They explain that Tyfone has created a digital lending group focused on solving the problem of too many separate vendors across the lending lifecycle. Their goal is to offer a single platform that covers origination, servicing, payments, collections, re-origination, and new account opening, including checking and depository accounts.

The guests describe their product as an extended LOS, or more broadly a platform, rather than a single lending system. They say it can replace an average of four vendors and reduce what they call a “Frankenstack” of tools that have been layered together for account opening, lending, servicing, credit pulls, and other data sources.

They say the platform speeds up account opening by 90% to 95%. For mortgages, they cite closing times that are 60% to 70% faster, and for consumer loans they say funding can happen the same day or the next day.

The discussion turns to credit union competitiveness. They say credit unions can do more with less, improve profitability on products that may previously have lost money, and even generate revenue from servicing products. They also argue that credit unions and community banks are losing ground to fintechs because of slower processes and too many systems.

They say their platform reduces integration headaches, lowers vendor management and due diligence burdens, and cuts down on the number of contracts clients need. They also discuss the idea that digital banking is becoming more central to the system, with future interfaces becoming more conversational and easier to use.

Near the end, they describe Tyfone's work with Movemint as a natural integration, where Movemint drives members to apply and Tyfone's platform helps convert them quickly.

They conclude that credit unions need to combine their community relationships with modern technology and AI to stay relevant, compete with fintechs, and keep pace with changing member expectations.

He explains that the work involves identifying target audiences, then using Movemint to match those audiences with offers, while another partner, AviaryAI, handles execution through AI-driven outbound calling and texting.

Rutledge says Vertice and Movemint are not overlapping in function. He describes Vertice as focused on propensity scoring and identifying member needs and wants, while Movemint helps present offers and products based on that insight. He says the goal is to provide deeper behavioral understanding.

He also mentions an upcoming session where he will discuss the broader Vertice story and the partnership with Movemint. He says Virtus recently won a Best in Show award at Finovate for a new module called Vertice Optimize, which he describes as part of the company’s effort to help credit unions improve marketing efficiency and member engagement.

Looking ahead, he says Vertice plans to attend the Jack Henry event and the Filene Conference in December.

On a personal note, he says he is a college football fan, supports Georgia Tech, and lives in Athens, Georgia, where he also follows the University of Georgia when Georgia Tech is having a difficult season.

Asked about the future of technology, Rutledge says he is optimistic about AI. He compares AI to chemistry, saying it can be used for beneficial purposes but also carries risks. He argues that financial institutions are already focused on risk management and that AI can help them compete by using their existing data more effectively.

Precision CUSO is presented as an analytical decisioning environment where credit unions test and refine decision logic using data from the LOS and core banking systems. He uses underwriting as an example, mentioning risk scores, LTV, FICO bands, DTI, policy cutoffs, and different credit policies for different products.

He says the platform is used both before and after loans are funded. Up front, it helps determine decision logic and credit strategy. After funding, it supports monitoring of portfolio performance, expected loss, and recalibration of decisions based on results.

On automation, Aditya says the company focuses on end-to-end decision automation, not just scoring. He notes that third-party scores are inputs, but that multiple steps still require decision logic and sometimes manual review.

Precision CUSO is described as the layer that helps automate the full decision process. He says a credit union CLO would see near real-time dashboards showing acquisition metrics, auto-approvals, auto-declines, roll rates, and early portfolio performance. He contrasts that with the manual process of gathering and analyzing data across teams.

Aditya also says the company fits with Movemint through prospecting and wallet-share growth, including AI-driven propensity models and messaging. He says the CUSO was formed by Teachers Federal Credit Union and Corridor Platforms, and that Teachers has used the system for more than two years.

He adds that credit unions should own and control their decisioning transparently, rather than relying on a black box. He says Precision CUSO connects mainly to data lakes, can use core banking data when needed, and delivers decision logic through API-enabled artifacts.

He says Movemint’s strategy is to help credit unions find the right relationships and deepen them by presenting the right offer at the right moment through the right channel. He adds that the company also plans to make it easier for credit unions to monitor and develop marketing programs on the Movemint platform.

Cannone describes the broader Demopolis portfolio as including four companies. Tyfone is a digital banking platform, Payfinia is a real-time payments platform connected to FedNow and Zelle, Nuuvia is a lifecycle relationship banking product focused first on youth banking, and Movemint is the fourth piece of the group. He says the companies are intended to work together, while still remaining open to other solutions and without exclusivity.

