challenger banks

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After Loot runs out of cash, founder and 17 team members join RBS’ digital bank Bó

Ollie Purdue, the founder of Loot, the current account aimed at millennials that went into administration last month after running out of cash, is joining Bó, the digital bank being developed by RBS-owned Natwest, TechCrunch as learned.

He’ll take up the position of chief product officer and will lead product development for the new brand, reporting to Bó CEO Mark Bailie. I understand that Purdue is also to be joined by 17 other ex-Loot team members, spanning product, marketing and design functions.

Echoing a crop of fast-growing independent U.K. challenger banks, the yet-to-launch Bó is being built on a new technology stack, operating as a separate unit and tech platform from RBS’ legacy operations. In other words, a startup within but supported by an incumbent bank. I’m hearing from my own sources that the digital bank is already up and running and is almost ready to go live, with around 1,000 RBS employees actively testing the product before a public launch this year.

Meanwhile, that Purdue and almost one-third of the Loot team is joining the RBS venture is particularly intriguing, given that RBS was an investor in Loot and was thought to be close to acquiring the startup before ultimately pulling out of the deal. This led to Loot scrambling for additional funding, which it was unable to obtain in time before running out of cash entirely after existing investors decided not to follow on.

Specifically, Royal Bank of Scotland Group indirectly owned a 25% stake in Loot via an investment by Bó! In January this year, RBS announced that Bó had invested £2 million in Loot following an initial investment of £3 million in July 2018.

It was also presumed by many fintech insiders that Loot had been white-labeled and was powering the Bó product. Clearly that was never the case, leaving questions unanswered around why RBS/Natwest would invest in a competitor, only to see its demise six months later. Now we know that it wasn’t for a lack of talent at Loot, as there appears to be little bad blood between Purdue and RBS. There are always multiple parties and dynamics involved in an acquisition.

To that end, one source tells me that Bailie was the main champion for Loot within RBS and that he was likely a draw for the Loot founder and other members of the Loot team. I also understand that Purdue and team feel they have unfinished business within the consumer digital banking space and that with the full resources of RBS they’ll have an opportunity to continue what they started at Loot.

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Online bank Simple makes things harder by removing bill pay

With a growing number of challenger banks taking on the U.S. market, one of the original startup banks, Simple — now owned by BBVA — has taken the unusual step of removing a core banking feature: bill pay. The company claimed the feature was under-utilized and usage was trending downwards, which is why it decided to sunset the option to pay bills through its app. That decision, not surprisingly, has angered a number of customers who are taking to social media and online forums like Reddit, threatening to switch banks as a result.

It’s likely true that fewer people today use bill pay than in the past.

The feature is something of a holdover from an earlier era before electronic payment options and auto pay became as ubiquitous as they are now. And many customers may still have bill pay set up even though another electronic option has since become available. Or they may not want to take the time to reconfigure things, when what they have works.

But despite bill pay’s waning usage, it’s odd to shut down such a commonplace banking feature. It’s rare to find a bank that doesn’t offer bill pay services, in fact, outside of a handful of smaller up-and-comers that aren’t full-service banks.

Even most of the newer U.S. fintech players like Chime, Qapital, SoFi Money, Varo, Aspiration and others offer bill pay services where they mail a check for you. And it’s common among more traditional online banks like Ally, as well.

Removing bill pay also greatly impacts those who pay their rent by way of a mailed check, as many landlords are not set up for electronic payments. This is a recurring complaint among the customers who are lambasting Simple for its decision.

Instead, these customers will now have to purchase Simple’s newly available paper checks (sold in packs of 25 for $5 — oh, what a timely launch!).

They’ll then need to buy stamps, address envelopes, fill out checks and actually mail them.

Postal mail, of course, is not preferred by today’s younger generation — many of whom never had to write letters, having grown up in the internet age. Millennials have even complained that the very act of having to mail things gives them anxiety, due to all the steps involved and their overall unfamiliarity with the process.

I use bill pay to support a family member.

