Banking on Digital Growth
Banking on Digital Growth

Episode · 1 year ago

64) #ExponentialInsights: Gratitude: The #1 Element for Success in 2021 w/ Sam Kilmer

ABOUT THIS EPISODE

The mind can only hold one thought. But it can choose one of two opposing sides — positive or negative, abundance or scarcity.

In 2019, we were running around to conferences and growing our digital presence at 7%, focused on what we didn't have. In 2020, suddenly, we were staying home and growing digital at 70%, learning to be grateful for what we had.

In this episode of Banking on Digital Growth, I talk with Sam Kilmer, senior director at Cornerstone Advisors, where he leads the fintech advisory practice working with industry providers, fintechs, and investors.

We talked about:

- The key element for success in 2021

- Roadblocks that could trip up financial institutions going forward

- The philosophy of first principles thinking versus traditional thinking

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

You and I both know that if we scripted this, the audience would smell a rat. People don't like that kind of stuff anymore, and maybe they never did. You're listening to Banking on Digital Growth with James Robert Lay, a podcast that empowers financial brand marketing, sales and leadership teams to maximize their digital growth potential by generating 10 times more loans and deposits. Today's episode is part of the exponential insight Siri's, where James Robert interviews the industry's top marketing sales, and Fintech leaders sharing practical wisdom toe exponentially elevate you and your team. Let's get into the show. Greetings in Hello, I Am James Robert Ley and welcome to the 64th episode of the Banking on Digital Growth podcast. Today's episode is part of the exponential insight. Siri's where I am excited to welcome Sam Kilmer to the show. Sam is the senior director at Cornerstone Advisors, where he leads the fintech industry practice along with some selected adviser engagements with banks, credit unions, industry providers and investors. Hello, Sam, and welcome to the show today. Hey, good to be with you again, James. Robert. As always. Absolutely, absolutely, you know, to to start the conversation Let's just reflect back on the century that 2020 waas in and of itself and just for you personally, what were some of the greatest lessons that you learned Looking backwards? You mean back over the last decade or century? I wasn't there the whole century. I'm kind of old, but not that old. Last year. Well, I'm just saying 2020 felt like a century in and of itself that we worked through because I think by midyear it felt like we had already lived a decade. And by the time that we ended, it felt like we lived a century. I saw a quote the other day, you know, some some. Sometimes it feels like time moves where, you know, decades, you know, progress feels like it takes decades. And then other times we feel like we make a century's worth of progress in a week. Yeah, it's a good point, you know, looking back over 2020. The way I look at it is it was the culmination of several years and then the concentration of let's just call it maybe three or four years worth of change, all in one big shock or stress test to the at least to the banking industry, to the financial services industry. But I think to a great many of us, which was which was, if we're all kind of gradually digitally transforming at a 7% year over year pattern or something, what happens when it's 70% all in one year? Andi, I think my big take away was gratitude and not taking many things...

...for granted. I think many of us walked away if we weren't already tremendously grateful for things like our families and our our school teachers. And, you know, we could go on and on. We certainly are. Now we see what these people have had to go through. But, you know, I just when I when I think about it, look at things like holiday retail sales. James Robert. They came out higher in 2020 that in 2019. If you'd asked me that in April, I would have said no way. But they came out higher that they just shifted even mawr than people expected. So we just we learned how to deal with shift. I guess I think you're tapping into a really big insight and a really big secret that I want to bubble up to the surface. Here you mentioned gratitude. I think that's going to be a key element for many of us continuing through 2021 because the mind can Onley hold two thoughts or one thought at a time. But there's two opposing sides. There's the positive or the perspective, the mindset of abundance. But on the flip side there's the negativity, the mindset of scarcity. So by continuously focusing on what's going well, it will help the mind. Naturally, you're going to train the mind to naturally move in that direction to that point. What is going well, what are you specifically excited about right now with with your view of the world? Well, I think if you look at, you know, just coming into 21 here and you're looking at still record interest in the tech sector and in ah, lot of development of positive change of helping people, I think another. Another thing that I've seen really, really be on the rise is just Whether you're a bank or you're a fintech or anything is a real focus on. Not just we have something that's cool, but how do we help people with some people historically referred to his financial education. Or, you know, some people try to apply other technology to it, like analytics or AI or whatever. Forget the technology. And let's just start with the premise that we're trying to help people, and I think that's that's absolutely front and center and so, like, I'll just come back to the gratitude thing and say, I think many of us We're hustling about two airports and conferences and many things in to 2019 and in 2020 when that was taken away, we replaced it with a healthy sense of gratitude for the things that we have. I think the other take away from me on this chance Robert that I want to point out, is when we talk about things like digital and growth and in your case, both digital growth, there is a natural tendency to want to talk about the technology. Can I think that's fine? But I would say there's just been a real focus on people, and even when you transform or change your delivery model as an...

