Banking on Digital Growth
Banking on Digital Growth

Episode · 1 month ago

146) #NewStartsNow: Compose a Symphony of Simplicity for Your Customers w/ BaaS

ABOUT THIS EPISODE

Why navigate the complexities of alliances and BaaS offerings?

Because your customers want simplicity.

And with brands and FIs working in concert, you can give your customers a symphony of simplicity.

That’s why today’s guest, Sarah Howell, is so passionate about her role as Chief Alliance Officer at NYMBUS: Bringing together both sides of the embedded finance equation, ultimately, makes life simpler for the end-user.

In this episode, we discuss:

- The purpose of banking as a service — and why it’s a smart move in a disruptor-filled financial landscape

- What FIs and brands should know before partnering to maximize their opportunities in embedded finance

- Why a better finance world for all starts with removing friction and orchestrating a symphony of simplicity

You can find this interview and many more by subscribing to Banking on Digital Growth on Apple Podcasts, on Spotify, or here.

Listening on a desktop & can’t see the links? Just search for Banking on Digital Growth in your favorite podcast player.

I want a better world, right? I want, Ithink we all do and I think we want a world where friction has been removedand that our lives are not so segmented, but it's a, it's a symphony ofsimplicity and that's what I think we're creating with embedded financeforeign users. Yeah. Mhm. You're listening to banking ondigital growth with James robert ley who believes there is no better timethan now to educate and empower financial brands to gain a freshperspective around future growth opportunities. That's why today'sepisode is part of the new starts now series brought to you by Nimbus whooffers a complete set of tech tools and services, all designed and engineeredto empower you and your financial brand to maximize your future growthpotential greetings and hello, I am James robert ley and welcome to the 146episode of the banking on Digital Growth podcast. Today's episode is partof the new starts now series and I'm excited to welcome Sarah Howell to theshow. Sarah is the chief alliance officer and head of banking as aservice at Nimbus, bringing together banks, credit unions, fin techs andbrands to create even more value for each other and consumers throughcollaboration in what she calls a symphony of simplicity. Welcome to theshow, Sarah, it is so good to have you on today. Thank you. It's fabulous tobe here. Thank you so much for having me before we get into this idea ofbob's banking as a service always like to start things off on a positive notewhat is going well for you right now personally, professionally, it's alwaysyour pick, what's one good thing happening? Oh, I've got a daughter thatplanning a wedding, so we've got a wedding in our future next year, we'rehoping that Covid will settle down and we'll be able to have a beautifulwedding and just enjoying the new life here in florida, which my husband, Ijust recently moved from florida from denver colorado to florida. Well,congratulations on both fronts, both on the upcoming pending wedding as well ason the move. And I think that's when you look at that, it's changed right?You know, new beginnings move. It's a new beginning, there's newopportunities and I think that's where we're at right now, when it comes tofinancial services, when it comes to banking, when it comes to just brandsfor that matter. There's a lot of New things that have transpired within thepast couple of years really in the last 18 months and sometimes it can feelvery overwhelming. But then there's also a lot of new opportunities tocreate to capture and that's where I want to focus things on, particularlywhen it comes to this point of vast banking as a service, you know, as thisindustry needs another acronym, let's...

...simplify this for the dear listener,what is banking as a service? Mhm. Well, I think it's an overused word to bevery hard transparent, I think it just helps. It is it is the effort to help anon chartered entity to offer financial product. That's the most simplistic waythat I can speak to it. Now there are different business models associatedwith vase and I can get into that in at nauseam. But I think in the mostsimplistic form it's helping a non fee become somebody that can act and lookand feel like a charter entity and that gets me excited because this idea ofbrands offering and creating value in new ways to their audience, to theircustomers, to their communities. Um it really is unique and I'm curious forthe financial brands, the banks and credit unions who are listening, howmight Bass be either misrepresented or misunderstood historically. Like yousaid, it's an overused word. It's an overused acronym. Where might there besome confusion that we need to clear up? I like in Bass to my role in alliancesand I like in alliances to parenting. When my kiddos were little, I was kindof the end all be all and I was the, you know, my husband, their worldrevolved around us, but we said mattered as they got into a verydisruptive season in their life, which was the teenage years. Our voice abateda bit and other folks became very prominent in their life and I couldhave been I could see them as a threat. All right, can look at the surroundingum disruptive environment that my teenage girls were in and realized thatI needed other voices speaking into their life. And I think very similarly,um what's occurring and the financial industry now is very disruptive andit's very much like how my teenagers were and I first saw other voices intheir life as threats. And I think if we're not careful the financialindustry, traditional players, credit unions, banks, we can see those othervoices ak brands or thin text as a threat. But when we realize theecosystem that everything is being disrupted, whether that's technology,whether that's red changes, whether that's social, so social reformseverything in our world is so disrupted now and to have an additional voicespeaking into that end user, whether that's a business, whether that's aconsumer and that they're going to to seek a financial product that maybe Idon't own or maybe they can't get from me as a as a traditional financialinstitution. Instead of seeing that as a threat, let's see it as anopportunity. How do we help create some level of consistency and surround thatend user with financial products that...