As one example, he says Movemint and Nuuvia could be combined so credit unions can market youth accounts and then manage them through Nuuvia.

On payments, Cannone says faster and cheaper payment options will likely reduce interchange revenue over time, including through legislation. He says credit unions should focus on staying relevant to consumers and finding other ways to generate revenue or deepen relationships.

Looking ahead, he expects next year’s discussion to center on intelligent tools that recommend marketing programs, monitor results, and provide information to credit unions. He says AI is pushing people to become more analytical and to consume information more effectively. He says the practical question for credit unions is how AI can be useful in serving members. He also notes that AI governance and vendor management are major challenges because credit unions may already be managing hundreds of vendors.

Cannone closes by saying it is an exciting time for credit unions despite strong competition from banks and fintechs. He argues that credit unions can win by showing how they are different and by simplifying financial life for consumers.

He explains that Payfinia is at the Movemint Symposium because of its relationship with the Movemint team and its connection to the broader Demopolis family, which includes Tyfone, Movemint, Nuuvia, and Payfinia.

Asked what differentiates Payfinia, he points to its open API platform, which can integrate with different core banking and digital banking providers. He says the company aims to offer a broader set of solutions, including a digital wallet platform and a technical integration model for Zelle. He says Payfinia operates as a CUSO with four credit union investors and notes that Star One was the first investor. He describes the relationship with Star One as important and says there are ongoing conversations about expanding that partnership.

On the issue of faster payments reducing interchange income, he says Payfinia’s approach is to help credit unions through its digital wallet and a payments concierge model called RPCM, which is set to launch in Q1 next year. He says this model will let credit unions send payments to vendors faster than via ACH or wire and may reduce funding and fee-related burdens.

Looking ahead, he says Payfinia will be at Money/2020 for QR payment code demos with the Intuit and Federal Reserve teams, and then at VentureTech in mid-November.

Roadmap priorities include launching RPCM, then the Zelle technical integrator model next year, with interest already expressed by several credit unions. He says next year’s Movemint Symposium may focus on how Payfinia can support Movemint clients and how the sister companies can work more closely together.

In closing, he jokes that he is glad LeBron James is leaving the Lakers and predicts the Sixers will not go far if Philadelphia acquires him.

She explains that much of the discussion at the symposium focuses on activation and new membership priorities for financial institutions. The sessions highlight different customer segments that can be activated and show how these strategies are being used in practice. She also notes that clients are sharing their own experiences, which she says is especially valuable.

A major topic is a panel featuring GHS Credit Union and its fintech partners AviaryAI, Vertice AI, and Movemint. Gabby says GHS helped develop a model where the partners work together to execute a strategy for indirect segmentation. In that setup, Vertice identifies product propensity, Movemint provides access through its platform, and Aviary handles outbound calling and texting.

The conversation returns to the challenge of converting indirect members. Gabby says the group has found a strong approach for activating these members and bringing them into the institution. She adds that the same method could apply beyond auto lending and could be used with other segments as well.

Toward the end, she discusses plans for next year’s event. The location will be chosen by client vote, and she says the goal is to make the symposium bigger and better. She closes by thanking clients for their participation and for supporting innovation.

The company describes itself as a nationwide premium 4G and 5G mobile network for the credit union community. It says its service is designed to be offered through credit unions to their members, with an average savings of about $500 a year.

A major part of the discussion focused on Members Mobile’s integration with MeridianLink . Through the app, users can complete the mobile sign-up process, port a phone number, open a checking account to become a credit union member, and fund that account within about five minutes. The company says this makes it both a mobile provider and a financial technology platform.

Brandt and Dawson also discussed why they return to Reseda Summit, saying the event supports portfolio companies and gives them visibility. They said the podcast format helps them share their message on equal footing.

On the fintech side, the company is already opening checking accounts through SafeOne and MeridianLink, and plans to connect with LoansPQ to support cross-selling of loans, auto refinances, credit cards, and debt consolidation products. The platform is open to any credit union member nationwide through its Plaid integration.

For credit unions that sign on, the platform should go live within four to six weeks. The agreement is described as a co-marketing arrangement in which both sides share commissions, while the company handles the platform and related services.