...organization, whether you're a bank or your any business, if you go from full change from physical delivery of retail to e commerce. There's still people involved in that. They're just doing different things, and the leaders of different things, of things in demand there, just in leadership has never gone out of style. It's never gone out of demand. It's just that the skill sets have changed. I'm hearing echoes from a recent conversation that I had with carryin on the podcast Who's the chief marketing officer at J. A. M M B in Jamaica. And one of the things that that that particular bank is being driven by is a purpose, or they're they're literally banking on love. That is their central thesis, that is, there their purpose that is their North Star and to your point, helping people. What is this all about? I mean, like like, let's come back to how one of the ancient writers define love. It is toe will the good of another person. And I think in a time like we're in right now, one of two things happens. We either turn inwards and focus on ourselves and our needs, which is not a really good place to be, or we turn externally to focus on the problems of others and solving those problems. And as a result we rise together and and I agree with you this idea of digital digital growth. It is not about technology, which is why in banking on digital growth, there was one chapter dedicated to the subject. It's about using technology to bring people together, and to that point when we look ahead at 2021 even beyond, what do you see are the biggest opportunities for financial brands to either create or capture or even the strength that they have to further capitalize on? Well, you know when we come back to the people issue. But I would say that the other factor there is just going to be, Let's just call it knowledge. So you're using knowledge to help people and you're using the people because they have the knowledge and the bill to deliver that. And I would point Thio, you know, a couple of things is as financial brands are less defining themselves by the geographic zip code in which they reside and think about community community. I'm not suggesting that community isn't geographic, isn't a community. It's one flavor of that But I will say that I see a lot of promise in people focusing their help again. Back to we want to help people. Help is the new sales, you know, right? But I don't I don't think it's just a spinner, a buzzword or pivot, you know, in language and anything cynical, very riel. But I think it's easier to apply help, too, groups that you know well, so, you know, when I started out in the industry working and database marketing, I mean, we're talking about 1 to 1 and segmentation and all that that's fine. What I'm talking about is...

...organizational focus on specific niches, whether it's a commercial bank that gets to know a couple of industries really, really well, or a community bank that focuses in on some specific niches in their areas or whatever. But I was looking over our Gonza banker awards that we do every year and thinking of someone like Doug Sutherland over it. Trans Pecos Banks, who worked on this, you know, establishment of a niche in bank M D with, you know, in their particular case, helping people are helping people there helping doctors. They chose a very specific market that they could focus on. I just I think we're going to see a lot more of that. I hope that we do, because there's the old adage the riches are in the niches. And I you know, I I recently had been Stop it on Who's the founder and CEO over at Unify Money? Neo Bake Getting started up and they're focused on the high income, you know, someone who makes $150,000 and over there from their market research. 18 million to 25 million. But he was like they still have challenges and issues with money and they're trying to solve those problems. If, if not, they're even more amplified. And there are doctors in that. So when we look at this idea and this is a repeated pattern and theme that I'm hearing from multiple people now of Of of niche ing of focusing, how do we have that conversation effectively? Because it's so easy to fall back on the old mindset of looking at this as well that's gonna limit our growth potential by saying no, you're actually saying yes, Teoh, A very specific growth opportunity. Yeah, well, I think in many ways you answered Part of your own question, which was just because you focus on one area doesn't mean that others won't be inspired by you. You know, you could be you could be a credit union that serves one branch historically of the military who ultimately inspires other branches that want to be served by you. Or that may not be the best example. But I would just say by focusing in on the main thing is is getting an identity. Many of us used the term persona getting getting humanity around who you're helping doesn't mean that you're going to say no to everybody else. It just means that you're going to focus your attention on the areas that you know best. And, you know, I mean, I used them is one example. But you know, one of our lifetime achievement awards, for example, that we gave John Bill, the CEO, retiring of City National Bank. You know, they there's lots of people throughout the country that have doesn't work with City National now power RBC as I understand it, but they chose to play and win in the entertainment industry and to get to know it very well, and then they...