...are going to meet their needs, whetherwe're doing it directly or we're doing it indirectly through a brandrelationship. That's a great analogy, the idea of parenting and kids. I'vetalked many times on this podcast, my wife and I we have 11975 and we'restarting to see that that idea of some other voices influence, particularly atthe older level and to your point, I think it's just going to get louder.But I think that also creates some variety and different perspectives. Andso looking at it not as a competitive threat but as a growth opportunity. Ilike the idea of Alliance, I like the idea of collaboration really from thelens of abundance. What what might be some of these opportunities here bothfor, we'll call them brands as well as incumbents from looking at banking as aservice. Looking at collaboration. Looking at Alliance, where might therebe some of the biggest opportunities in your mind? Well, I think for a brandyou have a captive audience, you've already got a group of individuals thatare committed to your brand and you've got brand equity that you can leverageon multiple fronts. And maybe that's for your existing product offering,whether you're a SaAS technology provider are you're a retail, um, youknow, merchant that has a great following leveraging that to provideadditional benefit to your customers. I think it just deepens relationships nowdoesn't mean that you have to pivot from your core business to become abanker and neo bank. No, and and that's why I think there's so much opportunityin creating an ecosystem of experienced financial providers, banks, creditunions that know this industry really, really well and partnering them withbrands and and Syntex in a way that allows both to succeed in life, whichis ultimately kind of what we want for our kids, right? That's your end goal.Well, its growth, its growth because like we're all getting better together.There's the old thinking that a rising tide raises all ships. And when I thinkabout this idea of alliance and collaboration, you've made a veryunique perspective here. Brands already have the audience or what I like to say,brands already have built in community, they have built in affinity. I thinkjust a couple of the top of my mind, like an R E I for example, a chewy dotcom, you know, a lot of connection to the brand, what the brand stands for,What does that look like bringing, bringing everyone together so that weall grow together, What does that look like? Practically applied here justonce again kind of demystify some of this in the mind of the listener. Yeah,well, I think here at numbers, when we look at there's opportunity foreducation on both fronts. So brands that want to lower the various of entryto get into the financial services, There's an education path, how do youdo it? You know, what do I need to...

...think about, what are, you know, how doI how do I launch a financial product? And then on the other side there's alot of banks out, there especially in the sub 10 billion range because thenDurbin provided opportunity and I think if you want to look for the firstinstance of embedded finance or bad, you're gonna look in the prepaid realm?All all that's why you see, uh just a multiplicity of, of suburban banksplaying in the bad space. But what if you're above 10 billion in assets sizeand you want to play in the best space? Um, what if you're a credit union andyou've got to fill the membership consideration and you want to play inthe best space? So, you know, we look at it as education on both fronts. Wewant to lower the varies eventually for both parties, the brands and thefinancial institutions that want to play in this space. But we realizethere's education on both sides. That's a great point about education because,you know, uh and I wrote about this in banking on digital growth a lot oftimes were held back by fear, there's the four fears that are right about inthe very first one that we have to address when we're looking at newgrowth opportunities is the fear of the unknown and the fear of the unknown.The best way to overcome it is to help the unaware become aware of what theopportunities are to begin with in the first place. And that's where training,that's where education is really core and central. And I think trainingeducation going forward, there's going to be new opportunities that if we'renot aware, we might miss the boat. And I want to touch on this because on theflip side opportunities, let's talk roadblocks. What are some of theroadblocks? Maybe some of the challenges historically around bankingas a service. You've used embedded finance, even embedded Fintech. Wheremight some of the roadblocks be that we need to think about historically thatcould either a prevent us from moving forward with confidence or be hold usback all together. Yeah, great, great question. And this is, I think wetalked a little bit about this before, but this is what I saw a lot in my, myprior role at visas that I was working with brands and in text that we'reembedding financial products and they'd go to a bass provider that offered onefinancial products and they were really good at embedding card products. Right?Um, but then they would come back to me and they'd say Sarah now I want tooffer deposit accounts and savings accounts and uh, oh I want to do billpay And so I was introducing them to other players in the ecosystem. And Iwas like, wait a minute you're evolving to become a neo bank number one. Solet's just like, let's, let's call it for what it is and are there cheaperroutes to market for you because every time I introduce you to a new techprovider that, that's going to be an impediment to your, that's going toimpact your unit economics, it's going to be an impediment to your growthevery time I introduce you to a new financial institution because of theway that the regulatory landscape is positioned, whatever accounts youlaunch on that, on that F. I. R. Going to belong to that. If I so you've gotthree different f. i.s Supporting your...