She explains that her own role focuses on operations, communications, education, and especially partnerships. Her work involves connecting credit unions with fintechs and other organizations that offer products or services that can help address their needs and operational challenges.

Pomeroy says she spends time meeting with individual member credit unions through events, networks, and smaller sessions. In those conversations, she helps identify pain points, facilitates matches with partners, and also leads strategic planning and data strategy sessions to help credit unions better understand their operations and opportunities.

On the topic of data, she says credit unions continue to struggle with organizing and using the information they already have. She points to her experience helping St. Mary’s Bank implement an enterprise data warehouse as an example of building a more data-driven organization. She says current challenges include balancing fast, immediate solutions with the need for broader data governance and strategy.

In her view, as more partners add AI capabilities, credit unions need a better understanding of their data sources, data quality, and how information is maintained across systems. Pomeroy also says technology is making it easier to work around older system structures. She notes that fintechs can now access data more easily, and that some core providers are becoming more open to offering APIs in ways that are more affordable for credit unions.

Finally, she says she is attending the Summit to network, reconnect with others in the industry, and learn about current trends. She mentions being pleased to see the venue and looks forward to conversations with credit unions, partners, and fintechs over the course of the event.

Asked what credit unions can gain from attending, she says they can come away with new ideas, possible technology options, and valuable networking. She says meeting people can challenge them to try new approaches and help them find tools that fit their needs.

She discusses topics from her podcast and a questionnaire project called “Yours in Finance,” where she asks industry people the same seven questions. One of the questions is how they define a bank, which she says is a useful lens for examining tensions in the industry and the arrival of new competitors.

On where the industry is headed, she says her hope is that it becomes better for consumers. She mentions simpler accounts and financial insights that people can actually use to improve their financial situation.

She says companies from other countries continue trying to enter the U.S. market, pointing to Nubank as a company to watch and Monzo as an example of an attempt that did not work out. She says the U.S. market is attractive because of its size, but also difficult to navigate.

Her main technology advice to credit unions is to try ideas rather than avoid them out of fear of failure. She says organizations should test ideas that could benefit members or consumers, even if they are uncertain about the outcome.

He says KreditIQ was built with deep domain experience in commercial, small business, and member-based lending. According to him, the team includes people who have worked in banks, credit unions, lending origination, risk, and compliance. He says this matters because many AI vendors entering the space do not understand lending operations in enough detail.

He explains that KreditIQ sits as middleware between origination and onboarding systems, without requiring a major integration project. He says the platform ingests commercial loan files, applies a credit union’s own policy, pricing, and risk rules, and produces replayable decisions for regulators. He says this can reduce underwriting from days or weeks to minutes.

Persichini also discusses commercial real estate renewals, saying a large volume of loans will come due over the next few years. He says KreditIQ can help originators, analysts, and underwriters manage renewals, identify covenant issues, and move files through the process more quickly. He also says it can help originators preflight new deals before involving analysts.

On the question of credit unions entering commercial lending, he says better technology lowers the barrier to entry. He says KreditIQ was built to cover many types of commercial lending, including real estate, SBA loans, lines of credit, term loans, and equipment finance. He describes the system as having a “super agent” that coordinates nine AI agents trained on a credit union’s lending policies. He says the agents use guardrails, do not invent information when details are missing, and keep a source-based audit trail so decisions are explainable.

Persichini says credit unions are well positioned to serve small businesses because they are member-first and community-based. He says faster decisions help both borrowers and lenders by reducing delays and conserving resources. He closes by saying the platform can run live files and be fine-tuned for a credit union’s needs.

Dave describes Ranqx as a New Zealand company that works with credit unions to improve access to capital for small businesses. Ranqx says its goal is to accelerate the flow of capital to small businesses in America through microloans and working capital solutions.

Dave argues that credit unions are well positioned to offer these services with community trust, efficient technology, and lower costs than many fintech lenders. Scott says One Washington Financial partnered with Ranqx to build a more modern small business loan acquisition process that also supports member growth.

They discuss how interest in small business lending has increased across the credit union industry. Scott says credit unions are looking at smaller dollar business loans and ways to make access easier for members who own businesses but do not yet bank with them. Dave says the main barrier is less about technology and more about changing established commercial lending mindsets.

