Latest / The Payments Shed / Ep. 19 - LIVE from the MoneyPot with Wise Platform LIVE from the MoneyPot with Mastercard @ Money 20/20 USA 2025

Transcript

Ep. 19 - LIVE from the MoneyPot with Wise Platform LIVE from the MoneyPot with Mastercard @ Money 20/20 USA 2025 · The Payments Shed

• 0:00
  Welcome to the Payment Shed podcast, the weekly podcast that
• 0:03
  dives into the big topics, trends and people shaping the
• 0:06
  world's of payments, fintech and business leadership of your two
• 0:09
  Co hosts, myself Grant Evans and Justin Hanna live from the Money
• 0:14
  Pot studio at Money 2020 Las Vegas.
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  We are very fortunate today to be joined by Lauren Langbridge,
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  who is Director commercial director for Wise platform in
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  the Americas. Lauren for having me an
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  introduction to your career in payments and fintech and what
• 0:32
  you're doing now. Yeah.
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  So Lauren Langbridge, Commercial Director for Wise Platform in
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  the Americas. I have been with Wise Platform
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  now for just over a year. And for those people that maybe
• 0:44
  aren't as familiar about Wise Platform, we are one of three go
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  to market motions for Wise. So we have wise.com, which is
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  our consumer part of our brand. We have Wise Business, which
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  targets SMBs. And then we have Wise Platform,
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  which takes the infrastructure that we've been building over
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  the last 15 years. And we make that readily
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  available through our suite of APIs or if not SWIFT connector
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  and to enable banks, fintechs and large enterprises to connect
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  into our global payments network.
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  I've been in, it's scary to say it now.
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  I've been in payments for over a decade.
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  I originally started my career in payments at a company called
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  Currency Cloud, who you may or may not be familiar with.
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  I was one of their founding employees, employee number 30 I
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  think when they just had an API license and just operated out of
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  the UK and I supported their international and vertical
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  expansion all over the world to then being acquired by Visa
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  about eight years after I joined.
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  And during that time, it's actually when at the time
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  Transferwise first was incorporated.
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  So I followed their journey ever since day one.
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  So to be part of wise platform now and seeing them grow in
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  scale is is exciting. Yeah, I think everyone falls
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  into payments in some way, shape or form as well as it.
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  It finds you rather than we kind of go and.
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  Find it right before that I was doing like financial software
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  sales like in completely different vertical in like Linux
• 2:14
  operating systems. So yeah, I kind of fell into
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  this like what's this word of payments?
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  And now I'm probably self-proclaimed payments geek.
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  Big fans of that. Can you describe your overall
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  vision for Wise platform in the Americas and I guess how that
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  fits in with the company's overall money Without Borders
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  sort of vision? Yeah.
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  So our ultimate goal as wise is to bring fast, cost effective,
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  transparent and convenient payments to customers all over
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  the world. And as I said earlier, we are 15
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  years old as wise I believe you've been.
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  Around for 15 years. I know it's bonkers, but we're
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  we're only really like 5-6 years old as platform.
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  So we describe ourselves as the start up within the scale up and
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  it's a really exciting opportunity because ultimately
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  what we're doing is we're bringing all of that knowledge
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  that we've built over the last 15 years and we're now enabling
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  banks and fintechs to take that tried and tested technology and
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  embed that into their platform and make it native to their
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  customers. So what's exciting about that is
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  we know even though we don't want a minute, but we know not
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  everybody's going to download the Wires Platform app.
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  So by being able to partner with banks and fintechs, we're able
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  to essentially take our mission to the masses by doing that
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  through partnerships. So when we think about like our
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  ultimate vision specifically for Wise Platform, it's being able
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  to reach more and more consumers than we do today.
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  Like we have well consumers and businesses.
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  We have 15.6 million customers all over the world, so it's just
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  being able to grow that even more through being able to allow
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  banks and fintechs to connect to our payment orchestration layer.
