Fintech One-On-One

Hosted by Peter Renton

Business NewsInterviews guests

Website RSS feed

Episodes

651

Latest episode

Oct 2026

Language

About the show

Fintech is eating the world. Join Peter Renton, Co-Founder of Fintech Nexus and now an independent fintech media and events consultant, every week as he interviews the fintech leaders who are leading the transformation of financial services. If you want to understand what the future will look like for lending, payments, digital banking and more, tune in to Fintech One-On-One.

Listen to episodes

60 recent

October 16, 202633 min

Building an Open P2P Network on the Debit Card Already in Your Wallet with Moov CEO Wade Arnold

Wade Arnold is the CEO and co-founder of Moov , the payments infrastructure company that brings every US payment rail together under a single contract and API. Last month Moov launched Moov Money, a real-time P2P product built with Visa and Mastercard that lets anyone with a debit card receive money, and a week earlier it announced a Coinbase partnership for stablecoin acceptance and settlement. We talk about why Wade sees a big opening for P2P outside the existing networks, how Moov tackles scams at the network level, and why he thinks the most important payments changes will be the ones consumers never notice. What We Covered From Macromedia and Adobe to Banno and Jack Henry How an open source ACH library became a payments company Moov as a network of networks payment processor Why P2P in the US has been limited to "pay me back" Moov Money as a complement to Zelle How a Moov Money payment flows, step by step Solving the two-sided network problem with Visa and Mastercard Fighting scams at the network level with 55 scam pattern agents Using the existing text message relationship as a trust channel The economics for community banks The Coinbase partnership and stablecoin settlement for small businesses Why Moov runs Fintech DevCon, and its move to Boulder Cross-border payments and the plumbing changes ahead Key Takeaways Ubiquity comes from the card, not the app. Nine out of ten Americans already carry a Visa or Mastercard debit credential. By building on those networks, and embedding the sending experience in the bank's own app, Moov Money avoids the usual chicken and egg problem of getting both sides to download and fund a new app. There is a large market Zelle does not serve. Around 6,000 financial institutions are not on Zelle, and neobanks, brokerages and reloadable prepaid cards cannot buy it. Wade positions Moov Money as a lower cost alternative for those institutions, starting at $500 a month and 75 cents a transaction with fraud included, and says Moov still has to prove its fraud performance before anyone would switch. Fraud is better fought at the network level. Rather than leaving each institution to catch scams on its own, Moov watches for money from many institutions concentrating in a single recipient. Add in on-device prompts, existing debit dispute tools and end of day settlement, and there are several chances to stop a scam before the money is gone. Stablecoins are about liquidity, not crypto. For a small business, the value is getting paid over the weekend and being able to restock without a line of credit. As Wade puts it, the plumbing will change underneath consumers without them ever knowing. About Wade Arnold Wade Arnold is the CEO and co-founder of Moov. He describes himself as a computer scientist at heart, and he started his career at Macromedia, staying on through its acquisition by Adobe, where he did his first fintech work on account opening and loan origination. He then founded Banno, a digital banking platform for community banks and credit unions that was acquired by Jack Henry in 2014. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

October 8, 202631 min

Why Fintech 2.0 Means One Platform for Every Aspect of Your Money With Omer Ismail, CEO of OnePay