The two discuss implementation and orchestration. Scott says success depends on a clear vision, thoughtful rollout, and coordinating partners through internal project management and technology teams. Both say AI is helping by improving efficiency, including pre-populating credit memos and speeding up decisions, but they stress that underwriting standards and human expertise still matter.

Kyle Zagunis says One Detroit Credit Union first looked at its card transaction data after learning about the product. The review showed that members were already using Buy Now, Pay Later services, with a notable share of transactions going to major providers. He says this shifted the question from whether to introduce it to whether the credit union should offer it in a trusted environment.

The conversation then turns to how credit unions compete with fintech providers. Kyle says One Detroit uses its digital banking tools and push notifications to make the offer visible to members. Jazzy adds that financial institutions can rely on existing trust and relationships, while fintechs are trying to build membership from scratch.

They also discuss member usage and younger audiences. Kyle says One Detroit has seen strong adoption among millennials and Gen Z members who qualify for offers. He describes Buy Now, Pay Later as both a purchase-level and budget-level tool, and says it helps credit unions stay relevant with younger members.

Another topic is the “Plan Your Purchase” product. Kyle says it can fund loans in seconds and gives members a fast way to obtain unsecured credit. He notes that One Detroit keeps close limits and monitoring in place to avoid overextending members.

On compliance and safeguards, Kyle says the product was reviewed by attorneys and is recorded as an unsecured loan. He says the credit union has dollar limits, loan-count limits, and total volume controls, and that delinquency has remained manageable.

Toward the end, both guests say marketing has been limited so far, with automatic emails handling most of the communication. They conclude by saying the product has practical value for members who want flexibility at checkout or extra room in their budget.

He describes loan participations as a way for credit unions to pool loans, sell portions of them, and retain servicing while managing liquidity and spreading risk. He says the company is not trying to replace existing brokers or marketplaces, but to offer another option using newer technology.

Stolp says the platform uses blockchain because loan participations are mainly about information sharing. Credit unions need to share loan data with buyers and complete due diligence, and he says blockchain can provide a transparent, decentralized record while keeping personal information off chain. He adds that the system is meant to reduce manual spreadsheet work and help prevent changes to records from going unnoticed.

He says the company has an MVP that can accept a CSV uploads, and the production version will connect directly with credit union core processors and loan origination systems. He says this should remove extra work for credit unions and allow access to loan data without conflicts.

On adoption, Stolp says the company expects to sign its first three credit unions soon, with early subscribers following over the next few months. He says first transactions are planned for Q1 of 2027.

He also discusses the background of the team, saying he has 25 years in the credit union system, including work at three credit unions and nine years as CIO at a midsize Texas credit union. He says the company was shaped through Filene’s i3 program and includes people from credit unions, fintech, and consulting.

Stolp says the broader blockchain discussion in credit unions includes stablecoins. He says LoanNFT may later connect to stablecoin wallets so transactions and ongoing remittances from loan participations can be completed quickly and in an automated way. He says typical credit union members will not directly see this product because it is business-to-business. He adds that stablecoins may become more visible to consumers through merchant adoption. He closes by saying the company is raising about $2 million to cover first-year operating expenses.

He and Martin Walker both explained their backgrounds in credit unions and related financial services work. They described Curql’s relationship with Reseda as a close partnership rather than a competitive one.

Both organizations invest in some of the same companies, and Reseda often works with companies earlier and helps them gain traction with credit unions. Curql then helps extend those introductions across its larger network of credit unions.

A major theme was how credit unions and fintechs should work together. Walker said fintechs can help credit unions influence product roadmaps, be early customers, and shape how tools serve members. Woods said Curql looks for founders and products that are relevant to credit unions and helps bring them into the industry.

They also discussed why fintechs need a specific approach for credit unions rather than treating them like banks. Credit unions were described as more member-focused and often different in size, goals, and buying motivations. Both guests said fintech companies need to understand those differences and show up in person at industry events.

The interview turned to technology expectations and the role of AI. Both guests said technology alone is no longer enough, and that companies need to solve real problems such as deposits, member growth, fraud prevention, and operational efficiency. Walker added that smaller credit unions may benefit from AI tools that help them do more with limited resources. The final topic was trust and the human side of financial services.

The two said credit unions are built on relationships and that technology should support, not replace, human interaction. Both suggested that as AI and fraud concerns grow, many members may place greater value on direct contact with real people at credit unions.