...customer base. Now, I have unknowinglyintroduced you to too much, right? And now you can't have a 360 view of yourcustomer in a way that you might want to. And so it was those mistakes I madeearly on that brought me to members to understand, okay there, how do Iposition brands and context in a way that's going to empower their greatstrategy. So, I want to I want to touch on that, you know, you take the brandon one side, you take the F I. On the other side, you're talking aboutcomplexity here. What are ways to simplify that complexity? To eliminatethe overwhelm so that it's something that I would say is a bit moredigestible. It's a bit more doable in the mind. I think the mind, you know,we anything that's complex, we tend to steer away from anything that is simple,We tend to be drawn towards what is the simple path forward, if you will forfor these opportunities here, I kind of liken it back to the analogy is I'veopened up with parenting, you know, ultimately, the the goal of parentingis to work ourselves out of a job and you know to create an individual or tobe a part of an amazing persons growth strategy in life so that they canbecome a value to the rest of the world. And so I looked very much at what we'redoing here at Nimbus in the same light is that I want to, I want to be able topartner brands and fin techs and notifies with really good financialinstitutions utilizing our technology stack. But let them have that directrelationship. I do not want to be in the mix. I want to, I want to empowerthem for growth and we're providing a tech stack that allows them to do that,but I don't want to be an incumbent and manage the bank relationship on theirbehalf. What a day I want to dive deep. I want to dive deep on both sides ofthis equation. I want to I want to go down the path of the brand first. SoI'm at a brand, I see some opportunity around this idea of offering financialservices to my customers and my community, my audience. What are thethings that I need to be aware of that could hold us back from moving forwardon that angle over there. How can we address some of those concerns earlyand often have a direct relationship with your financial institution most asproviders will manage that relationship on your behalf and that's that that canbecome an impediment to growth because like I said earlier in the eyes ofregulators, that account that's opened up at that financial institutionbelongs to that financial institution. So if you want to unwind that program,it gets really messy. So having that direct relationship, that's somethingthat we should be thinking about early...

...and often. So that's on the brand side.On the flip side as the brand. I'm hearing about this, what are thebiggest opportunities that we could probably capture early on? Um maybeit's value creation, maybe it's access to data. What are some of those earlyopportunities on the brand side when it comes to offering banking as a serviceor embedded finance here. I think it drives better adoption deeper, deeperloyalty to your brand and it just depends on what you're trying to create.Right? I worked with a lot of B two B saAS companies and so always findingthe embedded financial flows, whether you were doing trade, credit lending orsomething, you know, or just doing invoice factoring. It drives a deeperengagement, the more financial products you can offer if you're a retail brandyou always want to look for. What's the probability of the flip meaning? What'sthe probability that my existing customer will start to look to me forfinancial products. And so I think that the benefit there is definitely loyalty,deeper engagement, but also the data aspect. 100%. I mean within reason,right? Of course, of course. And then on the other side of the table we'vegot the traditional bank credit union who can provide this collaborative pathand opportunity from, from your point of alliance here. What are some of theroadblocks that we need to think about on that side of the equation? Yeah. SoI always know that the further you are from the end customer the greater therisk. So a lot of banks will start off having a direct relationship with thebrand or Fintech themselves and get into it realize there's a lot that Ihave to do to help teach them banking and teach them about passing duediligence and all the compliance regulatory stuff. And that's a lot ofheavy lifting and so you have to scale a lot in order to do that and be readyfor that. But that's where you see most banks when they first pivot into thespace, that's the business model that they use banks that have been in it fora while realized that that's what, that's a tough business model to stafffor and you take a lot of bet on a brand that may not ever materialized.And so what you see those those banks that have been doing this for a whilewill work with program managers where they are kind of letting that programmanager have that direct relationship with the Fintech puts them further awayfrom the end customer but it's an op straight off, right? It's a so if I'mhearing you correctly, it almost comes back to what you're making on the otherside around the brand, knowing that in knowing that financial institution onthe other side, getting close, not being separated, but it's really thecollaborative opportunity to bring people together on a closer spectrum,let's let's say on the the the institution bank credit. And inside wetalked about roadblocks being a little...

