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ance wrappers structured fx dual currency deposits and balance sheet friendly treasury trades all sit under the noii umbrella margins are wide costs are difficult for clients to observe outcomes are rarely benchmarked properly traditional banks understand this architecture well digital banks largely do not the bigger challenge is governance not technology banks do not operate under a fiduciary standard there is no embedded obligation to prioritise client outcomes over revenue extraction even without bad intent there is no internal mechanism that forces balance combine that with constant relationship manager turnover and an effectively endless supply of customers and you create a system that naturally drifts towards fee maximisation this is not a conspiracy it is a design feature digital banks face a further constraint they cannot easily replicate this behaviour without humans noii businesses especially the highly profitable high net worth segment rely on narrative persuasion relationship continuity and selective opacity algorithms struggle with all four a sleek app can replace a branch it cannot replace a revenue motivated adviser explaining why a complex product is appropriate so while digital banks burn capital trying to scale deposits and cards incumbents quietly harvest fee income upstream and downstream of the balance sheet the wealth management implication for clients this matters more than it appears as traditional banks lean harder into fee based income the line between advice and distribution becomes increasingly blurred products are framed as solutions fees are embedded rather than stated performance is discussed selectively without fiduciary alignment the burden of discernment shifts entirely to the client digital banks are not immune to this they simply have not yet worked out how to monetise it at scale more no more previous content no more next content 573 18 comments like comment share copy linkedin facebook x ash kalra product payments leader fintech psp risk ai financial infrastructure global market strategy operator 6 626 followers 1y report this post hsbc spent 150 million over two years to build a fintech app six months later it shut down and this isn t an isolated case rbs launched bó in 2019 shut down in 6 months jpmorgan launched finn in 2018 shut down in 1 year wells fargo launched greenhouse it never even made it to market so why do banks keep failing when they try to build fintech these projects fail for the same reasons first these banks often spend years and millions building the product instead of testing fast zing took two years and over 150 million before it launched there was no mvp no version 1 to get feedback on no pivoting by the time the app was ready competitors had already moved on second they try to copy existing fintechs feature by feature instead of solving real customer problems zing was trying to beat wise and revolut at fx but it didn t offer anything new if a customer already had wise why switch third internal politics and structure get in the way these fintech projects are often not truly independent they re slowed down by compliance checks legacy systems and conflicting priorities fourth acquisition costs explode zing managed to get only 30 000 users in its first 6 months with a customer acquisition cost of around 5 000 each that was a sign that the market didn t really want what was being built finally the bank ends up competing with itself hsbc was launching zing for cross border payments while also announcing a separate partnership with dandelion for real time fx tracking in the end these projects fail because they re built with the wrong mindset unless banks are ready to act like startups test fast ship fast stay lean they ll keep burning money on projects that were doomed before launch so if you re building fintech inside an incumbent take a hard look at your setup are you solving a real problem do you have the freedom to move fast if not maybe it s time to rethink before the next zing more no more previous content no more next content 1 523 135 comments like comment share copy linkedin facebook x erik lidman ceo at aimplan extending power bi and fabric with operational and financial planning budgeting and forecasting 74 585 followers 1y report this post why we think fp a fails we need a bigger budget our tech stack is outdated we don t have enough people leadership doesn t value finance the market moves too fast for our current processes why fp a actually fails processes are reactive instead of proactive data lives in too many disconnected systems everyone becomes a firefighter instead of a strategic advisor communication gap between finance and other departments too much time spent gathering data not enough analyzing it teams rely heavily on manual spreadsheets and tribal knowledge forecasts aren t connected to operational metrics that drive the business the monthly close and reporting cycle is the most critical part of fp a operations and it s where most teams get stuck manual processes consume 70 of available time you won t transform your fp a function overnight but you should start doing this automating data collection standardizing key processes and building bridges with operational teams or you could keep playing excel detective your call more no more previous content no more next content 1 045 53 comments like comment share copy linkedin facebook x hans stegeman hans stegeman is an influencer chief economist triodos bank columnist phd transforming economics for sustainability 78 591 followers 1y report this post 𝐄𝐬𝐬𝐞𝐧𝐭𝐢𝐚𝐥 𝐫𝐞𝐚𝐝𝐢𝐧𝐠 especially for those in finance who think the energy transition is held back by a finance gap there s 𝐧𝐨 shortage of capital and no we re not just one blended finance scheme away from solving the climate crisis in this sharp piece on lara merling exposes the real constraints behind the energy transition and challenges the neoclassical fallacies that dominate economic thinking fallacy 1 that money is a scarce resource like labour or materials fallacy 2 that market prices are accurate reflections of real world scarcities fallacy 3 that central banks are neutral actors outside the real economy the truth the actual bottlenecks are material technological political and institutional lack of skilled labour inadequate supply chains technological limits political resistance dysfunctional governance finance can play a role but it s not the limiting factor in fact focusing on finance as the main barrier distracts from where the real work needs to happen merling s piece is a must read for anyone working at the intersection of macro climate and public investment https lnkd in e6p n2tw let s stop treating finance as the scapegoat and start addressing the actual constraints ️ sustainablefinance climate adrienne buller more no more previous content no more next content 237 23 comments like comment share copy linkedin facebook x andreas rasche professor and associate dean at copenhagen business school i focused on esg and corporate sustainability 75 700 followers 4mo report this post the oecd has mapped due diligence reporting requirements across several legal and voluntary frameworks often information cannot be reused across frameworks leading to duplicative reporting if policymakers really want to bring down compliance costs we need better coordination of disclosure mechanisms across frameworks and yet the focus is often on simplification within regulations reporting requirements diverge significantly in scope assessment and prioritisation criteria supply chain coverage and unit of analysis this not only leads to disclosure of different risks and impacts but it also increases cost full standardisation of due diligence disclosures is difficult also because frameworks serve different purposes but better coordination and alignment would go a long way more no more previous content no more next content 709 18 comments like comment share copy linkedin facebook x more in fintech integration challenges aml challenges in peer to peer value transfers underwriting automation technical hurdles challenges of inter company billing at scale common challenges in credit market deal structuring kyc hurdles for new financial apps addressing challenges in african wealth tech challenges in adopting agri fintech solutions challenges of centralized e kyc systems key mistakes in fintech growth narratives speed challenges in global money transfers key challenges in ar cash application software vendor selection challenges in credit underwriting for nbfcs challenges of scaling payment methods globally finops role in bridging engineering and finance challenges in payment provider selection cloud integration protocols challenges of global instant payment networks gaming payment infrastructure mistakes to avoid stakeholder communication in fintech deployments integrating payments with connectivity services api integration in mortgage operations challenges of 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