They say the member experience includes discounts and information about nearby businesses such as women-owned, veteran-owned, and other small businesses. The platform is designed to help credit unions act as a new marketing channel for businesses and, in turn, support relationship-building, account growth, and deposit growth.

The founders explain that businesses can be onboarded even if they are not already credit union members. If a business is already a member, it can go live in the marketplace within 24 hours. If not, the lead is passed to the credit union’s business services team for follow-up and possible account opening.

The two trace the company’s origin to their backgrounds in marketing and advertising, and to meeting in Boise, Idaho while both were pregnant. They say the idea grew during the pandemic, after seeing small businesses struggle and close. They wanted a way to make shopping small more practical and to direct more opportunity to local businesses.

They also discuss how credit unions use the platform with national or geographically spread-out fields of membership. They say the marketplace can be organized by Zip Code or region, and can expand once enough businesses have joined.

Goodbuy provides a partner portal with marketing templates, social content, push notification tools, and training materials for credit union staff. They say this makes the program turnkey for business development and branch teams.

They share early results from pilot programs, including strong engagement and new product openings among onboarded businesses. They say the platform can uncover existing small business relationships inside retail membership data and create opportunities for additional products, deposits, and deeper relationships.

He describes how online transactions typically require the card number, expiration date, and the three- or four-digit code on the card, which can be reused if stolen. Keyno’s approach keeps the code from the back of the card from being used for online purchases and instead requires the live code in the app, which he says lowers card-not-present fraud by more than 95%.

Kellam says cardholders do not necessarily need new cards to use the system. Issuers can keep existing cards in circulation and simply instruct members to use the app-generated code. He notes that consumers are worried about fraud, especially with debit cards, because unauthorized use can quickly affect checking accounts and cause other payments to fail. He also discusses other parts of Keyno’s offering, including an alternative to text-message one-time passwords for 3D Secure transactions.

In that flow, the member receives an in-app alert with the transaction details and then confirms it with a biometric check such as fingerprint or face ID. Another feature he mentions uses tap-based card verification. This can be used for card activation or to help a call center confirm that a caller has physical possession of the card. He says Keyno offers its technology through its own app, white-label versions, or components that can be integrated into other banking apps.

Kellam says Keyno is already used by about 15 issuers globally, including MSUFCU. He adds that the company is in discussions with more app providers and that its systems can reduce fraud costs, reissuance expenses, and dispute fees. He also says some institutions see increased card spending and less friendly fraud after implementation.

The main product discussed is True Member, which is designed to stop account takeover fraud in digital banking. Phillips says the system was developed over about three years and is already live at five credit unions. He says those institutions have seen zero account takeover fraud while using it.

He describes account takeover fraud as usually involving credential theft, where a member gives away their username, password, and one-time authentication code. He says these incidents often happen in waves and can cause significant losses, even for smaller credit unions.

Phillips says cybercriminals typically target credit unions broadly rather than carefully selecting large or small institutions. He says they may use email and phone lists in an area and attack many people at once, whether or not they are members.

He says some credit unions have had to remove members from digital banking after repeated fraud incidents, but True Member has allowed them to bring those members back. He also says some users can be placed into a safer mode from the start, where they can use digital banking without being exposed to account takeover fraud.

Phillips says a case study showed that overall fraud costs at one credit union were reduced by 94% after the service was turned on. He argues that account takeover is the main source of large fraud losses, even when other types of fraud are present.

He adds that the product is being rolled out to other digital banking platforms and is integrated into the platform experience rather than operating only from the outside. He says the system shows live login activity and creates a shared block list of malicious actors across participating credit unions.

On pricing, Phillips says the service is designed to be affordable and is based on active members. He says even smaller credit unions can use it, and that the cost can be less than one month of fraud losses.

They explain that the platform provides visibility and communication tools for both the credit union and the member. Members can use CarsGPT to search for vehicles, use FastPass to communicate with the credit union about loan questions, and shop anonymously through the dealer network and inventory connected to the system.

The speakers say dealers benefit because they receive pre-approved buyers who are ready to purchase. They add that the process is designed so the loan is not flipped, and that the dealership can still handle some financing details and sell back-end products while the transaction moves faster.