Omer Ismail is the CEO of OnePay , the consumer fintech majority-owned by Walmart and backed by Ribbit Capital, which now serves more than 7.5 million customers. He was last on the show in 2017, when he was running Marcus at Goldman Sachs. A lot has changed since then: we talk about why he left Goldman to start again from scratch, how OnePay turns Walmart shoppers and associates into banking customers, and why he thinks the next chapter of fintech belongs to platforms that can manage a customer's whole financial life. What We Covered The 2019 dinner that started OnePay Why Omer left Goldman Sachs Three lessons from Marcus The rabbit in the New York office and what it says about culture Fintech 1.0 versus fintech 2.0 The front door products: digital banking and credit How OnePay acquires customers inside Walmart Why more than 80% of banking spend happens outside Walmart Hiring a first CMO and taking the playbook to UKG, Workday and ADP Apple Pay and the checkout Why OnePay has no plans for a bank charter Penny, the AI financial assistant The new teen banking product Key Takeaways Distribution and structure are the two things Marcus did not have. Omer says customer access is "incredibly hard and incredibly expensive." OnePay gets customers through Walmart at effectively zero acquisition cost, but it sits outside Walmart's four walls, so it can hire, incentivize and move like a startup. Fintech 2.0 is about single platforms, not single products. Fintech 1.0 companies each did one thing. Omer argues customers do not want to manage 15, 20 or 30 financial relationships, so OnePay acquires through high TAM, high engagement products (digital banking and credit) and then offers the next best product. A Walmart customer is not a Walmart-only customer. Only around 17% to 18% of OnePay banking card spend happens at Walmart. The goal is to be the primary financial relationship and top of wallet everywhere, which is why the company has hired its first CMO and is now acquiring through HR platforms and direct channels. AI changes personal financial management only when it can act. Mint stopped at insights. Omer's case is that a platform with both the customer's data and the products can complete the action for the customer, and that the winner will be whoever customers trust to do that. About Omer Ismail Omer Ismail is the CEO of OnePay, a role he took on in 2021 when the joint venture between Walmart and Ribbit Capital was being formed. Before that he had a long career at Goldman Sachs, where he ran the consumer business that included Marcus. He moved to the US at 18 and has spoken about how that shaped his interest in helping people build healthy financial habits early. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

October 1, 202632 min

Why LendingClub Became Happen Bank and What the Bank Charter Made Possible With CEO Scott Sanborn

Scott Sanborn is the CEO of Happen Bank , the company known until this summer as LendingClub. He is the first guest to appear on the show four times, and each visit has caught the company at a turning point. This time it is the rebrand: we talk about why the LendingClub name no longer fit, what six years of running a chartered bank has taught him, and how he is preparing for a world where AI agents shop for financial products on a consumer's behalf. What We Covered Ten years as CEO and why it has never been the same job Why the LendingClub name no longer fit the business The customer research behind the Happen Bank brand How they will measure whether the rebrand is working What it took to get a bank charter six years ago Shepherds, not sheriffs: building the risk and governance team LevelUp Savings, LevelUp Checking and DebtIQ Innovating on the loan product with their own balance sheet The balance sheet and marketplace mix The switch to fair value accounting How AI is changing operations and discovery Getting ready for AI agents that shop on consumers' behalf Home improvement lending and home equity Key Takeaways A brand is a promise, and the old name could not carry it. Customers told the company two things: they did not know it was a bank, and they did not want the word "lending" on a debit card that holds their own money. The rebrand waited until the product suite, and the financial returns, were there to back it up. The charter let them innovate more, not less. With its own balance sheet and a direct line to regulators, the company can test new loan terms and features like TopUp on its own portfolio, then bring investors the results a year later. It holds about 40% of originations on balance sheet. Simple incentives drive engagement. LevelUp Savings pays a 100 basis point rate kicker for depositing $250 a month. It has gathered billions in deposits, 20% of accounts come from borrowers, and borrowers who have paid off their loan hold an average balance of around $19,000 to $20,000. Agentic shopping favors lenders who already compete on value. Most Happen Bank customers already arrive through comparison sites, so Scott sees agents hunting for the best deal as a tailwind. The open questions are legal, such as what happens when an agent signs a loan disclosure. About Scott Sanborn Scott Sanborn has been CEO of Happen Bank, formerly LendingClub, since 2016, having joined the company in 2010 as Chief Marketing Officer. He led the acquisition of Radius Bank, the first time a fintech bought a chartered bank, and the 2026 rebrand to Happen Bank. Before LendingClub he held senior marketing and revenue roles at eHealth, RedEnvelope and the Home Shopping Network. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