...bit further away opportunities on theother side, big opportunities that we could, we could get excited about herefor the bank or credit union side. Exactly. Oh definitely. Just a newroute to market is kind of how we like to call it a nimbus, you're you'regoing to have a direct route to market which could be your own individualfinancial brand, or you can set up a digital brand or you can really supportanother brand through, kind of an indirect sales channel. That's reallyhow it would look at it from a business perspective. Today's episode of bankingon digital growth is brought to you by Nimbus who believes in creating evenbetter financial services for all better access, better experiences,better value, all while supporting the entire customer journey. And how dothey do this, offering end to end niche banking solutions that you can buy orbuild, providing accountability beyond the technology and prioritizingImpactful, intentional innovation, instead of chasing features, ready totransform what is and create what's next? Learn more at Nimbus dot com. AndI see that like coming back to this idea of, you know, a sub $10 billiondollar institution and they're looking for growth opportunities here. Maybeit's beyond the traditional community that they're in locally. What does thatpath look like like? Because now you're really opening up a whole new world ofthinking and a whole new world of opportunity that might be overwhelming.It might be too much because it's like, I don't even know where to begin withthis, what does that look like? And this has been a great conversation sofar. Let's get real practical going forward. I'm a community institution. Isee this opportunity, I'm excited. How do I even start? Like just by thinkingwith this here? So it's not so overwhelming. Yeah. No. Well I thinkthe first thing you do is you continue to listen to, you know, great podcastslike making on digital growth and others that are speaking about thisspace because the more there's so much knowledge out there that you could justgarner just simply by listening to the, you know, great, great podcast, readinggreat content. There's newsletters I subscribe to, the one thing I would sayis that this space moves so fast and so much is happening and there's so muchVC money being poured into it all the time that you really have to say, whatare my guard rails as a financial institution and narrow your focus onwhere your risk appetite lies. Does your risk appetite only lie with, youknow, card products, which are easy for the interchange revenue? Do you want toget into a little bit more where you can make a little bit more money in thelending side? Because as fintech and, and brands embedded finance has matured,it starts off in card and then it goes to lending and now I'm seeing a muchgreater demand for, For financial...

...institutions that are willing to playin the lending space. So if I'm, if I'm a bank or credit union, the next beststeps, number one continuous education, continuous learning. I would say maybetwo keeping an open mind to what new, possible paths to growth could looklike to begin with as well. But then also getting really clear about whatthat level of risk looks like. Those guys. I think your guard rails. Um, Iwould say bumpers on a bowling alley, uh, to keep us to keep us down down themiddle of the lane and so we don't get in the gutter, you mentioned cardproduct that can graduate into maybe lending, you're seeing a lot of areas.There. Anything else on just, you know, the next best steps for a bank orcredit union and an institution. If you will to continue to move forward withcourage with confidence. I would say get really close with your risk andcompliance person. um and help make sure that they are very well educatedso that you're not just educating yourself, but you're educating thembecause it is ultimately their job to protect your charter and you want them,you want them to do their job well and there are certain there are certainflows, say financial flows that are going to put charter at risk more thanothers. So nowhere where you are with that, it's going to be very similar towhat you would allow or not allow for your own direct customers, but gaugethat internal appetite and bring the rest of the organization along with youin this journey. Super important. Great point on the risk side of things,compliance getting close with them internally but educating them as wellbecause once again what they don't know could be that factor of fear. That's aprevention from moving forward with courage with confidence. So there'sthat training, education, we're hearing this pattern now. But then I think youbring up another interesting point bringing the entire organization alongbecause could could that possibly create some factions internally and wedon't want to see that we want collaboration to begin with internallyto Can you speak to this point here? Oh yeah, I can see firsthand because Iwould have syntax and I would have bank sponsors that did only one vertical,They only sponsored 11 aspect and I was trying to bring them new business, butthey were like, nope, that's the secretary of the organization.Unfortunately, the bigger organization in the heart of the collaboration, Sotry and go in through maybe your innovation lab if they're working crossfunctionally do some a lot of times I'll see, you know, bad as strategiesevolving from those theories, but they couldn't scale because you had tocreate a compelling value proposition for the other business silos at thebank. So if you're a smaller bank, it's a lot easier. And then if you're alarger bank, make sure that you're working cross functionally because itreally does take whether it's small business lending or retail orcommercial card or all of those different entities recognizing what thevision is and how we play in the by...