For credit unions, the platform is presented as a way to support direct auto lending while still maintaining control over the member relationship. The speakers say it does not replace indirect lending but adds a direct-loan experience where the credit union stays more involved without a dealer in the middle.

They also describe the member experience as more controlled and less stressful. Members can search, compare, and select vehicles in the app, swipe through options, and use an AI negotiator to check availability and try to secure the best out-the-door price before going to the dealership.

The user interface is described as AI-based and customizable, allowing searches by vehicle type, model years, and price limits. Members can communicate through the app without giving personal information until they are ready, schedule test drives, and still contact the credit union or CU LIFT advisors if anything changes.

The company says its solution is already deployed, with the beta market in Los Angeles and a dealer network there of more than 800 dealers. The speakers say they are looking to add more credit unions, especially in Michigan and later Texas, and they report a strong response at the conference.

He says the problem is that many members who buy homes do not finance through their credit union. He gives an example from Michigan, where many homebuyers used other lenders instead of their credit union. He says credit unions often find out too late, such as when a member comes in to withdraw money for a down payment.

Merble tries to address this by identifying members with a likely need for financing before they apply. Goyal says the company looks at data such as permits, property information, market activity, and credit union underwriting criteria. It then helps credit unions reach members with tailored outreach and start a simpler application process.

He says the platform is used differently depending on the size of the credit union. Smaller credit unions may use Merble as an end-to-end service, mid-sized institutions use it to complement existing staff and legacy systems, and larger credit unions use it to fill product gaps such as reverse mortgages through partner lenders.

Goyal says Merble has more than 25 credit union customers, mostly on the East Coast, and that the company measures ROI by funded loans. He says the company charges only when a loan is originated. He also says Merble connects through cloud-based integrations with core, CRM, and loan origination systems, and can work with either on-premise or cloud core data because it only reads from the system.

He says the company was invited to present at the summit as one of five startups. He adds that his background includes other fintech startups and that his interest in Merble came from wanting to improve access to home financing for credit union members.

he gives an example from Mission Fed, where CU 2.0 is helping build a subpoena-handling agent that gathers check images, transaction history, and statements. He says the goal is to place such tools on CU 2.0’s enterprise platform so other credit unions can use them, and he mentions that the platform already hosts many apps, including tools for ATM balancing and other operational tasks.

Otey says credit unions enter the coaching program at different levels of experience. Some need basic instruction on what AI tools are and how to use them, while others can start building quickly. He says CU 2.0 adapts its coaching to each institution and uses discovery calls, biweekly sessions, and executive sponsorship to support the work across departments. He says the coaching is suitable for smaller credit unions too, especially those under $500 million in assets that know about generative AI but are not yet using it.

He then shifts to the idea of “bring your own agent,” describing personal AI agents that could manage deposits, loans, and payments across financial institutions. Otey says this may create a divide between people who use agents and those who do not, but he views it as another technology shift similar to the early internet. He says credit unions should build their own agents so they are part of the decision-making process when these tools become more common.

He also says different agents will likely serve different functions, such as shopping or email assistance, and mentions CU 2.0’s own personal agent, Willis. He ends by discussing fintech consolidation, saying narrow point solutions may be harder to sustain and that the market is beginning to roll up smaller companies into larger platforms.

We also explain the relationship between TAPP Engine and 9Squid. TAPP Engine is the parent company, with 9Squid as a separate brand for its capital markets and securitization work, while Mission Federal Services participates through its CUSO structure and invests in financial technology companies.

A major topic is why credit unions are investing in fintech. We discuss how these investments help credit unions gain access to technology, keep income within the industry, and reduce dependence on outside providers. We also talk about how fintech partnerships can be more efficient than building proprietary systems internally.

We cover how these solutions are designed for both large and smaller credit unions. The guests explain that securitizations have typically required large loan pools, but the platform is being built so smaller institutions can participate by pooling assets together.

We close with a focus on education and support. We explain that these services are not just products, but also involve consulting, training, and help for credit unions and their members so they can better understand liquidity, securitization, and wealth tools.

Filip describes his role in the accelerator and says Ascent was one of the first companies in the program. He explains that the accelerator is meant to help fintechs understand how to work with credit unions, and that the relationship with Ascent has continued beyond the initial 10-week program.