...started making some very specific technology choices and determining things that they build versus things that they pull off the shelf point being is that that help that strategic sacrifice helped guide them down a path, and it always allowed them to kind of keep the North star on that. And I just I Seymour of that. And I think we'll have more of that. Well, it's by letting go of the past it it creates the space and time to create the future. And that's a challenge for some because it's like we want to cling Thio, thio our winds and our successes. But it's it's what got us where we're at today is it's not gonna keep propelling us forward. And so it's always gonna be this give and take of, of, of, of death and rebirth, death and there. I mean, there's a whole archetypal narrative structure that we could dive deep into, and and so I wanna flip this a little bit. You know, we've identified some opera tes this opportunity is this idea of helping focusing down on specific niches on the flipside, though what are some of the roadblocks that you see some of the challenges that financial brands their leadership teams marketing team sells. Teams must be aware of looking out at 2021 beyond. That could potentially trip them up going forward. Well, I think one of the big concerns that I have is a healthy discussion, maybe even including some good, healthy arguments. I'm always looking for good, healthy debate in strategy. If there's not, if there's not that that should be a warning sign. Watch out for that. But even when the strategy is agreed upon and and you have, you know, a visible roadmap, people understand where the organization is headed. I would say the financial brands need to watch out for, ah, misalignment between what they say and where they invest. So, in other words, that that there's this directional intent to their once or twice a year look at the strategy. Very healthy, but not as much. Not as much attention being paid to are we Were we honestly and not executing well on this strategy? Not looking at our monthly numbers, I mean riel honesty on where we not executing and the number one area that I really look at here is just do you have, um, line of sight into where you're putting resource is and moving them around to accomplish those things? And I just I think that that's a little bit too un disciplined in many organizations and so that you can have the greatest intent. But it's just not gonna happen because the proper investments in delivery we could talk about that. Whether it's not like I said, we've talked about this before. It's not just are you investing? A lot of analytics...

...or data are digital first and all those things. But do you have the people? Have you brought those people on board? Do you treat that team with the same type of urgency and respect that you would treat the team of lenders or, historically, branch managers or others? Yeah, let's talk about that because we were talking about that before we hit record. And I think it's a discussion that we need to have Mawr and Mawr of at both the macro level, but also a micro level, because historically speaking, up to this point, we see, on average 60 65% around 80% of quote unquote digital transformation projects fail. I mentioned a research study that Ron Shevlin had shared on linked in this false hope of technology. It creates the essentially a technology bias that we adopt some type of new technology, whether that's a and I think, if I could, you know, where have I seen this the most? It's probably marketing, automation and really mawr. On the CRM side of things. We adopt this new technology, thinking it's gonna be our savior and come in and make life good for everyone. But then it fails, because on Lee, a select few have ascended what I call the apex of awareness. They can see out, see the future. Everyone else is still stuck down in the cave of complacency. So how do we reconcile and get more people up to the apex to see the future and then lead them through? Because this is an emotional conversation of letting go of the past to create the future. How can we have more positive discussions to create that that that clarity, that awareness, that alignment, that consensus, that really, is where transformation happens in the first place? Yeah, the playbook's still being written right? It's that there's not like a, you know, like a 10 point plan in the dummies text, you know, here. But I would say that it really starts at the top of the organization in rolling up shirt sleeves and making sure that organizations set expectations and accountability. And let me be very specific. Many of the technologies in the areas that we you just mentioned you mentioned marketing automation and C rms two examples. Those have historically and we'll just stay with those examples because you use them. Those are two things that have historically been treated as expenses by cost centers. So we've used financial accounting instead of management accounting in this banking industry, and we've typically treated not. And this is important because it's not just the technology spend, but the people associated with those technology spends are typically considered cost centers and until the revenue centers or whatever that whatever the front end of that is whether it's a customer, remember, experience Revenue is the more likely, I would say, candidate. But the top line of the organization in the mission associated with that...

