with ready-made templates, we accelerate speed to value equipping our customers with the technology tools needed to enhance operations.

Our decision intelligence capabilities play a fundamental role in automating manual tasks and facilitating a touchless and efficient back-office process for financial institutions. By harnessing the power of artificial intelligence, coupled with human expertise, we empower our customers to make informed decisions that drive operational excellence and optimize their resource allocation. Our enterprise integrations approach allows us to seamlessly layer our solutions onto existing investments made by financial institutions. Instead of requiring institutions to undergo disruptive rip-and-replace processes, we ensure compatibility and interoperability with their current systems. This approach not only mitigates risks associated with system overhauls but also enhances the user experience by providing a cohesive and integrated platform.

With the rapid evolution of fintech, how does Cotribute balance innovation with the need for security and compliance in the financial services sector?

At Cotribute, we understand the critical importance of balancing innovation with the imperative need for security and compliance. To achieve this delicate equilibrium, we employ a multi-faceted approach focused on leveraging advanced technology while prioritizing the utmost security measures.

First and foremost, we ensure the highest level of security by leveraging industry-leading cloud infrastructures such as Amazon Web Services (AWS) and others, which are trusted by the largest financial institutions worldwide. This strategic choice not only guarantees the reliability and scalability of our platform, but also aligns with the rigorous security standards demanded by the financial services sector.

Furthermore, we proactively mitigate security risks with regular third-party audits, intrusion detection protocols and comprehensive compliance processes. By subjecting our infrastructure to stringent scrutiny and evaluation, we uphold the highest standards of security and compliance, providing our customers with peace of mind and confidence in the integrity of our services. Additionally, we employ sophisticated encryption techniques and deploy state-of-the-art security products and tools to fortify our infrastructure against potential threats and vulnerabilities, ensuring the confidentiality, integrity, and availability of sensitive data entrusted to us by our customers. Through these combined efforts, we strike a harmonious balance between innovation and security.

Digital growth is a priority for many financial institutions. What, in your view, are the critical elements for credit unions and community banks looking to achieve successful digital growth, and how does Cotribute support them in this journey?

In the realm of digital growth for financial institutions, several critical elements are pivotal to achieving successful digital expansion. Providing a seamless and delightful member onboarding experience stands as paramount. We understand the contemporary consumer’s expectations for simplicity and efficiency, akin to the streamlined onboarding processes offered by the industry’s largest, leading direct-to-consumer fintech platforms. By replicating such user-friendly experiences, community financial institutions can enhance customer satisfaction and loyalty, fostering stronger relationships with their members.

Instant decisioning emerges as another key factor driving digital growth. In today’s fast-paced digital landscape, consumers expect prompt responses when applying for financial products. Whether it’s for a credit card, loan or other services, instant decisioning provides institutions with a competitive edge, delivering immediate feedback to applicants. Cotribute recognizes the significance of real-time decision-making in bolstering the user experience, while accelerating the digital growth trajectory for financial institutions.

Cotribute also acknowledges the crucial role of competitive pricing in the digital realm. In an era where consumers prioritize value and affordability, institutions must ensure rates remain competitive within the market. Leveraging AI-driven capabilities, we empower financial institutions to dynamically assess and adjust pricing strategies in response to market fluctuations. By enabling institutions to stay agile and competitive in their pricing, we support the journey towards sustainable digital growth.

Digital account opening is a cornerstone of Cotribute’s capabilities. How has the landscape of digital account opening evolved, and what role does it play in enhancing the member experience for credit unions and community banks?

The landscape of digital account opening has undergone significant evolution, transitioning from rudimentary, fillable PDF forms to more sophisticated, consumer-centric solutions. Initially, digital account opening solutions resembled electronic versions of traditional paper forms, offering convenience but lacking in user experience. This first generation primarily aimed to replicate the in-branch application process electronically. However, as expectations evolved and technology advanced, the second generation of digital account-opening solutions emerged.

The second generation brought about mobile-friendly interfaces and enhanced consumer experiences. These solutions prioritized user-friendly designs and optimized the account opening process for mobile devices, catering to the growing prevalence of smartphones and tablets in everyday life. Additionally, fraud detection measures became more robust, with back-office checks being conducted before new accounts were created in the core banking system. This ensured a higher level of security and trust for both financial institutions and consumers.

Cotribute’s approach focuses on delivering a delightful customer experience for consumers, while also enhancing the employee experience for financial institutions. Leveraging automated fraud checks and decision intelligence, we streamlined the account opening process, reducing friction and enhancing security. Moreover, our integrations with legacy enterprise platforms and core banking systems generates operational efficiencies, from initial application to account activation. By prioritizing both consumer satisfaction and operational excellence, Cotribute plays a pivotal role in enhancing the member experience for credit unions and community banks in the digital era.

Cotribute offers embedded products as part of its capabilities. Could you shed light on the significance of embedded products in the fintech space and how they contribute to the overall value proposition for credit unions?

