mdec fintech developer bootcamp - fintech masterclass day 1

FINTECH WORKSHOP

Life.SREDA VC Executive Summary

Life.SREDA I Life.SREDA II AsiaBanking on Blockchain Fund

Moscow Singapore London

2012 2015 20162014

13A new venture fund dedicated to

investing in the blockchain ecosystem

6 7 investments(South East Asia)

Research & Vision

www.

.com

investments successfulexits

Accelerator in Singapore Strategy

Taiwan

SME-lending

& FactoringPOS-managment

system &

tablet based

cash-registers

Online-

acquiring

Online-tra

ding

Online-

lending

P2B-lending

Crowndfunding

& Crowndinvesting

Online-

remittances

PFM&PFP

Insurtech

Middleware

mPOS-acquiring

Online-lending

for students

First BaaS-platform for Asiais very necessary for the future

fintech development

in global tech industry

Source: Life.SREDA analytics, Accenture, Goldman Sachs

GLOBAL INVESTMENTS IN FINTECH, $B

GLOBAL FINTECH MARKET

INVESTMENTS IN DIFFERENT TECH

INDUSTRIES Q1 2010 — Q3 2015

Industry Funding, $M Deals

1 FinTech 45,2 2,4522 Green / clean tech 17,576 1,806

3 Ad tech 9,610 1,276

4 Ed tech 6,510 1,135

5 Wearable tech 2,205 210

7 700

7 000

6000

5000

4 000

3000

2 000

1 000

500

20162010

2,22012

4,12013

12,12014

23,72015

20142012

# of deals funding, $m

196%

205%

186%

300

250

200

150

100

50

FinTech is the hottest and most growing area

A lot of strategic buyers as well as huge potential for successful public listing.

Notable recent IPO Date Valuation

Q4/15 $4,7B

Q4/15 $7,5B

Q4/15 $2B

Q3/15 $40B

Q3/15 $14B

Q4/14 $9B

Q4/14 $1.3B

Q4/14 $0.34B

M&A IPO

$890M Q3 2015

$680M Q2 2015

$1 200M Q2 2015

$117M Q1 2014

$250M Q1 2015

$250M Q1 2015

$150M Q2 2015

Clear exit strategies for FinTech:

4 11 50

Lending Real estate Security / Risk / Big data / Scoring

InsuranceAccounting mPOS / online acquiring Wallets /Remittances

Investment tools

2013

2014

2015 More than x4 growth per year

x4

Source: Life.SREDA Analytics

Unicorns — companies with valuation more than $1B

SoFi Bank of China

Funding Circle Prosper

Avant Credit Kabbage

Lufax Qufenqi

Biz2Credit Renrendai

Jimubox LendingClub

CommonBond

OnDeck Wonga

LifeLockXero

FinancialForce.com

Coupa Kofax

Datameer Trusteer

Adyen Stripe Paytm

Klarna

TransferWiseSquare Mozido

Braintree Taulia Zuora

Vanco PowaiZettle

Revel

Zillow Fangdd

Housing

CreditKarma

Oscar

The Climate Corporation

ZhongAn Betterment

iex

Coinbase

MotifInvesting

Xueqiu MarkIt

Wealthfront

Banks have «long story» of their IT-infrastructure and internal processes — usually it’s faster, cheaper and easier to create

something new from scratch.

Internet giants (Apple, Google, Alibaba, Samsung, Facebook) and Telcos are entering the

to compete with banks.

New economy requires new corporate culture: banks about

vertical hierarchy — startups are small lean self-organized

entrepreneurship teams.

Stricter banking regulations don’t let them (banks) experiment

with innovations, they need to show the result now, not in the

future.

products, while customers need solutions to solve their problem with a wide range of

complimentary products.

Banks are slow to meet new customer needs and follow the changes in their behavior (new

“Banking is necessary, banks are not”Bill Gates

www.lifesreda.com

Challenges for Fintech evolution in AsiaDifficulty to launch financial services and products in cooperation with traditional banks

Negotiations with banks to be licenced and integrated to back-end

Direct integration to the banking back-end (pain!)

For banks: - not main KPI’s - not safe & secure - not fast & cheap & easy - do not have ability to work with many startups

Going to BaaS platform or using open APIs

80%to business

development

in tneUS/UK

80% 20%In Asia In the US/UK

1+ year 3-6 month

Spend 80% of their resources to be launched

Spend only 20% of their resources to be launched

Asia

US / UK

In each country you have to

start from scratch:

1. New regulation2. New integrations

In Asia In the US/UK 1. Easy regulation2. Easy integrations

EUROPE

US

Challenges for Fintech evolution in AsiaDifficulty to scale geographically due to differences in regulations and infrastructure

www.lifesreda.com

India

Sri Lanka

Bangladesh

Myanmar

Malaysia

Philippines

Indonesia

Australia

New Zealand

South

Korea

North

Korea

Thailand

Hong Kong

Laos

Cambodia

Singapore

Taiwan

Japan

Bhutan

SME-lending

& FactoringPOS-management

systems &

tablet based

cash-registers

Online-

acquiring

Online-tra

ding

Online-

lending

P2B-lending

Crowdlending&

Crowdinvesting

Online-

remittances

PFM&PFP

Insurtech

Middleware

mPOS-acquiring

Online-lending

for students

First BaaS-platform for Asiais very necessary for the future

fintech development

BanksLicensed and regulatedbanking back-ends (belongs to banks in each country in Asia-Pacific region)

based on 40+ universal APIs

100+ fintech-startups

Middlewareprovide for them universal APIs

Fintech-startups do notneed to spend time,money and humanresources to be integratedin each Asian country

Banks do not need tospend their time andmoney to create newAPIs and to communicatewith all startups all over the world

Bank-as-a-service

Ecosystem

Layers of BaaS platform

www.bank-as-a-service.com

TOP 5 COUNTRIES

Bankers

Developers

Customers

Fintechs

Regulatorsdownloads subscribes

www.bank-as-a-service.com

We attract attentionof highly developed countries(US, UK, Singapore) to cometo unbanked markets

We educate and inspire local talents on unbanked markets

5000 visitors

“Money of the Future” Fintech research

800-1200visitors per day

35 000visitors per month

+1000-1500new visitors monthly

www.fintechranking.com www.lifesreda.com/MoneyOfTheFuture_1H2016.pdf

28%

7%

3%

1%

61%

Main trends and analytics for 1H 2016

19 78722% 11% 11% 10% 4%

TOP 5 COUNTRIES

Voters for BaaS-platform in numbers

DOWNLOADS FOR THE FIRST 14 DAYS AFTER PUBLISHING

Get the full versionof the “Money of the Future” fintech research at

www.fintech-research.com

11:00 - 11.30 am - 1 vertical. Neo- and Challenger banks. E-Wallets + Q&A11.30 - 12:00 am - 2 vertical. mPOS, Cash Registers & POS management systems + Q&A

12:00 - 1.00 pm - Lunch

1:00 - 1.20 pm - 3 vertical. Insurtech + Q&A 1:20 - 1:40 pm - 4 vertical. Blockchain + Q&A 1:40 - 2.00 pm - 5 vertical. PFM, PFP, Financial Literacy + Q&A 2:00 - 2:20 pm - 6 vertical. Online trading + Q&A2:20 - 2:40 pm - 7 vertical. Big Data + Q&A 2:40 - 3:00 pm - 8 vertical. p2b- p2b-lending + Q&A

3:00 - 3:30 pm - Afternoon break

3:30 - 4:30 pm - Startup case study: WishFinance

4.30 - 5:00 pm - Break

5:00 - 6:00 pm - Task for startups

AGENDA

1 vertical

Neo- and Challenger banks.E-Wallets

FINTECHWORKSHOP

NEOBANKS AND CHALLENGER BANKS

There are several unique selling points offered by new bankingplayers, and it presents many amazing opportunities:

Mobile first

Cross-sell and up-sell

Virtual financial advisor

Data driven

It is a great opportunity for investors especiallyAsia to be in touch with innovative solutions in mobile banking.

www.lifesreda.com

NEOBANKS AND CHALLENGER BANKS

www.lifesreda.com

NEOBANKS ANDCHALLENGER BANKS

www.lifesreda.com

E-WALLETS

www.lifesreda.com

184 million customersPayPal customers held

more than $13 billionin accounts

In April 2016 PayPal posted revenues of

$2.544 billion

E-WALLETS

www.lifesreda.com

Gaining

a million users / week

E-WALLETS

www.lifesreda.com

1.5 million usersin the U.S. now set up Android Pay

on their phones every month

Android Pay will now

work at some ATMs

= x2+

E-WALLETS

www.lifesreda.com

450 million users

E-WALLETS

www.lifesreda.com

5 millionregistered users

and today has processed more than

$1 billion of transactionsin South Korea alone

E-WALLETS

www.lifesreda.com

NEW PLAYERS

2 vertical

mPOS, Cash Registers &POS management systems

FINTECHWORKSHOP

MPOS-ACQUIRING

www.lifesreda.com

frommPOS-solutionto ecosystem

MPOS-ACQUIRING

www.lifesreda.com

TABLET-BASED CASH-REGISTERS, POS-MANAGEMENT SYSTEMS, IOT, O2O

www.lifesreda.com

www.lifesreda.com


3 vertical

Insurtech

FINTECHWORKSHOP

Investments in Insurtech in 2016

$3 billions

Auto insurance companies spend a combined total of

$6 billions in advertising each year.

Insurance represents a huge opportunity that has yet to see real innovation. The major players have some of the lowest Net Promoter Score (NPS) ratings of any industry, meaning the companies do not inspire satisfaction or loyalty in their cus-tomers. People do not like or trust insurance companies.

COMPARE IT WITH

The world of 59 years olds with fax

The $1.1 trillion in insurance premiums recorded in 2013 by the U.S. Department of Treasury represented approximately 7 percent of the U.S. GDP.