September 24, 202630 min

Mastering the Future of Finance With Michelle Beyo, CEO of Finavator

Michelle Beyo is the founder and CEO of Finavator , a consultancy that helps banks, fintechs, and corporates step into the future of finance. Her new book, Mastering the Future of Finance , just published this week by Wiley, breaks the industry into nine elements across data, trust, and technology. We talk about why she wrote it, why she believes there should be a human data right, and how she kept the AI chapter current in a market that moves every month. What We Covered Michelle's path from telco and online shopping to prepaid infrastructure at InComm Piloting one of the first WeChat top-up tests at 7-Eleven in 2017 Why she concluded the future of finance was being built in Asia Surviving crypto winter at a blockchain startup Winning Money20/20 RiseUp and starting Finavator in 2019 How Finavator works with banks, fintechs, and corporates The masterclass that led to a Wiley book deal The nine elements of the future of finance across data, trust, and technology Open banking, open finance, and open data explained The case for a human data right Keeping the AI chapter relevant as agentic payments took off Ending each chapter with a subject matter expert interview Key Takeaways Number portability is the template for open data. Your phone number was the first piece of data you could take with you when you switched providers. Michelle sees open banking, open finance, and eventually open data as the same right extended to your financial life, and she wants it codified as a human data right at the ISO level, including the right to delete consented data. Trust is the core layer. In Michelle's framework, open data, digital identity, and cybersecurity with AML compliance sit at the center. Get that trust layer right and fintech, BaaS, and embedded finance can accelerate on top of it. Agentic payments are moving faster than the internet ever did. Memory, auditability, liability, and returns are still open questions. Until credential tokenization matures, Michelle suggests giving AI agents prepaid credentials rather than your core credential. Frameworks outlast specifics. Michelle finished writing in May and agentic payments had already moved by publication. The nine elements are built to hold up even as individual examples date. About Michelle Beyo Michelle Beyo is the founder and CEO of Finavator, which she started in 2019 after winning Money20/20 RiseUp. Before that, she spent six years in telco, eight years running online shopping and affiliate marketing programs for major airlines, led sales, marketing, distribution, and innovation for InComm Canada, and worked at a blockchain startup focused on digital identity and consent. She is the author of Mastering the Future of Finance: How Data, Trust, and Technology Are Reshaping the Global Economy (Wiley). Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

September 17, 202629 min

The Layer Underneath Payments, Treasury and FX with Vroon Modgill, CEO of Sokin

Vroon Modgill spent two decades in payments as an accountant, finance director and CFO before founding Sokin in 2019. The company launched as a subscription-based consumer remittance app and is now a B2B payments and treasury platform running across 170 countries and 70 currencies, growing 100% a year while staying profitable. We talk about the pivot out of consumer, where stablecoins actually earn their place, and why he thinks the moat in agentic finance sits in the regulated plumbing rather than in the agent. What We Covered Twenty years in payments before founding Sokin Watching his father fill out the same compliance forms on every remittance Why a consumer subscription app was the wrong business to be in The 2021 decision to go all in on B2B Sitting underneath the payments, treasury and FX providers One integration across 170 countries and 70 currencies Enterprise direct versus the embedded partner channel Embedded going from zero to 40% of projected US revenue in a year Why most of the world is not card first Owning the stablecoin stack instead of renting it The MCP connector and agent-prepared, human-approved payments Nine dollars of revenue for every dollar of net cash burned The Series B, the Oxford Finance debt facility and the licensing build-out What the Manchester United partnership actually delivers Key Takeaways The defensible layer in agentic finance is not the model. An agent that decides to fund payroll still needs an account, a license and a rail, which is why the licensing build-out matters more than the AI demo. Stablecoins work best treated as a rail rather than a religion. Sokin bought the engineering DNA, runs fiat and stable through the same licensed infrastructure, and lets the route decide. Consumer remittance is a price and marketing game. Being right about the problem does not make it the right business, and the enterprise version of the same friction is where the money is. Profitable growth is a capital strategy, not just discipline. It let Sokin raise equity into strength and add debt at a lower cost than dilution. About Vroon Modgill Vroon Modgill is the founder and CEO of Sokin, a global business payments and treasury platform he launched in 2019. He trained as an accountant and spent roughly 20 years in payments and finance leadership roles, including finance director positions at startups and, from 2017 to 2019, North America CEO and global CFO of a crypto payments company. Sokin closed a Series B led by Prysm Capital with Morgan Stanley returning, followed by a debt facility from Oxford Finance, and is the official payments partner of Manchester United. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