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  How does that that long term vision translate into the
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  day-to-day role with that that Wise Americas has?
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  So when we think about how we're going to grow specifically in
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  like North America, right, like America is hands down one of the
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  largest markets that there is and the opportunity here is
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  huge. So we are looking for partners
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  who, well, there's different ways to look at it.
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  So we partner with banks, we partner with fintechs, but
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  ultimately you can either be a payments company or offering a
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  payment service or you are a company that has a platform like
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  a marketplace and the payments is actually a by product like
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  you have to have payments there to offer the overall service,
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  but it's not a core feature of what you do today.
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  So when we think about the North American market specifically,
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  we're already partnered with the likes of like Morgan Stanley,
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  Ram, Brex, etcetera. And it's being able to connect
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  into more of those leading like banks and fintechs in North
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  America and enabling them to build what we've built as wise
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  platform into their technology. It's a massively competitive
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  market though, right? It's actually for fintech in the
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  Americas. How do you guys differentiate
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  yourselves and and really look to stand out in what is such a
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  competitive market? Yeah.
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  We, I believe that we're very uniquely positioned in the sense
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  of we have tried and tested technology at scale, right.
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  Like like I said, we're 15 years old.
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  We have 15.6 million customers all around the world.
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  We have offices in 11 different jurisdictions.
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  We have 6500 employees. But what I think that we do
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  really, really well is that we've gone direct to scheme in
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  seven different countries, including Pics in Brazil.
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  We have hired regional teams to become experts in those regions
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  to essentially do the heavy lifting for the customer.
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  And I think that that's where we're unique in the world we
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  stand out is because we can say to our platform partners, hey,
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  look, here's one API or if, if you don't want to have to
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  completely overhaul your technology and integrate with an
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  API, we also have Swift Connector.
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  So we don't, we want to kind of remove that boundary or remove
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  that friction and say to our partners, however you want to
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  connect to us is entirely up to you.
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  You can either send us a SWIFT message and our translation
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  layer will still allow you to access the local banking network
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  that we've built. But we've gone and built the
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  infrastructure in that region. It's proprietary technology,
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  it's ours. We have these large teams that
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  specialized in knowing everything that there is to know
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  about those markets. So let's take an example you
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  have in Japan. If you're trying to onboard a
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  customer in Japan, you have to scan the front, the back and the
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  side of an ID document. It's quite wild when you think
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  about it, really like the side what they're trying to say.
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  If you are trying to launch in the Americas, for example, you
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  have ACH, you have Fedwire, you have RTP.
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  How do these banks and fintechs know how do I expand to the
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  Japanese market? How do I go to market in the
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  Americas and with what is we've already done it right like we're
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  we're taking the thinking out of it for them.
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  And that's why I think that we're so unique is because we're
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  doing it at scale and customers don't, our platform partners
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  don't have to think about. It I think the last time points
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  really valid one like that is such an exciting market to be in
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  at the moment. There's huge funding rounds
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  happening. I think the the leaps forward in
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  technology that's going on. But I couldn't agree more that
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  having in region individuals, you know on the ground that
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  speak the language that know the local market, I don't think
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  enough businesses are are doing that or haven't done it
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  previously. I think the start up piece in
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  the scale at World is really, really interesting because you
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  mentioned you're able to rely on the technology and the
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  experience of of the wider wise business to be able to enable
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  you to do your job right. What lessons have have you
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  learned when the business learned from other regions or
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  being able to grow in the Americas as well?
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  Oh, that's a good question. What did we learn about in
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  America specifically? Any regulatory challenges that
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  you had in in the UK or other places that you've learnt
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  lessons from? Wow.
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  Yeah, well, I think each different region have their
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  different cultural nuances, right?
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  Like let's take PICS and Brazil as the perfect example here.
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  Over 50% of money is moved in Brazil over the PICS network.
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  I think it's something like 93% of adults.
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  It's like in four years as well, right?
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  It's only been around four years.