You’re saying “paper checks will put me in control” but really what that means is that I now have something that previously was automatically handled and no I have to manually do it.

I was in control prior, you’re just taking it away

— Jonah Moses (@jonahmoses) May 19, 2019

Considering that banks like Simple are targeting the millennial customer, forcing them back to checks they have to mail themselves is not the smartest move — at least from a public relations perspective.

On top of all this, Simple’s announcement about the discontinuation of bill pay was not well-communicated. As it touted the arrival of paper checks, an email footer also quietly noted that bill bay would also shut down after July 9, 2019. Customers dinged Simple for its lack of transparency.

In the spirit of transparency, @simple should also let its users know that Bill Pay is going away. Proof here (from an email from them) pic.twitter.com/LuDmnHJIA2

— BC (@bcurielv) May 7, 2019

The company claimed it was sending emails about bill pay to customers — but many didn’t receive any message before learning of the change on Twitter. And they were angry.

Since the decision was announced, Simple has been dutifully responding to customers’ complaints on Twitter, sometimes with smiley emojis and cheerful customer service-ese, like: “We hear ya. Mailing payments for bills can be nerve wracking.” 

The company even wished one customer well on their journey to find another bank.

No…..you aren’t hearing us….that’s the problem.

— Rebecca Ford (@rebannford) May 9, 2019

We do now offer paper checks for folks who want them, and many of our customers set up automatic withdrawals from the biller’s websites for their bill payments. But if you decide to look for a new bank partner, we wish you the best. 🙂 -DG

— Simple (@simple) May 23, 2019

In addition to declining usage, the company said its newer Expenses feature was not working well with Bill Pay, which was another factor in its decision.

Good question – both are true. We knew that our existing bill pay process wasn’t working well with our expenses feature, so combined with the low usage rates we decided to end it. Hope that helps to clarify! ^BC

— Simple (@simple) May 19, 2019

Predictably, the volume of customer complaints has led to the creation of a Change.org petition.

Things are now going so badly that Simple just sent customers another email in response to all the backlash. In it, the company acknowledges how unhappy customers are about its decision and its handling of the news.

“To be completely transparent, a really small percentage of our customers use Bill Pay,” the email reads. “With this service’s usage declining, we made the decision to sunset it. This allows us to use those resources to build new features that benefit a broader number of customers. We know that some of you aren’t happy about this decision or how we broke the news, and for that, we’re sorry.”

The decision, however, still stands.

Simple was one of the original innovators in online banking. But after its acquisition, the pace of innovation has decreased and customer growth has stagnated. Over the years, the company has been maligned for not allowing non-U.S. citizens to sign up and for shutting down customers’ accounts with little notice, due to transition issues.

Now it’s angering customers again just as a number of new, millennial-focused online banks are hitting the market — and as challenger banks from Europe, like N26 and Revolut, are preparing to make the jump to the U.S. That may not be the best time to send a core group of users in search of alternatives.

The full email sent to customers is below:

You probably heard this already but if you haven’t: Simple’s “Pay a bill” and “Mail a check” features (also known as “Bill Pay”) are going away on or after July 9. If you have a payment scheduled on or after that date, it will not be paid or sent.

To be completely transparent, a really small percentage of our customers use Bill Pay. With this service’s usage declining, we made the decision to sunset it. This allows us to use those resources to build new features that benefit a broader number of customers.

We know that some of you aren’t happy about this decision or how we broke the news, and for that, we’re sorry.

We’ll continue to be in touch over the coming weeks. In the meantime, if you have any questions, we’re reachable via a support message or at (888) 248-0632.

Thanks,

— The Team at Simple

Simple has been offered the opportunity to comment.

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Starling Bank to open second UK office, creating up to 150 tech and support jobs in Southampton

Starling Bank, the U.K. challenger bank founded by banking veteran Anne Boden, is set to open a second U.K. office this summer, where it plans to recruit up to 50 software engineers and up to 100 customer service team members. The planned location is Southampton, on the south coast of England, and will be Starling’s first office outside of London.