...space and where we plan, where we don'tplay and back to those guard rails, no what you, what you're willing to do andwhat you're not because the successful banks have seen in this space have thatvery well defined. That's a fantastic point about size. And I've seen itfirsthand myself, the larger the organization, the harder it is to bringnew ideas in and really get them to legs and to give them life. And that'swhere I hear a lot of, you know, smaller institutions, they limit to mesaying, oh, we're too small and I'm like, no, that, that that's yourcompetitive advantage because you can be more nimble, you can be more quickand bring this type of thinking, not just in a certain area, like you said,an innovation lab, to remember going over to Italy a few years ago, andworking with an innovation lab with the, you know, top 15 european bank overthere, it was like 300 people, you know, just an innovation. It was, it was, butthey had so many great ideas, but then to bring that out through multiplecountries, I mean, it's a whole different type of an experience versusa being maybe your community institution or regional, it's easier tobring this thinking throughout. So that's a great point, getting that thatby and getting that alignment throughout the organization. Otherwise,what happens if, if it, if it just kind of stays stuck, what does, what doesthat future look like that, so that we can prevent that from happening? Yeah,well, I think uh I had a bank that I was very close with big regional bank,um and I had several Fintech center on them, and they kept growing, TheFintech kept growing, or the brand's kept growing and the bank was not wasnot growing with them, even though there was opportunity for them to scaleout, they just they were only offering one thing and that's okay if that's allyou want to offer, but I go go back to the point of the community banks, I dofeel like there is an agility with the smaller F. I. S that allows them togrow with the context and the branch, because ultimately there is the risk ofoutgrowing you, and so you wanna, when you enter this space do it with growthin mind, these guys will grow, you want them to grow, But let's go together,that's a great point. It's it's collaborative growth, you're on ajourney together, you're not doing this by yourself, and that's why I thinkcoming back to the some of the roadblocks, you're talking aboutgetting to know each other well on both sides of this, and let's flip to theother side. Now, let's flip to the brand side, I'm a brand who's listeningto this, where do I begin? Once again, because I see a lot of opportunity,this kind of outside of my comfort zone a bit, where can I begin, what shouldmy first steps be going forward? I feel like if you, are you a traditionalquick question, are your traditional brand? Are you a new neo bank brand ora new startup? Let's play, let's play, acknowledges, startup, let's play both.Let's play boast. So, to begin with,...