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  Something like that, the adoption rate as well, like it's
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  used more than cards, it's used more than Apple Pay and you have
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  to think about that when you go into new markets, like you can't
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  just go in there and launch with any technology.
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  You have to meet the customers where they are.
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  Whatever you're launching has to solve an underlying customer
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  pain points. So I, I'm struggling to think
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  right now what would be like one specific learning about other
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  regions that we probably adopted in the US specifically.
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  But I think the overarching theme would be it has to be
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  specific to the region that you're trying to break into,
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  otherwise it will fail I. Was speaking to someone
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  yesterday as well and they were basically saying the US for them
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  was was the best place to start because of regulation and all
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  the different nuances across state that you have.
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  And actually then they're going the other way.
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  We're seeing a lot of UK businesses coming into America
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  and letting things out there the hard way, but doing it from
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  America first and then going into Europe, I think you you
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  seem to be in a better position or or that's certainly the noise
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  that we've been getting we've. Got nearly all of our state
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  licenses in the US and I think what people underestimate going
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  into the US markets is the fact that you have to go state by
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  state to get all of your own licenses there.
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  And you can enter the market by potentially partnering with a
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  sponsor bank, yes, but that still limits you to what you can
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  do by actually having your own licenses.
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  That's great. It gives you more autonomy over
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  what you do next. But then there's also challenges
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  around like you know, we have you, you have regulators that
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  operate on behalf of all of the different States and do that,
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  whereas you don't particularly have that in other markets.
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  You have one regulator for that country, whereas we've got like
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  50. So that's always going to be a
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  challenging one that you've got to navigate.
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  Yeah, a fun challenge is character building.
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  I like to call it and you. Guys obviously done great things
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  in the partnership ecosystem as you, as you mentioned see new
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  bank in there as well, huge growing brand that everyone's
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  talking about. How do you scale those
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  partnerships as wise platform? So I look at this in two
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  different ways. So as my role as commercial
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  director, I look after both new business sales and also the
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  account management, which has kind of dotted lines over
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  customer success as well. So we service two key, let's
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  call them two key verticals, like our banking vertical, which
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  are the regulated banks. And then we have our fintech
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  verticals, which are various different fintech platforms that
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  span across like bill pay, payrolls, spend management and
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  even marketplaces. So when we think about how we
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  want to scale in the region or how we scale partnerships, first
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  of all, it'd be like who are the customers that we want to
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  partner with first and foremost? What are they looking to do?
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  Are they looking to potentially modernize an existing platform
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  that they have? Are they looking to go to market
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  with something completely new that they've not done before?
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  Or are they just looking to optimize a certain corridor?
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  So like it works, but actually this one we could do better and
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  we want to try and identify those partners that we want to
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  work with first and foremost. So bring them on to wise
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  platform and help them solve that specific pain point or or
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  business goal. And then once they're in our
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  network, we have an account management team.
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  So since joining over a year ago, we're now three times size,
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  if not more than when we join, like we're scaling really,
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  really quickly. So it's how can we then help
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  those partners do more with the infrastructure that we have now,
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  but then also through like MBRS or QBRS and bringing in our
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  product managers. How can we then understand like
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  what's next? Do we have infrastructure and
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  product features today that you can leverage and you can build
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  and you can implement or what's the next thing that you're
• 12:25
  trying to do and how can we help you do that?
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  Because again, our ultimate goal is to solve customer pain
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  points, meet the customers where they are.
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  So if that aligns with our vision and our mission, we'll
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  look to try and build that in partnership with our customers
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  and. What do you think your your
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  partners value most in return from that relationship?
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  I would like to think that they would consider us as like the
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  thought leaders and the trusted advisors.
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  We, there's no blueprint right in how you do this.
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  And I think that the, again, going back to the earlier
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  discussion that we were having around like what makes us unique
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  is the fact that we're on the ground like they don't have to
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  invest in these massive like compliance teams or operations
• 13:15
  teams. Like we're doing that for them.