...urgency. The reason why this works for Capital One is because if they don't do those things that you just mentioned. Well, they will not do well next quarter, right? This is a It's an urgency for them for use A for people like bcu. For people like Alliance, they don't have branches. I don't mean if their call centers don't do well on their marketing. Automation doesn't do well. It's bad, bad. So we have Thio. That's my first is accountability at the revenue level an experience level? Not well. We've got another cost toe layer into our costumers. It's a bit of an extreme example here, but I can't help. But you use these these kind of these digital first brands that don't have the branch network infrastructure, that they're not necessarily physically tied to the past. But I almost could see making a potential argument into the bit of an extreme example. But it's burn the ships. You know, Brett King the other day was like on LinkedIn, he said, You know, if if you're not investing Maurin your digital technology infrastructure than your physical brand structure, we we really have to have some serious conversation. So, like, just burn the ships. Um, you know, close down the branches reinvest that capital sell off the assets and then reinvested because then you have no choice. Technology has transformed our world, and digital has changed the way consumers shop for and buy financial services forever. Now consumers make purchase decisions long before they walk into a branch if they walk into a branch at all. But your financial brand still wants to grow loans and deposits. We get it. Digital growth can feel confusing, frustrating and overwhelming for any financial brand marketing and sales leader. But it doesn't have thio because James Robert wrote the book that guides you every step of the way along your digital growth journey. Visit www dot digital growth dot com to get a preview of his best selling book, Banking on Digital Growth, or order a copy right Now for you and your team from Amazon. Inside you'll find a strategic marketing manifesto that was written to transform financial brands, and it is packed full of practical and proven insights. You can start using today to confidently generate 10 times more loans and deposits. Now back to the show Well, but you know what, though James Robert let me push back on that a little bit because I agree with you that I think most people in the industry thing Well, yeah, if you're if you're Brett King and you're starting from scratch or whatever and you're a revolutionary, well, you know, it's easier for you to do that because you don't have all this legacy stuff to figure out. But I would say we're fortunate because we actually have examples now of people who burn the ships they would. I doubt that they would characterize it that way. But let me give you a good example. In our Gonza Banker Awards this year, we gave a lifetime achievement award to Dave...

Mooney, who is the retiring CEO, longtime of Alliance Credit Union in Chicago. You may have heard of them. They went a lot of awards for being one of the industries best, you know, kept secrets or whatever best places to do banking. And that's exactly what they did. He came in and they literally at one point closed all their branches on this is this is and they came from a Zai recalled. They came from United Airlines. They were united. United Airlines is their primary segment. You might not know that now, with the alliance brand. But the point is that they re created themselves both in terms of a brand, but also in how they go to market these organizations. I would just point out like a lion. BCU use a cap. They just they have a big head start, even if they started as a call center bank or call, sir. The point is that they have a head start because they don't have to transform. Now that's all. But they at least in many of them there is a track. They you can look at what they did several years ago, and there is a playbook for that. Yeah, well, what you're what you're alluding to is something that I've been exploring. Mawr and Mawr is the methodology or the philosophy of first principles thinking versus traditional thinking, because traditional thinking is where a lot of I think financial brands are today because they start with the the limitations. We can't do this. We were stuck where first principles thinking looks at Hey, here are all the possibilities that are available. It's it's scarcity, thinking versus abundance thinking. And it's a book that, you know, I had shared with a lot and you said you got a copy of it Z Who? Not how by Dan Sullivan, who all have as a guest of the podcast pretty soon. And the point is, we don't need to think, How are we going to do this? It's who do we need to align ourselves? And And I would love to hear your perspective on this from a collaboration standpoint with Fintech because you're doing a lot in that space right now. What are the collaborative opportunities? Because Fintech is historically speaking. Oh, they're the enemy they're looking to do not. Fintech is not necessary looking to disrupt because they have their own challenges on their side. You know, they need eyeballs. Traditional incumbent financial brands have eyeballs and communities already established, but they lack the capability that Fintech has where the opportunities to bring both together in alignment and elevate everyone. Yeah, well, there's there are a lot of opportunities, and this is actually one of the areas. We're gonna come back to this and Zbig resource Challenge right now because there are a lot of Finn text that wanna work with banks and credit unions. They're out there. They're making phone calls. They're making you know they're doing the video calls. There are intermediaries out there. You've probably heard of some of them out there like the moves of the world, right that want it help with some of the connectivity and interoperability, I would argue, and...