They say Ascent currently works with about 70 credit unions and also serves community banks. Arjun says the platform sits above systems of record and data warehouses and can send “signals” or insights into tools such as Salesforce, CRM systems, Encino, or copilots, depending on what an institution uses.

A major topic is the role of AI in financial institutions. Both guests say AI is being discussed widely, but they emphasize that institutions need strong data foundations and practical use cases rather than broad AI messaging. They say many organizations still struggle with siloed and fragmented data.

They also discuss how to approach product development. Arjun says Ascent started with specific use cases, such as quality control, deposits leaving the institution, and lending opportunities, and expanded from there. Filip adds that smaller, focused solutions are often easier for institutions to adopt.

The conversation closes with future plans. Filip says applications are open for a new cohort of the accelerator. Arjun says Ascent is available to credit unions that want to improve workflow, identify member behavior, or address specific operational pain points.

Ami says MSUFCU adopted the system because it offered a more secure way to communicate with members amid smishing concerns, while also allowing alerts, offers, and product links. She says the credit union now uses push notifications in most of its marketing campaigns.

A major topic is controlling message volume. Ami says MSUFCU can set thresholds for how many messages members receive and prioritize urgent notices. Gregg adds that the system is designed to prevent over-messaging and to allow “break glass” alerts when something important needs immediate attention, such as a power outage or other urgent member update.

They also discuss location-based messaging and feedback. Gregg gives examples of messages triggered by a member being in a branch or at another location for a set amount of time. Ami says MSUFCU has used this to ask members for branch visit feedback through a survey link.

On integration, Ami says the system works with internal data and is manageable by her marketing team through a portal. Gregg notes that Larky also integrates with several digital banking providers and supports both large and small credit unions through automation.

The final topic is AI. Gregg says Larky uses AI to help generate better push notification copy, including call-to-action wording, emoji choice, and timing. Ami and Gregg also reflect on the value of the Summit for meeting partners and seeing new fintech developments.

He explains that Voyager AI is designed to integrate and orchestrate existing credit union systems rather than replace them. The platform connects to lending origination systems and can also work with core systems, document sources such as SharePoint, and later covenant monitoring and other integrations.

Implementation depends on the credit union’s network setup and security requirements. Colcord says the system can support the full commercial lending workflow, starting with document collection and pre-flight review, then helping teams assess deals, gather borrower information, coordinate with underwriters, prepare credit memos, and take deals through committee approval.

The company currently stops before booking into the core system, with monitoring planned as a later step. He says the platform has reduced the total time of the lending process by at least 60% for some organizations. He also says it creates one shared source of intelligence for teams and can check institutional policies to reduce stop points while staying compliant.

On member experience, he says the system helps move credit unions away from both “short no” and “long no” outcomes. It can help them expand into more loan products, keep members through life changes, and reduce delays in loan decisions, including SBA processes that can otherwise take months.

Colcord says Voyager AI was invited to the Reseda Summit pitch contest and that feedback on the pitch was positive. He says the company is talking to a few credit unions and beginning onboarding. He adds that the company has been operating for about 18 months and that supporting credit unions and community banks can help them compete more effectively with fintechs.

He explains that the company started in 2025 and launched its first product later that year, with its first credit union going into production in early 2026. The first live customer is Rockland Credit Union, now called Arise Financial.

Klacko says he is a serial entrepreneur and this is his fourth company and second fintech company. He says his earlier company, Micronotes, showed him that credit unions spend a lot of time on manual review of documents and procedures, and that generative AI is well-suited for reducing that workload.

He says the product is deployed on-premise so that personal information does not leave the credit union. To get started, the company needs access to a server and a copy of the institution’s policies. The system is browser-based and can run in common server environments.

Klacko says implementation is simple and fast, and that one credit union went live in 10 days. He says the company uses shared folders at first, without requiring integrations, and can later connect to loan origination systems or core systems if needed. He also says the product has little customization because the policies themselves drive the workflow.

He gives an example from Rockland Credit Union, where reviewing an indirect auto loan package reportedly dropped from about 20 minutes to 2 minutes. He says the same approach can be used for vendor due diligence and other document-heavy processes.

He says he was introduced to the Reseda Summit through mutual connections and was encouraged to pitch and explore a pilot. He mentions plans to attend other industry events, including GAC, VentureTech, and Money20/20.

