Banks are increasingly interested in having conversations with fintech companies and exploring the potential to partner with them. They have a lot to gain: better technology, increased efficiencies and improved market share. On the other hand, fintech companies don’t necessarily know how to best pitch their products and services to banks. Banking regulations are significant and can complicate any partnership. Large banking organizations are complex and difficult to understand. So we reached out to some of the banking experts speaking at the FinXTech Annual Summit in New York City April 26, with the goal of helping fintech companies improve their approach.
Q: How could fintech companies better sell to banks? What do they commonly miss?
A common problem is that they don’t understand the banks’ regulatory requirements for working with a so-called third party. Banks have to comply with extensive rules on managing the risk around third-party relationships. The fintech companies should read those rules based on the type of bank it is, should be ready to satisfy those questions, and explain how they are working with other banks to give each bank confidence. The bank is responsible for what the fintech does in most of these relationships, including meeting standards for cybersecurity, consumer protection, anti-money laundering and disclosures. Know what those rules are. Many fintechs are caught by surprise by the complexity and difficulty of satisfying these requirements.
—Jo Ann S. Barefoot, CEO, Barefoot Innovation Group
What can your technology do now versus what is on the roadmap ahead? At some stage in the pitching process, you’ll need to review your financials, funding, staffing and sales pipeline. Be prepared with details for evaluation of things like what your cost model is and how you are positioned to compete and defend against copycats.—•?_Work your contacts. Avoid the urge to send an email blast to everybody you can get to via LinkedIn. This has a counter-productive effect on a company’s appetite to engage and is a colossal waste of resources for all. A more effective method is to approach a company through a referral from your investor partner, a board member or a key business or technology executive. Also, do your homework! Most larger companies have a wealth of public information in print, online and social media. Understand the company’s scale, business imperatives, risk appetite and more by doing your research ahead of time. Also know who you’re meeting with. Is it senior technology leaders? Their team? Know who they are, and tailor your message for the audience.
—Sherrie Littlejohn, executive vice president, Innovation Group at Wells Fargo &Co.
We see many fintech players running into the same roadblocks when selling into banks.At the core, it comes down to not understanding how buying decisions are made in these organizations.For the larger banks, the purchasing process can be complicated and involve a number of parties, including a procurement organization.We’ve seen these smaller start-ups going to procurement after a few demos, thinking that the deal is done, only to start a lengthy process of becoming an approved vendor for the bank.That is usually just the start of the journey.When dealing with smaller banks, the process may not be as involved and procurement may not be as central to the process.However, these banks usually require strong alignment across the leadership group•?__both business and technology•?__and, in many instances, eventually involving the CEO directly. Being smart about the decision process is key.
—Joe Guastella, managing principal, Global Financial Services, Deloitte Consulting
I would challenge the premise, for starters. As in any emerging relationship, the onus should be on both sides, and many banks probably have a lot of room for improvement in listening to startups. By the way, when we talk of fintech companies, banks are the original fintechs, right? That said, there are three basic hygiene tips to help any startup deal with a large, complex organization like a bank. First, “work like a headhunter”—do your homework, figure out who’s who, focus your firepower and engage tactfully. Secondly, be able to explain what actual bank problem you address. The best pitches abbreviate gloating about the merits of their product and give concrete examples of pain points they solve. Third, you would be surprised at how rare it is to find someone who can state clearly what they do or offer. You need to make it simple enough for a banker to understand!
—Andres Wolberg-Stok, global head of policy, Citi FinTech, Citigroup