Embedded will be fintech’s defining distribution strategy for the next decade.
But what’s obvious is not easy.
The best way to understand this is through what I call "the iron triangle of embedded fintech".
1/4 👇
Fintech founders applying to
@ycombinator
S23, I'm happy to review your app. I'm a YC W16 alum and now fintech investor.
Shoot me a DM or email (mb at ).
Deadline is April 7!
📈 $FISV (Fiserv) released Q1 earnings this week.
Adjusted revenue grew to $4.28B (+10%), thanks to strong growth in Merchant, Payments, and Fintech segments.
Some highlights…
Why aren't there more winner-take-all-dynamics in fintech?
It's a massive market with powerful feedback loops, but it's more fragmented than it feels like it should be.
I don't have an answer, but outlined my thoughts and a few hypotheses here:
🍀Merchant acceptance is another bright spot, driven mainly by Clover.
Clover’s annualized GPV grew to $231B (+17% YOY) and revenue +22% YOY.
Very strong growth, especially at that scale.
💰⚙️ New Post: Fundraising for fintech infra is different
Fintech infra and embedded fintech are two of the areas I’m most excited to invest in.
I’ve seen a lot of Seed - Series A pitches recently, and think many miss key points because they follow generalist advice...
today, we launch our report on contractor payroll—4,000+ words on the $1.4T market to build 'cash app' for global labor market
feat interviews with:
-
@deel
COO
@DanWestgarth
-
@Wingspanapp
CEO anthony mironov
-
@bonsaiinc
co-founder
@matttbrown
👇
Billing and metering for usage-based products like APIs are a huge pain + heavy lift for many teams.
@adamdsommer
and the team at
@Kable_io
are the best solution for it!
Check them out:
I loved chatting with
@will_beeson
at
@rebankpodcast
about everything from payments and BNPL to strategies for embedding fintech in vertical SaaS to the challenges of interchange, and much more.
Here's the link:
4/ There are multiple ways of diversifying, but it often comes down to combining card payments (issuing and/or acquiring) with a mix of software, value-added services, and lending.
Color coding fintechs product lists shows how far this diversification has gone. E.g., Stripe:
The stream of news from Israel makes it clear there's an incredible amount of evil in the world. Silence and equivocation are complicity.
There's also a lot of good worth defending, fighting for. Israel is worth defending. That should be clear to any parent or child, regardless
Tech loves bundling and unbundling. There’s been a lot written on how these work, but little on when they work.
They're great strategies, but diametrically opposed. So when should founders pursue one or the other?
$65BN of enterprise value from this $450M Matrix fund. What a banger! 👇
Matrix Partners IX ($450M)
@BostonVC
@dcstalder
@antrod
@jdh
invested in early rounds of:
Canva ($40B last valuation)
Zendesk ($10.2B acquisition)
Sila ($3B last valuation)
Postmates ($2.6B
8/ There's an opportunity in the inverse of SBS as well, in managing how companies make large, complex, and recurring payouts.
For example,
@deel
does this for international employees and
@stir
for the creator economy.
Platforms that embed a financial product (such as Stripe for payments, Unit for banking), must make trade offs between three factors:
1. Ease of ownership
2. Good unit economics
3. High acceptance rate
2/4
I wanted to share that we are starting a new company called
@lightspark
to explore, build and extend the capabilities and utility of
#Bitcoin
. As a first step, we’re actively assembling a team to dive deeper into the Lightning Network. (1/3)
⚡️Zelle is big growth driver in payments revenue.
+42% in Zelle transactions and +32% in Zelle users.
$FISV is one of the largest enablers of Zelle for financial institutions.
$FISV also ready to support FedNow in July, along with its NOW RTP gateway.
Here's what's different in fintech infra:
(1) Quality trumps quantity in customers and revenue.
(2) Don’t be afraid to fire customers (and talk about it).
(3) Show that you can catalyze, not just sell.
(4) Don’t be afraid of professional services.
...
6/ For ex, ecommerce CPG subscriptions require integrating billing, inventory mgmt, and logistics, plus an array of specific features, like changing a shipment composition, skipping or redirecting delivery, etc.
Co's like
@SkioHQ
&
@RechargePayment
have arisen for this model.
7/ SBS are growing to serve other business models, like usage-based (
@Kable_io
) and hardware-as-a-service (
@hardfinhq
), which have their own complexities specific those models.
@davegirouard
1. Most US payment volume isn't embedded (yet). Lots still offline/manual: $27T checks, $91T ACH. Will get more embedded with B2B software adoption, FedNow, etc.
2. BNPL and POS lending generally is a fraction of the embedded lending opportunity. Again, especially true in B2B.
2/ Many fintech business models are based on card payments: they make money when users accept or make card payments.
Startups have been crowding into these slim & inflexible fee pools, although they weren’t designed to support multiple venture scale co's.
3/ Even if these fee pools don’t compress (and there are several growing reasons why they might), startups are realizing how limiting interchange is.
The smart ones have started diversifying their monetization strategies, providing a few potential models for others.
3/ These new business models allow value to be created & captured in new and complex ways, and so require a purpose-built stack to manage the workflows and payments.
I call these “specialized billing systems” (SBS), and think they can “index” an entire business model.
5/ Companies like Zuora, Recurly, and Chargebee are examples of SBS for the SaaS model, which is now well-known and mature.
New business models are evolving faster and are significantly more complex, and so the need and opportunity for SBS are much larger as well.
4/ i.e., they can monetize every company with that business model.
@eladgil
first wrote about "index companies" (), which index a given market (e.g., Coinbase indexes the crypto market).
SBS are powerful because they index an entire *business model*.
2/ Changes in technology lead to new business models (e.g., browser → SaaS → AWS → freemium).
This cycle is moving faster and enabling many novel models, such as consumer ecommerce subscriptions, usage-based, and hardware-as-a-service.