He closes by saying the company started with credit unions because he values their collaborative spirit. He says the broader goal is to standardize back-office processes across credit unions, rather than having each institution use separate tools and workflows.

We shift to television and compare shows for travel viewing, including Lioness and Reacher. We describe Lioness as a CIA and geopolitics series with a strong cast and note that Reacher is more violent, with the action often overtaking the plot. We also talk about the challenge of finding something to watch on the road after going through airline movie libraries.

We then move into airlines and travel frustrations, comparing Delta, United, and the lack of competition in the U.S. airline market. We talk about expensive flights, poor communication during delays, and how flying outside the U.S. often feels easier by comparison. We also compare that to bigger banks versus community banks, where relationship and service matter more than the basic product.

We spend much of the conversation on trust, human judgment, and AI. We say people still want to work with people, not just technology, and that AI should be used to empower staff rather than replace them. We use examples from lending, email writing, recipes, and spreadsheet work to show that AI can help, but still makes mistakes and needs human oversight and context.

We end by predicting that the next major phase of AI will be institutions getting more serious about managing their data and using that to build useful agents. We also make a lighter prediction that Arsenal will win the Premier League again.

They also discuss the current market for point solutions and AI tools. They say many products are very narrow and solve only small problems, which can make it difficult for credit unions and financial institutions to choose what will actually help them. They note that institutions cannot easily buy many separate tools each year, so value and fit matter.

Kinective's platform strategy is another topic. One guest explains that after acquisitions, the company now has three platforms coming together: a REST API platform, a GraphQL-based platform, and another in-house system. He says this gives fintech providers more flexibility in how they connect to Kinective and, by extension, to credit unions.

The conversation also turns to industry consolidation. The guests say they expect continued consolidation among both financial institutions and fintechs, and they question how many smaller companies can remain independent over time. They also say many fintechs have similar ideas, which makes differentiation difficult.

Trust and delivery are described as important in vendor relationships. The guests say people prefer the word “partner” over “vendor,” but real trust comes from execution, support, and ongoing work after a sale. They say Kinective's broad reach across many institutions helps build that trust and makes it likely that a fintech is already working with one of their prospects.

He says the need for youth financial education has existed for a long time, but technology now makes it easier to deliver. King describes his own experience entering college without much financial knowledge and says many families do not teach money management in depth. He also notes that several states now require financial education in high school, while many Americans still are not financially literate.

King says the product helps credit unions with acquisition, growth, and retention, not just service. He points to one institution that grew from a few hundred youth accounts to over 10,000 after adopting the program, with some of those accounts bringing in new adult members through joint ownership.

He describes features for children and parents, including financial education, real-time transfers for chores or allowances, debit card spending controls, charitable giving, savings goals, and a parental lending tool that shows interest charges. He says the experience is designed to be personalized and easy to use within the institution’s existing digital banking platform.

On implementation, King says the solution is white-labeled or co-branded for credit unions. He says parents and kids access it through the institution’s current digital banking experience, and the youth version can be limited so children do not see features like bill pay or remote deposit capture.

King says institutions need to market the service to parents, but he believes it can also teach parents about money management. He adds that future plans include helping institutions bring in deposits from outside sources, such as relatives or other people paying a child for work. He says Nuuvia differs from some competitors because the credit union keeps the deposits, interchange, data, and member relationship.

A major topic was Finalytics’ personalization platform for credit unions and banks. Conway said the system starts on the public website by recognizing visitors and adjusting the experience in real time based on their likely needs.

The newest feature is a first-time visitor learner model that predicts what product or service an anonymous visitor may be interested in, using patterns learned from large-scale session and event data. He said the model uses variables such as location, device, operating system, and time of day, along with other signals. Finalytics tracks engagement through the process, including whether visitors move deeper into the site, start applications, complete them, and in some cases whether applications are funded.

Conway explained that the first visit is the only fully anonymous visit. After that, Finalytics assigns a unique identifier so the system can recognize return visits and continue personalizing content without using cookies.

He also described learner models that already identify existing members and their products, then recommend products they do not yet have. Another rollout connects behavior on the public website with digital banking, so a member who shows interest in something like a car loan or certificate can see related messaging after logging in.

Looking ahead, Conway said the company wants to become a broader personalization layer that can identify likely product interest, determine the right message, choose the best channel, and sequence communication across touchpoints.