September 10, 202634 min

Why Upstart Is Building a Bank From Scratch Instead of Buying One With CEO Paul Gu

Paul Gu dropped out of Yale in 2010 to join the first class of Thiel Fellows, spent time at the quant fund D.E. Shaw, and then co-founded Upstart on a simple premise: the techniques Wall Street uses to price corporate risk should work at least as well on consumer credit. Fourteen years later, he took over as CEO from co-founder Dave Girouard, and six weeks after that, the OCC granted conditional approval for Upstart Bank. This conversation covers what has actually changed at the top of the company, why Upstart went for a full de novo national charter rather than buying an existing bank, and where AI is reshaping the parts of lending that nobody talks about. What We Covered Dropping out of Yale for the first Thiel Fellowship class What D.E. Shaw taught him about applying quant techniques to personal finance The income share agreement idea that brought the co-founders together What changed when he took over as CEO on May 1 Losing the balance of a three-founder culture, for better and worse The core personal loan business and the future prime borrower The trifecta of growth, profitability and credit performance Auto and home, and the race to contribution margin positive What conditional approval from the OCC actually means Why a de novo charter rather than acquiring a bank Where the existing bank and credit union partners land after Upstart Bank opens AI in loan verification and servicing, beyond the underwriting model What happens when AI agents start applying for loans on people's behalf Ninety-one percent automation and whether 100% is reachable The case that fixing the cost of credit makes most Americans 10% wealthier Key Takeaways Upstart went de novo rather than buying a bank because acquiring one means inheriting someone else's loan book, underwriting practices and operational history, and the whole pitch depends on being able to stand behind every decision inside the bank when a regulator asks. The bank changes who originates, not who funds. Upstart Bank will become the principal originator, but Gu is explicit that the company is not becoming a large, equity intensive balance sheet business, and the bank and credit union partners keep buying the assets. The next AI wins are in verification rather than underwriting. A HELOC can carry several thousand dollars of human verification cost because county property records are non-standard and non-deterministic, which is exactly the kind of work a generalized reasoning agent is suited to. Gu welcomes a world where AI agents apply for loans on borrowers' behalf, because agents have unlimited time to search and no brand loyalty to defend, which favors the lender with the best rate rather than the biggest marketing budget. About Paul Gu Paul Gu is co-founder and CEO of Upstart, the AI lending platform he started in 2012 after dropping out of Yale as one of the first Thiel Fellows and spending time at the quantitative hedge fund D.E. Shaw. He spent most of his career as the technical half of the founding partnership, running product, engineering and machine learning before taking general management of the auto and home businesses. He succeeded co-founder Dave Girouard as CEO on May 1, 2026. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

September 3, 202634 min

What is Missing From Instant Bank Payments With Arpit Goel, CEO of Root

Arpit Goel built his first company, Gamma, on a simple pitch: legacy data-loss-prevention tools took nine months to show value, and Gamma got customers there in two weeks. Palo Alto Networks acquired Gamma in 2021. Now Goel is running the same play in a completely different industry. Root is a payments orchestration layer that lets enterprises move money bank-to-bank in about five seconds, with no intermediary ever holding the cash. In this conversation, Arpit explains why he thinks the US is finally close to a tipping point on instant payments, why Root never takes custody of the money it moves, and how the company handles banks that can't yet receive instant payments. What We Covered Growing up in India, and the ADHD diagnosis that pushed him toward IIT Delhi Why he calls himself an "ignorant" founder rather than an experienced one The nine-months-to-two-weeks wedge that built Gamma, and why Root uses the same one Discovering the payments inefficiency by reading through ADP's 10-K Why 40% of US SMBs don't accept cards, and it isn't about the fees The dual pressure of RTP and FedNow that made 2024 the right moment to start Root The heart, arteries, and capillaries analogy for how Root fits into the banking system What actually happens to money in the five seconds between sender and receiver Why reliability, not transaction scale, is the hard engineering problem in payments How Root handles banks that can't receive RTP or FedNow Where stablecoins fit into a bank-rail-agnostic platform Why Root wants to be the pipes underneath the industry, not the brand Key Takeaways SMBs refuse cards mostly because of settlement delay, not fees — restaurants earning their week's cash on a Saturday night don't see it until Tuesday, right when they need it most to restock. Root never takes custody of funds. Money moves directly between the sender's and recipient's own bank accounts, and Root charges a fee on top rather than earning float. Reliability, not transaction volume, is the hard engineering problem — Root has built retry and fault-tolerance systems, using the workflow engine Temporal, so a bank outage doesn't have to mean a failed payment. Arpit sees instant payments as a market that hasn't tipped yet but is close — RTP and FedNow now operating together create sustained pressure that neither rail created alone. About Arpit Goel Arpit Goel is the founder and CEO of Root. He holds a computer science degree from IIT Delhi and a PhD from Stanford, and previously founded Gamma, a data-security company acquired by Palo Alto Networks in 2021, where he went on to lead product for the data-security business. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