Embedded financial products are a new and exponential growth channel for financial institutions. Today’s consumers demand financial solutions that seamlessly integrate into their daily lives, delivering convenience and accessibility when they need it most. Much like how Buy Now Pay Later (BNPL) options that appear at checkout when making online purchases, embedded financial products can be strategically placed within a financial institution’s ecosystem to align with consumers’ highest points of interest.

Embedding financial products into existing platforms create new opportunities to meet members’ needs more effectively. For instance, imagine a student applying for a one-click student loan directly from their university’s student portal, facilitated through a partnership with a credit union. In this case, the student benefits from educational content on financial well-being, guiding them through the loan application process seamlessly. This approach not only enhances the member experience but also empowers individuals to make informed financial decisions quickly and efficiently.

Cotribute’s vision revolves around empowering financial institutions to offer embedded financial products seamlessly. We provide the necessary platform and tools for credit unions and community banks to deliver any financial product to their members and customers at any time, from any place, and on any device. By embracing embedded products, financial institutions can fulfil their members’ and customers’ aspirations and contribute to their overall financial well-being.

On a personal note, as the CEO and founder, what strategies do you personally employ to navigate the dynamic fintech landscape and ensure Cotribute’s continued success?

As the CEO and founder of Cotribute, I prioritize three core values that guide both my personal approach and our company’s strategies in navigating the dynamic fintech landscape: humility, hunger and helpfulness.

Humility is crucial for fostering a culture of continuous learning and growth. I firmly believe in maintaining an attitude of humility, always willing to listen to insights from others, and acknowledging that there is always more to learn, even as an industry expert.

Hunger drives our relentless pursuit of excellence and innovation. We avoid complacency and entitlement, constantly striving to earn the trust of our customers and partners through our dedication to delivering exceptional products and services. This hunger motivates us to stay ahead of industry trends, anticipate market shifts, and proactively adapt to meet the evolving needs of our stakeholders.

Helpfulness underscores our commitment to putting the success of our customers first. We understand that our platform and products exist to serve their needs and enable their growth. Therefore, we approach every decision and initiative with a mindset focused on how we can best support our customers in achieving their goals. By embodying these values of humility, hunger and helpfulness, both personally and organizationally, we ensure that Cotribute remains agile, innovative, and successful in the ever-changing fintech landscape.

As we conclude, Philip, what final thoughts or key takeaways would you like to leave our audience with regarding the future of fintech, digital transformation in banking, or any emerging trends that you find particularly noteworthy?

I’d like to leave you with a quote that has resonated deeply with me regarding the future of banking and the broader landscape of fintech: “We’re witnessing the creative destruction of financial services, rearranging itself around the consumer. Whoever does this in the most relevant, exciting way using data and digital, wins!”

This quote encapsulates the essence of what we’re experiencing in the industry today and underscores the pivotal role of consumer-centric innovation fueled by data and digital technologies. As we move forward, financial institutions must prioritize the needs and preferences of consumers, delivering seamless, personalized experiences that meet them where they are.

Embracing digital transformation isn’t just about staying relevant. It’s about thriving in a landscape where agility and adaptability are paramount. Those who can harness the power of emerging technologies, leverage data intelligently and innovate boldly will emerge as the leaders of tomorrow’s financial ecosystem.

I encourage you to remain vigilant of these transformative forces shaping the future of fintech and banking. Embrace change, prioritize consumer needs, and continue to innovate relentlessly. The future belongs to those who dare to reimagine what’s possible and chart new paths forward in this dynamic and ever-evolving landscape.

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Glendy, can you tell us about your background and how you came to be the Chief Product Officer at Tassat?
I have spent the majority of my career transforming traditional banking institutions into cutting-edge technological frontrunners, equipped to compete with the latest innovations in the financial technology market. Before joining Tassat, I was a product solutionist and architect at J.P Morgan’s Onyx on Open Banking for some of its first customers. I also launched the first US Real-Time Payment (RTP) Application Programming Interface (API) for B2B and B2C customers in the United States as an Executive Director at J.P. Morgan, which continued to grow and cover an additional five international faster payment rails.

What are your key responsibilities as the Chief Product Officer at Tassat and how do you approach them?
As Chief Product Officer of Tassat, my main focus is to execute the product strategy to align with Tassat’s mission and to deploy that throughout the organization. I am responsible for leading the development and execution of the company’s product strategy and overseeing the product development process: from ideation and prototyping to product release. I lead a team of product managers and designers to provide product research, conceptualization, design, development, and the launch of new products and services that meet the needs of the company’s target market and align with its business objectives.

Could you describe your methodology for product development at Tassat and shed light on how you decide which features and enhancements to prioritize?
Our holistic product development methodology is anchored on four key pillars. Firstly, we prioritize aligning our product development strategy with the overarching vision and mission of the company. Secondly, we conduct comprehensive market research to gain insights into current market conditions, trends, and the competitive landscape. Thirdly, we prioritize understanding and meeting client demands through feedback and support analysis. Regulatory compliance always takes precedence, guiding our feature prioritization to ensure alignment with the regulatory framework of our clients and partners. These pillars may see varying priorities at different stages of product development to adapt to evolving market dynamics and ensure overall success.