In a call with Boden late on Friday, she told me the majority of its Southampton office will be new hires who will be helping to build out the challenger back’s business-banking product. In just less than a year, Starling has garnered more than 30,000 SME business-account sign-ups, adding to around 500,000 consumer current accounts.

The company plans to invest heavily in its business-banking division over the next few years, partly off the back of being awarded a £100 million grant from the Capability and Innovation Fund (CIF), which was set up by Royal Bank of Scotland to fulfill European state aid conditions arising from the bank’s £45 billion U.K. government bailout during the financial crisis.

Boden says that Southampton was chosen as Starling’s new office for its entrepreneurial spirit and high level of tech talent. She says the city is gaining a reputation as a “burgeoning tech hub” and has a growing skilled jobs market and good transport links, including to and from London.

More broadly, she wants Starling to “spread the fintech love” beyond its traditional base of London. There’s an increasing sense that U.K. tech is too London-centric and that the country’s fast-growing tech sector and the employment opportunities it represents should be more evenly distributed.

To that end, Southampton was recently identified in research conducted by global service company CBRE as a technology “Super Cluster” based on the level, concentration and growth of tech-sector employment in the city.

The city’s tech scene is also supported by the University of Southampton (where Tim Berners-Lee was previously Chair of Computer Science) and home to the Web Science Institute, where Dame Wendy Hall is based. Nearby is also “innovation hub” Southampton Science Park, spanning 72 acres and housing a mixture of commercial offices, laboratories and meeting and conferencing facilities.

Meanwhile, the news of a second Starling office comes a month after the challenger bank announced it had raised £75 million (~$97 million) in further funding. The new capital consisted of a £60 million Series C round led by Merian Global Investors, including Merian Chrysalis, with £15 million in follow-on funding from Starling’s existing backer and major shareholder Harald McPike. It brings total funding to date for the London-based challenger bank to £133 million, not including the more recent £100 million CIF grant.

Further forward, I’m told Starling is also committed to opening a second regional contact centre to support its growing customer base of SME businesses and individual current account holders. There was previously talk that Wales, the country from where Boden hails, could be chosen, although the bank is also eyeing up the North of England and the Midlands.

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US mobile bank Chime raises $200 million, valuing its business at $1.5 billion

San Francisco-based mobile banking startup Chime announced this morning it has raised an additional $200 million in Series D financing led by DST Global, valuing its business at $1.5 billion. The oversubscribed round also included participation from new investors Coatue, General Atlantic, ICONIQ Capital and Dragoneer Investment Group, along with existing investors Menlo Ventures, Forerunner Ventures, Cathay Innovation and others.

To date, Chime has raised approximately $300 million, including last year’s $70 million Series C, which then saw the company valued at $500 million.

With the new funding, Chime has now raised the most funding and has the highest valuation among other U.S. challenger banks.

The company is now one of several going after a younger, millennial audience who no longer sees the need for banks with physical branches, and who are sick of being nickel-and-dimed by bigger banks’ numerous fees. Like others in this space, Chime offers a “no fees” bank account, which won’t penalize users for things like dropping below a minimum balance or even overdrafts.

On top of this is a modern-day banking app with features that make it look like it was actually built by a technology company — not a traditional bank. That’s because its team’s background is a mix of both tech and finance. Chime’s co-founder and CEO Chris Britt previously worked at Flycast, was an early comScore employee and worked at Visa and Green Dot; co-founder and CTO Ryan King spent time at Plaxo and Comcast before Chime.

Chime also includes a couple of innovative features that help differentiate it from the other mobile banking apps on the market. This includes an automatic savings feature that rounds up purchases to pocket the change; another feature that automatically saves 10 percent of your paycheck into Chime’s savings account; and one that offers a no-fee paycheck advance that makes your money available sooner.