I'm going to be a traditional brand,I'm a retail brand, let's say I've got to pay, You know, a large customer base.Uh you know, I've been around for 30, 40, 50 years, let's just say, where canI begin this journey here. Great, great question. So a lot of the retail brandsstarted off in their embedded finance journey with cards right? Like your cobranded credit card is one of the first examples of kind of a badass offering.But the big difference is that most of that data and information belongs atthe bank and the bank manages that whole program for you. So ask yourself,do I want to take on more responsibility to manage some of thesefinancial products and do I want to go back to that bank? What's thatrelationship that I have with my co branded credit card bank provider? Do Iwant to go back to them and talk to them about, You know, scaling twoadditional financial products? I think it's important to bring those guysalong or at least give them the opportunity because it goes back towhat I was talking about in the eyes of regulators, those customers, thoseaccounts belong to that guy. So if I'm going to create a 360 view of mycustomer, I either need to create a good data lake and get manage my owndata or I need to have that banks by um yeah, so going back, having someconversations, we've already got a start in there. Maybe it's like thatbranded card perspective, but let's maybe explore what this could look likegoing forward. So conversations would be a great start, you think definitelyand I would actually go back and say talk to your internal people that areworking on that program and get their feedback and their thought because theythey're in the quick and dirty down and dirty every day and they know how theprogram is working, whether or it's not they know financial services, they justpicked it up vicariously by managing that program. So you actually havefinancial savvy folks in your organization to tap their brains, getthem exposed to other ways of thinking about embedding additional financialproducts into your brand. Great point. So now now we're gonna take this. Sonow I'm in sass, I'm tech. What are these opportunities here? Where can Ibegin looking and exploring this idea of, of collaboration through bass,through banking as a service, through embedded finance. What does that looklike? Where can I start there? I think, I think to ask companies have some ofthe best opportunities, um I love to always work in the south companies andtrying to figure out there's a financial flow, there's a financialflow, you need to capitalize on it. You need somebody in your organization or aconsultant who can look at your technology stack and at your customerbase and identify a financial flow for you or you can make, I mean, maybe youcan do it yourself. But I would start to say, okay, did did you ever realizethat dispersing, you know, on one side of their marketplace, they hadcustomers right? And they needed to solve for their financial needs. Butthen they also had drivers and they need to solve for their financial needsthat they do that initially did. They...

...know initially all the financial flowsthat existed across their marketplace. No, but as you grow, you start to seethese things and so of sass marketplace companies have a huge opportunity.That's a great point about Uber because I'm thinking about lift and how likeeven lift on boards, their drivers. And one of the things that they're offeringis rewards. They're offering, you know, faster payments. They're offering aseamless account opening, like with the QR code and it's really all integratedinto that lift experience. So there's there's a kind of internal HR play. I'meven seeing that with brands like, like gusto too. And so it's a whole newlevel of just thinking of, of of where and so you made an interesting point,you know, getting someone to maybe come in and just explore this from adifferent lens at a different angle to help walk around the bottle, walkaround the glass because I think sometimes we just get so inside theglass that you can't really see anything from the outside. So thatobjective, external view, anything else to get started on this because itsounds like you get really excited in this particular area here. I do. Yeah,that's what I used to do in previous roles. And it is so exciting becausethat is the essence of embedded finance, right? Like that is the essence ofcreating an experience that surrounds the end user with simplicity like youhave to know and and I think that's the key. It's it's it's surrounding the enduser putting people at the center of all of the thinking, all of the doingregardless of if you're at a bank or credit union or a retail brand or SAswe have to remember this is all about people and simplifying their lives. Andso the ways that we can do that is through connection. It's throughconversation, it's through collaboration and through connectionconversation, collaboration. This is how we build community. Um and lookingat it through a sense of growth, abundance. Final question here andsarah, thank you so much for the thinking. I'm excited about the futurehere. As you look ahead. If you could just distill everything down. What areyou most hopeful about? What are you most excited about when it comes tobanking as a service? When it comes to embedded finance? When it comes toalliances? I want a better world, right. I want, I think we all do and I thinkwe want a world where friction has been removed um and that our lives are notso segmented. It's a symphony of simplicity and that's what I thinkwe're creating with embedded finance foreign users and it takes all of us todo it. A symphony of simplicity. I love that. That is something that you know,I'm going to remember this when a symphony of simplicity, that's sara allthe credit goes to you on that. Thank you for the conversation. Thank you forthis last thought on a symphony of...

...simplicity. If someone wants to justcontinue to explore this thinking with you this symphony of simplicity, what'sthe best way that they can connect and collaborate and and just have some goodconversations with you together? What's the best way from the reach out and sayhello? Yeah so they can connect with me on linkedin. Would love to hear fromeveryone. Um also you can reach me in my work email at s Powell at Nimbus dotcom connect with Sarah learned from sarah. A symphony of simplicity. I'mgoing to remember this one for a very long time. Sarah, thank you so much forjoining me on another episode of banking on digital growth. This hasbeen a lot of fun thank you. I've enjoyed it. I appreciate the time asalways and until next time be well. Do good and make your bed. Thank you forlistening to another episode of banking on digital growth with James robert leybrought to you by Nimbus who is on a mission to bring the people process andtechnology together to create new routes to growth for financial brandsand enable them to deliver outcomes to learn more about how you cancollaborate with Nimbus to maximize your future digital growth potentialvisit www dot nimbus dot com until next time, be well and do good, mm. Mhm.

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