...this isn't a slam to move or anybody else. I've never seen that technology is the primary barrier. It's almost always economics. And you mentioned I You know, I think the scarcity or the legacy factor of you know, if you've got a compliance officer that says we'll give me five examples of how this has worked before. We're gonna say no. For example. Of course, if you wanna be a pioneer and you're running up against that juggernaut, you've got a problem. Okay, But I'll tell you, I Seymour and Mawr we and we see this in our research that's coming out there. Mawr institutions that want to collaborate with Fintech more frantic want to collaborate with financial institutions. That's the good news. The bad news is when we ask financial brands out there, especially in the mid sized bank market credit union market, how many resource is do you have assigned to this. The most common answers are either zero or maybe one or two. Now you and I have talked about this before, but one of the things that I'm always looking for is when somebody tells me something is a priority, I'll usually ask him who's in charge of it, who's who's responsible, who's accountable. And if they give me nobody or they give me eight people, it's the same problem. It's accountability. That's the big issue right now. Is is we think this is gonna flesh out in 21 By the way, which is boards and CEOs, the demand more resource to be assigned to this and that there be accountability. I think that's one of the big issues way could overcome that. Absolutely. I think too. One of the limiting mindsets is where a smaller asset institution I'm gonna come back Thio, You know, the Your Gonza Banker Awards. And if there's one success story that I've seen from a smaller asset institution, it's Jill. Cast AEA her 300 million in assets, doing big things leaning in and and and her whole theme. Her whole theme was literally pulled from frozen two, and it was a beautiful story to go into the unknown and to do the next right thing and the work that she did with Mark Cuban and P. P. P. It's an amazing story, so I don't think I I think this conversation around assets and resource is and capability. It's to a degree. Sometimes it might be an excuse because Jill is a great example of first principles thinking, starting and looking at the possibilities and then just going from there. So how do we encourage Mawr Conversation Mawr dialogue to bring people along internally culturally, to help leaders overcome the past, to deal with change in the present and really, I think, eliminate the fears that might be holding them back from creating the future? That's a great question. I think you're you're hitting on a big...

...you're hitting on a big one and I with Jill in particular as I look back on it. And obviously this isn't just a one year phenomenon with Jill right on this one. The thing is, is, I think if there's a lesson in what she has accomplished, it is transparency and the willingness to express vulnerability, so she'll just puts it out there Hey, listen way Need to get figure out this P p p thing, I'm taking ideas from all comers. Please let me know. You know, I I just paraphrased I'm sure she was way more elusive than what I just unloaded there. But the point is, is that she was transparent about what she was thinking. And it wasn't like there was two personas that thes sort of internal free person. And then when I go public, I'm Mr Miss acumen. And aren't I all put together And you know, like there's this professional versus personal persona that let's be honest, Many of us had that for years, almost like we were raised. That way you get your professional, you and your personal you social media blows that up. And I think Jill is a great example. This and I would point to another person in the industry, Chris Nichols, Interstate Bank, who just says, Look, this is what we're doing in our bank. We're going all these trade shows and this is what we're learning and and this is what we're doing around Cove it you don't even have to agree with him. He's just he's just putting it out there in earnest, and I think he's helping people. But he's not just helping people with what he's doing and giving them ideas. I think what Jill and Kriss and others like them are doing is there helping people just get comfortable with being publicly uncomfortable? Oh, my gosh, you know, I'm hearing some patterns now bubble up to the surface and this is getting into a bigger conversation of the opportunities of the personal brand, carryin from once again from J. M and B. We were having that conversation because she she is the chief marketing officer. She's an executive, and she was talking about the need for coaching at the executive level because the coach helps someone number one, identify where their strengths are that they might not even be able to see, but then help them toe lean in and have these uncomfortable conversations publicly. And it's okay if you don't know everything. I think that's one of the greatest strengths as a leader is to raise your hand. Asked for help, I think to you know, I was just having a conversation with with Karen over Boss Insights and E was at home and you know I had, you know, literally, my kids were popping in and out of it, and she goes, you know, this is one of the neatest thing she goes. I saw you doing something. It was a C U two point of conversation with Kirk Drake and and she goes, it's just that you're like the same person I'm like, Well, I think that's we have to be this, you know, we can't have. And I love what you said. We can't have these two different personas. We just have to embrace the who we are. Um good, bad. You know, it's the good, the bad and...