August 27, 202628 min

Acquiring Banks and Creating an Underwriting Moat in Mexico With René Saúl, CEO of Kapital

René Saúl spent seven years running an offline agricultural lending business in Mexico before selling it and pouring the proceeds into Kapital, a bet that the future of B2B fintech in Latin America belonged to companies willing to become regulated banks. Today Kapital is the largest B2B fintech in the region, and René is the only founder in the space who has bought not one but two banks, one of the deals agreed to on a napkin. What We Covered Why the future of fintech is regulated, and why that was a contrarian call in 2021 René's seven years running an offline agricultural lending business in Mexico The founding thesis behind Kapital's one-stop B2B banking ecosystem How Mexico's electronic invoicing system became Kapital's underwriting moat The "red car theory" of spotting opportunities before they arrive Buying Banco Autofin on a napkin, and growing its deposits from $150 million to $400 million in three months Acquiring the banking, brokerage and payments assets of Grupo Financiero Intercam Building instant, 24/7 cross-border payment rails on top of SWIFT Closing the small business financing gap with AI-native underwriting Why Mexico is becoming a cornerstone of America's AI manufacturing boom The limits of banking an economy that still runs largely on cash Kapital's growth numbers and its path to a dual listing in New York and Mexico Key Takeaways Mexico's electronic invoicing mandate hands Kapital more than 50,000 data points per customer, a seven-year head start on underwriting that competitors using third-party providers cannot easily close. For large enterprises and cash-strapped SMBs alike, a banking license, not a slicker app, is what earns the trust needed to hold their money and their cash flow. Opportunities have to be hunted, not waited for. Kapital tracked potential bank acquisitions for years so it could move in days when the Autofin deal appeared. Staying liquid and profitable before either acquisition is what let Kapital move fast when the opportunity came, rather than scrambling to raise capital under pressure. About René Saúl René Saúl is the co-founder and CEO of Kapital, which he built after selling an offline agricultural lending business that financed berry and avocado exporters in Mexico and Peru. Under his leadership, Kapital has grown into a licensed financial group serving more than 300,000 customers across Latin America, with more than $5.3 billion in assets and two bank acquisitions behind it. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

August 20, 202633 min

Why Enova Wants a Bank Charter, Not Just Cheap Deposits with CEO Steve Cunningham