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  And we're bringing that knowledge and expertise to them
• 13:20
  to say, hey, if you want to go and, and expand into this new
• 13:23
  market, these are all the things that you need to know to enable
• 13:26
  you to do that. But then taking that one step
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  further, we make our technology intuitive.
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  So we see that the highest amount of customer contact rates
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  comes from customers going like, where is my money?
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  When will my money arrive? How much money will credit?
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  And we have like one of our pieces of technology is called
• 13:47
  our delivery estimator. And we can say to our partners,
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  implement this API and you will immediately be able to tell your
• 13:54
  customers again how much it will cost, when it will arrive and
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  how much will arrive, which means that your customer contact
• 13:59
  rate will go down, which means that you're giving your customer
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  a better user experience. And it's all of that stuff that
• 14:06
  builds customer loyalty and builds customer trust.
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  And we're advising them on how to do it because we're seeing it
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  first hand through wise.com. We have customers right there.
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  We're saying this is what they want, this is what you need to
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  build. And we're giving them that
• 14:21
  insight, like we can give them that data to say this is how
• 14:24
  your customers are behaving. And these are our
• 14:26
  recommendations on how you can help reduce operational overhead
• 14:29
  costs, increase your profit margins, grow your revenue.
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  And I don't think there are many, many providers out there
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  that can do that, I suppose. That's building your own
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  blueprint, right? Yeah.
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  Exactly. Yeah, I think.
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  Speeds just across payments and fintech in general, like the
• 14:45
  expectation around everything happening fast is, is rife,
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  right? So from the B2B world, from a
• 14:52
  partnership point of view, your partners will expect the
• 14:54
  services they're taking from you, from you guys to be really,
• 14:56
  really quick. And then consumers want an
• 14:58
  application to be seamless fast. They want payouts to be
• 15:01
  immediate, right? So there's stable coins are
• 15:03
  obviously everywhere this week as well.
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  And they're talking about, you know, speeding up the movement
• 15:07
  of money. How do you get over the
• 15:11
  compliance and regulatory side of things?
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  Obviously being in the sector that you're in or the sector
• 15:16
  specific vertical that you guys are in, whilst having that speed
• 15:19
  pressure on everything that that you get with with money
• 15:21
  movement, right. But you've talked about the
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  state element of there's fifty different states, there's fifty
• 15:25
  different regulars. And then you go into Latam and
• 15:27
  you've got country by country. Like how do you navigate that?
• 15:31
  Yeah, it's, it's a, it's a really interesting like
• 15:34
  conversation and topic that quite a lot of people are
• 15:36
  talking about, right. Like, I think if you think about
• 15:39
  your own money and when you send a payment, yes, you want it to
• 15:42
  be fast, but you also want to know that your money is safe and
• 15:44
  secure. And actually, if someone said,
• 15:46
  don't worry, it's going to be as fast as possible.
• 15:48
  But like there are maybe these other things that, you know,
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  don't worry about that. I'd be like, well, actually, I'm
• 15:52
  happy for it to take a little bit longer knowing that like my
• 15:55
  money is safe and secure and I'm I'm working with a very
• 15:59
  compliant and trusted partner. I think it also goes back to
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  that the the topic on price too. Everyone's like, well, is it
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  going to be a race to the bottom on price?
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  And it's like, well, no, and it shouldn't be because it's the
• 16:10
  customer experience that will come first where we're unique as
• 16:15
  platform because again, wehavethe.com side, we know that
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  customers would much rather have the convenience of managing
• 16:23
  their money in one single place than having to go outside of say
• 16:27
  their banking, Apple, their existing fintech application and
• 16:29
  open another account elsewhere. So actually, they're probably
• 16:33
  happier to spend a little bit more money for the convenience
• 16:37
  of that. That alone builds the customer
• 16:39
  trust and the customer loyalty. But leveraging partnerships like
• 16:45
  we've talked about earlier, like why partner with a wise
• 16:47
  platform? Well, we do all these things
• 16:48
  that help take that heavy lifting out of it for you.