What are some of the biggest challenges you face as a CPO, and how do you address them?
After years of working at one of the largest banks in the world, I was ready for my next challenge. I’m drawn to the fast-paced, innovative culture of the fintech industry. When contemplating this change, I was cautioned by a senior leader, one whom I have great respect for, that I would face a learning curve when entering the fintech industry. Despite these warnings, I was determined to switch and transition away from the banking industry, where I spent my whole career. For the first time, I was no longer building innovative products at a bank, but I was building technology for outside organizations. Breaking through the traditional mentality of, “if it’s not broken, don’t fix it,” challenged me to truly shift the way I approach the technology I have spent years developing. In doing so, I adapted my thought process towards the future and vision that Tassat provides our clients to update age-old payment technology.

Can you talk about a particularly successful product launch you led at Tassat, and what made it successful?
In 2023, I led the launch of Tassat’s new multiple fiat currency functionality within its flagship intra-bank payments platform, TassatPay, to facilitate transactions for corporations that service and interact with clients around the globe. With this product, Tassat’s clients can create and hold wallets to execute non-USD transactions on the Tassat platform, beginning with the G7 currencies. This added global applications to the company’s robust suite of actively deployed real-time payment solutions and empowers more business verticals to discover global use cases and solutions within their bank. This was especially relevant considering the increasingly global nature of commercial banking, as clients in the U.S. demand the capability to conduct their business across currencies and build global use cases for their B2B customers.

How do you work with other departments, such as engineering, marketing, and sales, to ensure successful product development and launches?
Ultimately, product development is a result of close collaboration and integration across multiple facets of the business. From ideation to launch, each business segment has a critical role to play to ensure our products meet their design goals and are prepared for their go-to-market capabilities. Communication is key throughout this process, and I work to ensure our teams are well-supported in the organization to a degree where we can meet our timelines, and deliver for our core customers.

What do you believe sets Tassat’s products apart from those of its competitors?
Tassat is a first adopter in the industry and the most proven B2B real-time payments platform. With existing payments solutions, financial institutions are limited by high transfer fees, size limits, and restricted hours (9-5 during the weekdays) to complete their transactions. They also face consistent fraud issues that hinder their ability to ensure the safety of their corporate clients’ transactions.

Tassat’s flagship product, TassatPay® solves these core issues through technology. Since its inception in 2019, TassatPay has powered over $1.4 trillion in safe, real-time transactions. Through our platform, Tassat’s partners and their corporate clients are empowered with payments technology that enables them to transact instantaneously, 24/7/365, and with greater confidence in the security of their platform.

To date, Tassat has worked with its partners to develop more than 20 use cases, including logistics, mortgage warehousing, commercial construction, private equity capital calls, as well as broader working capital applications. The results effectively created deeper and longer-lasting relationships, increased deposits, and increased revenue opportunities to provide other profitable financial services.

Can you speak to Tassat’s product roadmap and what the company is focused on in the coming years?
The payments industry is ripe for disruption in the next five years. The total volume of B2B payments in 2022 was estimated at $88 trillion, and projected to grow to $111 trillion in 2027. In the short term, we plan to increase the adoption of TassatPay and expand our suite of use cases into new verticals, such as healthcare. Long term, we’re focused on continuing to position Tassat as an industry leader for financial institutions seeking to enhance their client services.

What role does user feedback play in Tassat’s product development process, and how do you gather and incorporate it?
Similar to working with other departments in the product development process, we work closely with our product teams to ensure each client’s unique specifications are incorporated thoroughly throughout product integrations. This is a collaborative and iterative process, with significant resources invested into ensuring user and client feedback plays a role in executing our product rollouts seamlessly, and consistently.

How do you see the fintech industry evolving in the coming years, and how is Tassat positioning itself to stay ahead of the curve?
In a difficult macroeconomic environment, we’re seeing fintechs once touted as surefire winners struggle to operate at the same capacity as in previous years. Many are relying on investment funding to stay afloat in these trying times. With challenging interest rates, plummeting valuations, and a flood of new entrants into the market, differentiation is proving to be an obstacle for financial technology companies with more competitors than ever before. That being said, the next 6 – 18 months represent a tremendous opportunity for companies with genuine value propositions to capture the right market and emerge even stronger. Fintech will be a “winner take all” space over the coming months.

Can you discuss any upcoming partnerships or collaborations that Tassat is working on?
As we look ahead to 2024, we plan on expanding our user base and other financial institutions into new verticals by building new product offerings. Fundamentally, real-time payments strengthen corporate relationships across verticals, and our private permissioned blockchain-based payments technology will continue to be a key differentiator for our partners as real-time adoption continues to become the industry standard.

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