To date, customers have opened more than 3 million FDIC-insured bank accounts on Chime, which makes it the largest brand in its category, the company claims. (This appears to be true. SoFi had 500,000 members as of last year. Simple doesn’t disclose its account base beyond “hundreds of thousands.” Moven and Varo Money are smaller, according to American Banker’s round-up.)

Its size, scale and growth trajectory, perhaps, have aided Chime in poaching a few execs from its other fintech businesses — including rivals. For example, the company recently added Chime VP, Risk Brian Mullins, who was the former head of Risk Ops at Square; and Chime GM, Lending Aaron Plante, who was the former Business Unit leader for Student Loans at SoFi.

The company says it plans to use the new investment to continue to accelerate growth and launch new products, including those in lending and credit. It also plans to double its San Francisco-based team to more than 200 employees and expand its leadership.

“We’re excited to welcome some of the world’s leading growth investors to Chime,” said Britt in a statement about the funding. “Banking should be free, helpful and easy to use but traditional banks are reluctant to embrace this reality. We aim to set a new standard in the industry by using technology to create services that are truly aligned with the best interests of consumers.”

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N26 says it now has more than 2M customers

N26 announced today that it now has more than 2 million customers — up from 1.5 million in October.

The German fintech startup’s CEO Valentin Stalf was interviewed onstage at Disrupt Berlin with Tandem CEO Ricky Knox, where they discussed the growth of what are sometimes called challenger banks or neobanks — new banks that are taking on the incumbents by focusing on digital tools.

Stalf said N26 is seeing more than €1.5 billion in transactions each month, with €1 billion in deposits. He also discussed the company’s recent launch in the United Kingdom — he didn’t know the exact number of U.K. users, but estimated that the company has tens of thousands of U.K. accounts, with between 1,500 and 2,000 new signups on a single day three days ago.

Meanwhile, Knox said Tandem now has nearly half a million users in the U.K. (“This year, we’re seeing everybody’s growing really quickly.”) He also noted that because Tandem allows users to aggregate different accounts, he’s noticed some of those users are starting to become more focused on individual services.

“What tends to happen, particularly with the early adopter audience, is they will open [an] account with everybody because they want to check it out, they want to get the best product,” he said. “And then what you’ll see is over time, them kind of picking a horse — depending on the functionality they like, depending on, you know, the service they’re getting there — and settling in.”

Tandem is also expanding geographically, specifically to Hong Kong through a deal with Convoy Global Holdings. Asked why he’s making the leap to Asia before launching in other European markets, Knox said, “There are a load of massive Asian markets … The exciting thing here is the opportunity, as I said, for a global bank, and some of these Asian markets are really ripe for disruption.”

In discussing the different models for challenger banks, Knox warned against the dangers of the “marketplace bank” model, where banks make money by connecting customers to third-party services.

“What we found is, the more we try and push revenue in that area there, the less customers love it,” he said. “That’s the challenge with marketplaces: If you build your business model around it, you’ve got an inherent contradiction between customers loving you less when you make more money.”

Instead, Knox argued that customers have a better experience if the bank is willing to recommend free or low-priced services: “And actually at the backend, we’re still making money the same way the bank makes money. So we’re able to fund, if you like, all this great customer stuff at the front end.”

Moderator Romain Dillet quickly pointed out that Stalf was shaking his head while Knox was making his arguments.

“What we see with our customers is, I think if we have a great product, they’re normally also willing to pay a little bit for it,” Stalf said. “It needs to be transparent, and it needs to be a good value to consumers. But I think it’s untrue that customers are always not choosing a product if you price it.”

As for whether we’ll be seeing consolidation in the industry over the next few years, Knox argued, “I’d say there’s plenty of room for the existing cadre of neobanks to be incredibly successful on a global basis without any mergers or acquisitions.” He suggested it’s more likely that the established banks start trying to acquire the challengers, although he said, “That’s not a route we want to take.”

“I think there’s a couple players that are set for being a global bank, and I think we are trying to take the shot to be a global bank,” Stalf added. “I think it’s about building up 50 to 100 million users in the next couple years.”

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