• 16:51
  But it's also where like technology such as AI comes into
• 16:54
  it. You can balance how fast you can
• 16:58
  both onboard a customer. If you make it too difficult for
• 17:00
  a customer to onboard in your platform, they'll just abandoned
• 17:03
  cart and probably go somewhere else.
• 17:05
  But also being able to leverage AI technology to move them,
• 17:09
  actual transfer once the customer's been onboarded, I
• 17:11
  think interesting too. I don't think you'll ever get
• 17:15
  fully away from something being fully automated, and we probably
• 17:18
  shouldn't be trying to do that. I think there's always going to
• 17:20
  be an element of human intervention as it were.
• 17:24
  But I think this is where technology and partnerships
• 17:27
  really come into it. I think the pricing.
• 17:28
  One's a really interesting one because, you know, putting my
• 17:30
  acquiring hat on as well. Obviously, we've worked for
• 17:33
  acquirers and PSPS for many years.
• 17:34
  I think we saw this race to the bottom with pricing in POS and
• 17:38
  then you had new E plus providers came in and and you
• 17:40
  know, put better tipping solutions in place.
• 17:42
  They got better customer experiences.
• 17:43
  And suddenly those bars and restaurants that have been so
• 17:45
  focused on the price point started paying a little bit more
• 17:48
  on their transaction fees because they were actually,
• 17:49
  there's better UX and UI with this.
• 17:51
  And then, you know, you could call out the likes of Stripe
• 17:54
  coming in and again, they did the same thing, right?
• 17:56
  They quick on boarding, you know at the time quicker than anyone
• 17:59
  else had. They had really slick checkout
• 18:01
  flows and UI and UX. But you don't have an E com
• 18:04
  merchant that was paying fifty basis points would suddenly pay
• 18:07
  150 basis points, a massive jump in in pricing because the
• 18:11
  product as they saw it was was better than what they had
• 18:13
  previously that that then. Comes back though, right to you
• 18:16
  mentioned it before around you're doing all the the legwork
• 18:19
  for them and all the other things they don't need to think
• 18:21
  about, right. So if you've got a, an SMB
• 18:24
  merchant that's trying to have 5 or 6 different providers and
• 18:28
  then they're paying what they think is a cheap price with six
• 18:30
  different providers. But actually there's an
• 18:32
  operational cost here and there's a financial cost here
• 18:35
  with the financing. Actually you would rather pay
• 18:37
  one or two base points more because the FT you're actually
• 18:40
  having on dealing with the cheaper products and services
• 18:43
  you're taking is is fairly outweighing what it could be.
• 18:47
  Yeah. But everything that we've just
• 18:48
  said there is it all comes back to the customer experience and
• 18:52
  different types of customers will prioritise or yeah,
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  different types of customers will prioritise different
• 19:01
  features and other value added services.
• 19:03
  So we know that an SMB for example, will prioritise
• 19:08
  predictability and reporting and they're and they are happier to
• 19:11
  pay a slight, I don't want to say the word premium because
• 19:14
  that sounds like you're marking it up, but they're happy to pay
• 19:17
  for a superior product to get those features in.
• 19:21
  So yeah, I don't people that will raise to the bottom on
• 19:23
  price will probably find that they'll have really high
• 19:25
  acquiring costs of actually like what it takes to win that
• 19:27
  customer. They might do that first
• 19:29
  transaction with them and then likely fall back onto another
• 19:32
  provider that gives them all the other features that they
• 19:35
  actually want and need. So.
• 19:37
  Makes a lot of sense. So if we look to the future,
• 19:39
  then one of the the sort of big things ahead for wise platform,
• 19:43
  you know, is there new technology that you're looking
• 19:45
  at? Have you got new product
• 19:46
  launches that you you may be allowed to talk about or they?