Enova International has spent two decades using machine learning underwriting to serve consumers and small businesses who sit outside prime bank criteria, and its pending $369 million acquisition of Grasshopper Bank would give it a national charter for the first time. Steve Cunningham became CEO in January 2026 after nearly a decade as the company's CFO, following earlier stops as a bank regulator at the FDIC and as chief risk officer at Discover. He joins the show to explain what a fully digital lender looks for in a nonprime borrower, why credit quality looks solid in his portfolio right now, and how he's answering the senators and state attorneys general who want regulators to block the Grasshopper deal. What We Covered Steve's path from FDIC regulator to Capital One, Harley-Davidson, and Discover Moving from the CFO chair to the CEO chair six months in Enova's brand portfolio: CashNet, NetCredit, and OnDeck Underwriting nonprime and near-prime consumers versus underwriting small businesses The lift Enova's proprietary models get over a plain FICO or VantageScore Why all their products use different underwriting models What Enova's weekly vintage data shows about the health of the consumer Why gas prices matter less to consumer spending than headlines suggest How Enova is using generative and agentic AI across the business The real thesis behind the Grasshopper Bank acquisition (see my podcast with CEO Mike Butler) Steve's response to the senators and state attorneys general opposing the deal What banking-as-a-service adds to Enova's roadmap Where Enova wants to be by 2030 Key Takeaways Enova's NetCredit yields and losses aren't outliers when benchmarked against what banks themselves report to the FDIC each quarter, Cunningham argues, pushing back on the "predatory" framing critics apply to the company. The Grasshopper deal is primarily about simplifying a patchwork of direct state licenses and bank partnership arrangements, not chasing cheap deposits, though the deposit base is a welcome bonus. Because Enova's consumer loans repay every two weeks or faster, the company sees shifts in borrower behavior in its own vintage data well before those shifts show up in macro statistics. Small business underwriting at Enova is built around the health of roughly 900 different industry codes rather than a borrower's personal credit, making it a fundamentally different discipline than consumer underwriting. About Steve Cunningham Steve Cunningham is CEO of Enova International, a role he took on in January 2026 after nearly a decade as the company's CFO. He previously served as chief risk officer and treasurer at Discover, CFO of Harley-Davidson Financial Services, held senior finance roles at Capital One, and began his career as a bank regulator at the FDIC. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes

August 13, 202631 min

Why Banking Fundamentals, Not Technology, Decide Who Survives in Sponsor Banking With Amanda Swoverland, President of Hatch Bank

Very few people in this industry have sat in all three of the seats that matter in the bank-fintech story. Amanda Swoverland started as a compliance examiner at the Federal Reserve Bank of Minneapolis, spent nine and a half years at Sunrise Banks rising to Chief Risk Officer, then joined Unit as its fourth employee and Chief Compliance Officer. Six months ago she became President of Hatch Bank , a California-chartered ILC that works exclusively with fintech lending partners. She still describes herself as a banker at heart, and this conversation is a good explanation of why that matters more now than it did five years ago. What We Covered From Fed compliance examiner to bank president Why she was never the department of no Learning product and sales inside a fintech infrastructure company Hatch Bank's credit-only model, with no deposits The five lending verticals Hatch focuses on Going deep with a few partners instead of diversifying across 30 What a fintech gets from a small sponsor bank that scale cannot offer Lifting a BSA/AML consent order in under a year "Maturing for scale" as the theme of her first six months Using AI internally without sending agents out into the wild Why the quality of founders approaching sponsor banks has gone up The direct versus not direct debate after Synapse Why every fintech should have a second bank partner Where AI is genuinely working in compliance today DIDMCA, state charters and the usury patchwork What separates the sponsor banks that survive the next cycle Key Takeaways The "direct versus not direct" framing that took hold after Synapse is, in Amanda's view, a distraction. If a bank has a program, the bank is in charge of it, whatever technology sits in the middle and whoever is acting as program manager. Everything else is a question of how you oversee it, not who is accountable. The next failure will not look like Synapse, because that particular gap has been closed. What worries her is banks that never learned the fundamentals: liquidity, credit oversight, BSA/AML, and how a multi-party lending program behaves when the cycle turns and payments stop arriving on time. A second bank partner is good for the fintech and good for the bank. Concentration risk cuts both ways, and Amanda actively introduces her own clients to other banks she trusts, and is happy to be someone else's second bank. Compliance is heading toward 100 percent sampling. Amanda thinks the days of testing a selected sample of transactions or complaints are ending, provided you test the system, watch the outputs, and keep a human in the loop. About Amanda Swoverland Amanda Swoverland is President of Hatch Bank, a San Marcos, California ILC that works exclusively with fintech lending partners across home improvement, small business, clean energy, student lending and healthcare financing. She began her career as a compliance examiner at the Federal Reserve Bank of Minneapolis, spent nine and a half years at Sunrise Banks where she became Chief Risk Officer, and then five and a half years at Unit as Chief Compliance Officer, joining as the company's fourth employee. She was named to Forbes' 2026 list of the women shaping fintech infrastructure and banking strategy. Connect with Fintech One-on-One: Tweet me @PeterRenton Connect with me on LinkedIn Find previous Fintech One-on-One episodes