...the ugly. And and years ago, I started talking about you know, some of the struggles that I've dealt with and publicly because I think that the more we could have those honest, real, transparent conversations, the more we inspire others. Toe have those honest, really transparent conversations. What do you think? Well, and I think it starts with things like this, like you and I think got onto this call here for just a couple of minutes. We didn't script this. The reason is is because you and I both know that If we scripted this, the audience would smell a rat. People don't like that kind of stuff anymore, and maybe they never did. But I think that's what Jill, I think has done so well. Is just being an honest leader. She wanted to an uncertain environment with with citizens when she got there. So she knows what riel with dealing with real fear is like beyond her military background. Right? What is that? She she I think she has done a great job of Externalizing that and using it to her advantage so that her people are inspired by her. But also other things. I'm inspired by her. I mean, she So she makes it easy to be inspired by, you know? Yeah. Yeah, well, you're talking about inspiration. I've been inspired just from you in this conversation and learning already. How can others who have been inspired continue the conversation, continue the dialogue with you? What's the best way for them? Toe to connect with Sam to say hello and and continue this conversation. Well, you know, in addition to social media, you know, you and I are out there on the on the major channels of LinkedIn and Twitter, but a couple of other vehicles. And this is just in the spirit of we believe in content, just like you do right time. I'm a writer and contributor, along with many of my colleagues at Gonza banker dot com. And so that's one vehicle you mentioned Ron Shevlin earlier. You also mentioned Karen Moynahan from Boston Sites. Actually, Karen was joined to Ron and I on the most recent episode of Fintech Hustle, which is something that Ron and I do in terms of interviews with people in the industry. So fintech hustles another vehicle on, you know, cornerstone crn are stone dot com were out there and, you know, talking. In my case, I advise I do advise banks and credit unions, but my practice areas focusing on helping fintech stand fintech organizations from the largest to the startup. So we're out there trying to add value to the conversation and, uh, appreciate all the things that you're doing. James Robert. Well, absolutely. I wanna come back to the Fintech Hustle that you and Ron are are collaborating on, you know, biggest insight that you've gained from those conversations up to this point. If you could like, Maybe just like to say, You know what? This is something that top of mind key insight that I that you've learnt because I think that's what this is all about. It's about. It's about transferring knowledge of scale. But it's also about learning because I'm a...

...big believer coming back to this idea of transformation. All transformation is not about technology. Transformation is it all starts with training and education to gain clarity, to gain awareness into what the opportunities are. And then we can talk about that path of how to get there. But you have to provide clarity, so it's about learning. But it's also about teaching. So big key insight, big lesson that you've learned from the conversation that that you have and Ron have had on on the Fintech Hustle podcast. Sure, well, you know the big issue of the big opportunity. An issue for some is, you know, kind of. When you look at how the industry has changed and how all industries have changed, people say, Well, you know, we've moved to digital sales. I would say we've moved to self service buying. Let's let's put it on the other side of that transaction. We're all self service buyers now. We all wanna learn we and we all when we're learning, we want to hear We want to hear natural natural language. Now we want to hear things that are natural. We don't wanna hear anything that we could tell us soon as we hear it. Uh, these were messaging points chock full of buzzwords. They're chock full of not great intent. Okay, so my biggest take away is what the hustle is. We started thinking, Well, maybe we need to put together presentations and maybe we needed. And then it was like, No, that's exactly what nobody needs right now. What we need is let's just get to What was it you said earlier? Who? Not what? Yahoo. Not out. Thank you. Let's figure out who are too great people that have diverse thoughts. Maybe one big company, one small company, diverse individuals. Personally, Let's get him together. And let's just ask him what's going on and see what shakes out of that and what I learned. Cara Parky of M X, who I met through a f. T. The Association for Financial Technology. I'm a big fan. No, that's not a plug. I'm just saying I am a big fan. Chara put it best. She said, You know what? The hustle, you know, just just changed. Meaning we're all still hustling. We all still have the same things to do. But because people are self service buying now, we just have to think a little bit about what our hustle looks like. That was actually the inspiration for the name. The first session that we had. I don't even remember what we called it. But we care was one of the guests. And after she said that, you know, the hustle just changed. I said, Hey, do you mind if we co opt that? Because I really like it. And I think she's spot on the hustle just changed. Just keep being a good person but realized that because people are buying self service is opposed to us trying to sell things or market things as much. It just changes the way that you put together content delivery. And that's my big take away. Absolutely, absolutely well, Sam, thank you so much. For all the insights that you have shared today on another episode of banking on digital growth, I appreciate it, man. Hey, great to be with you as...

...always. It until next time be Well, do good and wash your hands. Thank you for listening to another episode of banking on Digital Growth with James Robert Ley. Like what you hear. Tell a friend about the podcast and leave us a review on Apple podcasts, Google Podcast or Spotify and subscribe while you're there. To get even more practical and proven insights, visit www dot digital growth dot com to grab a preview of James Roberts bestselling book Banking on Digital Growth or order a copy right now for you and your team from Amazon. Inside, you'll find a strategic marketing and sales blueprint framed around 12 key areas of focus that empower you to confidently generate 10 times more loans and deposits until next time, be well and do good.

In-Stream Audio Search

NEW

Search across all episodes within this podcast

Episodes (198)