• 19:48
  Well, obviously you can't. There'll be stuff you won't be
• 19:50
  able to mention, but we just want to know where the America
• 19:53
  side of the business goes next. Yeah, we've.
• 19:55
  Got some really exciting partnerships that we're going to
• 19:57
  be announcing in the very near future.
• 20:00
  We're always exploring new technologies, right?
• 20:02
  Like there are new technologies and buzzwords that have been
• 20:05
  thrown around this this conference so far today that
• 20:08
  everyone probably is familiar with.
• 20:10
  But the biggest thing that Wise does is we're always looking at
• 20:14
  what's the biggest. Pain points impacting our
• 20:17
  customers today and what are the different types of technologies
• 20:20
  that we can invest in that will help solve those.
• 20:25
  So we're always looking at lots of different things and there'll
• 20:28
  be lots of exciting announcements that we'll be able
• 20:30
  to share later this year, but nothing that I can announce as
• 20:33
  an exclusive today, I'm afraid beyond.
• 20:35
  Beyond revenue of of course. This is why everyone's in
• 20:37
  business. What do you think success beyond
• 20:40
  obviously with your commercial direct hat off, do you think
• 20:43
  would would enable successful wise?
• 20:47
  Wise always platform. Wise platforms.
• 20:48
  Wise platform. Like I said, we're the start up
• 20:52
  within a scale up. And for me at the minute like
• 20:54
  coming in that first year, it was about laying the
• 20:57
  foundations, building the team there to make sure that we can
• 21:00
  give customers and partners the best experience when they first
• 21:03
  start working with Wise platform.
• 21:05
  But then also how can we grow and scale them.
• 21:07
  So when I just look into just the very near term future, one
• 21:10
  of the things that I would think success looks like is our
• 21:13
  existing partners are doing more with us.
• 21:15
  They're leveraging more technology, they're putting
• 21:17
  through more volume, but that we're also building new
• 21:20
  partnerships and bringing new partners onto the platform.
• 21:24
  That's what I'm really excited about and we've got some pretty
• 21:27
  cool partners in the pipeline that we'll be able to talk about
• 21:31
  very, very soon. It's really.
• 21:32
  Interesting for me because you know Justin was head of direct
• 21:36
  sales when we worked together and I was head of partnerships
• 21:38
  and it's kind of they were two very separate worlds.
• 21:40
  But I think recently we've very much seen that merging of
• 21:43
  partnerships sitting under one commercial leader like yourself.
• 21:46
  So how do you offset that sort of direct sales team and
• 21:51
  managing the partnership team or you purely be to be, do you
• 21:53
  still have direct sellers that go to pub?
• 21:56
  Let's redefine that. So account management in your
• 21:58
  world is more looking after the partner, right?
• 21:59
  But you've got your new business team, presumably they go and
• 22:01
  sign and win the partner, right? Very different department to to
• 22:04
  deal with. How do you kind of juggle those
• 22:06
  two hats? That was one of the first things
• 22:09
  that I implemented when I first joined Wise Platform is we
• 22:12
  actually had one sales team that looked after both.
• 22:14
  And I think that they're two very different skill sets
• 22:18
  around. I don't, I hate using the term
• 22:19
  hunter and pharma because I feel like it's such an archaic term,
• 22:22
  but they are two different skills.
• 22:23
  Like how can we actually double down and grow this partnership?
• 22:25
  How can we build that relationship and do relationship
• 22:28
  management to help grow and scale our existing partners?
• 22:31
  And then how do you find people that have really good business
• 22:34
  development, go to market skills where they know how to like
• 22:37
  drive a campaign? So we have two completely
• 22:39
  separate teams. So I have a head of sales for
• 22:42
  banks, I have a head of sales for online platform, which is
• 22:46
  our fintech vertical. And then I have a head of
• 22:48
  account management. And they're different
• 22:50
  departments. They have, again, selling to a
• 22:52
  bank and working with a bank and how to partner with them will be
• 22:54
  very different to how you partner with a fintech.
• 22:57
  They're the way in which they're organized internally is
• 23:01
  different, the way in which they buy is different.
• 23:04
  And having people that can that know how to address those and
• 23:08
  work with those, I think it's really important.
• 23:10
  I think some of the best people that have worked in my
• 23:12
  partnerships teams over the years have started indirect
• 23:15
  sales as well because they, you know, you talk about that hunter
• 23:18
  and farmer thing. I don't really know if we've
• 23:20
  we've coined a new phrase for it, but having that kind of what
• 23:24
  grant? Is saying is that we've had many
• 23:26
  arguments over the years about whether a customer is a direct
• 23:29
  customer or a partnership customer.
• 23:31
  It's interesting. When you say that, because
• 23:32
  immediately I was thinking, do you mean like why is business
• 23:35
  versus why is platform because we've got our three different go
• 23:37
  to markets. So our consumer product is
• 23:39
  completely word mouth and through adoption pretty much
• 23:43
  then you have wise business, which again is kind of word of
• 23:45
  mouth referrals, but we also have a direct sales team that
• 23:48
  goes directly to the B to B. And then you've got wise
• 23:51
  platform, which is B to B to X. So you could almost say that
• 23:54
  that's always a partnership play, right, because we're
• 23:56
  embedding our infrastructure in the bank, in the fintech and
• 24:00
  they're ultimately then providing those service to their
• 24:04
  customer. So we actually want to be hidden
• 24:06
  in the, we like the plumbing in the background.
• 24:08
  We want to be able to facilitate that for them, but have it as
• 24:10
  native within their ecosystem, the world.
• 24:13
  Is very partnerships have you now it is very hard.
• 24:15
  Before we. Finish up today, we have a final
• 24:18
  section in in the show which all of our guests get involved with.
• 24:21
  It's called the shelf of shame to nominate something to, if it
• 24:24
  could be from payments, fintech business in general, nominate
• 24:27
  it. If we agree that it should go on
• 24:29
  the shelf of shame to be banished forever, then it it'll,
• 24:31
  it'll go up there. Do you judge?
• 24:33
  If it gets to Oh yeah, we absolutely.
• 24:34
  If. It's not good enough right now.
• 24:36
  Live, correct? Oh, great.
• 24:37
  How exciting. So what do I want to go on the
• 24:41
  shelf of shame? I think that banks and fintechs
• 24:44
  compete with each other. It's not a competition, it's a
• 24:48
  partnership's play. We should be putting our
• 24:51
  customers at the forefront of everything that we do.
• 24:54
  And however we address those pain points, that's how we
• 24:57
  should do it. So like they don't compete, they
• 24:59
  can partner, we can coexist together and it's not a them
• 25:02
  versus US mentality. Is that like?
• 25:04
  Legacy banks and neo banks as well, yeah.
• 25:06
  Absolutely. Yeah.
• 25:08
  I like that it's quite interesting because you've got
• 25:10
  fintechs that are 10 years old, right?
• 25:12
  What's the difference between a fintech and a bank if they've
• 25:14
  both got banking licences and they're, they're now 10 years
• 25:18
  plus, right? Or they're just a tech company,
• 25:20
  No one's. Actually put fintech just being
• 25:23
  a word up there. Yeah.
• 25:24
  Like that could be a thing. I think like calling using the
• 25:27
  word fintech is maybe something that I'll nominate something for
• 25:30
  the show or something. Right now I'll say.
• 25:31
  What would you call it? Not about you.
• 25:32
  Grant, I think your mum. Putting hats on.
• 25:35
  You know, financial technology, right?
• 25:38
  In essence. But yeah, I don't know.
• 25:41
  We'll have a think about it. Yeah, I look.
• 25:43
  Forward to seeing what you come back with.
• 25:45
  Well, thanks for joining us today.
• 25:46
  That looks great. Thanks, Laura.
• 25:47
  It's been great.