The average age of life insurance agents is 59 years old, and it’s estimated there are an average of three duplicate processes in each customer sale.

It’s not out of the realm of possibility that your insurance compa-ny will at some point ask you to fax them something.

Today’s consumers want to be able to get educated, get a quote and buy a policy from the comfort of their home (or cell phone) in less than 15 minutes.

Anyone who's ever had an insurance claim knows that getting paid can often turn into a nightmare

"Every dollar your insurer pays you is a dollar less for their profits. So when something bad happens to you, their interests are directly conflicted with yours. Your fighting over the same coin."

Dan Ariely, a Duke University professor and the Chief Behavioral Officerat Lemonade

Multiple catalysts driving the growthof insurtech industry

Wholesale trade . . . . . . . . . . . . . . . . . . . . . . . 1,115.8. . . . 1,597.6 . . . . . . . . . . . 481.8 . . . . . . . . . . . . . 3.7

Retail trade . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,271.3. . . . 1,747.5 . . . . . . . . . . . 476.2 . . . . . . . . . . . . . 3.2

Construction . . . . . . . . . . . . . . . . . . . . . . . . . . . 773.8. . . . 1,160.1 . . . . . . . . . . . 386.2 . . . . . . . . . . . . . 4.1

Credit intermediation. . . . . . . . . . . . . . . . . . . . 801.7. . . . . 1,117.6 . . . . . . . . . . . 315.9 . . . . . . . . . . . . . 3.4

Real estate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 977.8. . . . 1,286.4 . . . . . . . . . . . 308.5 . . . . . . . . . . . . . 2.8

Financial investments . . . . . . . . . . . . . . . . . . . 468.7. . . . . . 742.4 . . . . . . . . . . . 273.6 . . . . . . . . . . . . . 4.7

Health practitioners . . . . . . . . . . . . . . . . . . . . . 576.7. . . . . . 818.2 . . . . . . . . . . . 241.5 . . . . . . . . . . . . . 3.6

Telecommunications . . . . . . . . . . . . . . . . . . . . 559.8. . . . . . 780.3 . . . . . . . . . . . 220.5 . . . . . . . . . . . . . 3.4

Computer equipment manufacturing . . . . . . 139.1. . . . . . 335.8 . . . . . . . . . . . 196.7 . . . . . . . . . . . . . 9.2

Management of companies . . . . . . . . . . . . . . 367.9. . . . . . 539.0 . . . . . . . . . . . 171.2 . . . . . . . . . . . . . 3.9

Petroleum and coal manufacturing . . . . . . . 422.5. . . . . . 544.3 . . . . . . . . . . . 121.8 . . . . . . . . . . . . . 2.6

Food services and drinking places . . . . . . . . 491.6. . . . . . 605.1 . . . . . . . . . . . 113.6 . . . . . . . . . . . . . 2.1

Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 412.1. . . . . . 511.8 . . . . . . . . . . . . 99.6 . . . . . . . . . . . . . 2.2

Data processing. . . . . . . . . . . . . . . . . . . . . . . . . 165.9. . . . . . 262.9 . . . . . . . . . . . . 96.9 . . . . . . . . . . . . . 4.7

Motor vehicle manufacturing . . . . . . . . . . . . 241.4. . . . . . 335.7 . . . . . . . . . . . . 94.2 . . . . . . . . . . . . . 3.4

Oil and gas extraction . . . . . . . . . . . . . . . . . . . 320.5. . . . . . 410.9 . . . . . . . . . . . . 90.4 . . . . . . . . . . . . . 2.5

Industries with the Largest Output Growth and Declines

Largest Growth, $Bn

2012 2012-2022 2012-20222022

Industry Description Compound AnnualRate of Change

Change

Annual growth rate p/a

Information

Utilities

0-1-2-3 321

2002 - 2013

2014 - 2022

Note/source: December 2015 Monthly Labor Review, Industry employment and output projecIons to 2024, U.S. Bureau of Labor StaIsIcs, Employment ProjecIons Program

State &Government

FederalGovernment

Healthcare

Educationservices

Businessservices

Otherservices

Leisure &hospitality

Financial activities & Insurance

Wholesaletrade

Retailtrade

Transportation

Insurance is arguably one of the most old-fashioned

Just as fintech is transforming the banking world, “insurtech” has set its sights on the insurance industry. Endemic mistrust and persistently low net promoter scores are providing a ripe opportunity to use technology to shift power back.

Yet over the last 18 months, over 100 insurance startups have launched.

Many entrepreneurs are waking up to the fact that insurance is arguably one of the most old-fashioned, analog consumer services in existence, and they are creating companies to upend this premise.

InsurTech is not about online-forms (they are a replica of the paper forms)

Progressive rethought that process.

Most of the start-ups to date have focused on front-end customer interactions rather than the back office, unlike in banking. Perhaps the biggest potential advantage would be reducing claims: by using micro-chips embedded in industrial and everyday appliances – the “Internet of Things” – it could be possible for insurance companies to use such sensors to antici-pate and prevent damage.

Vivek GaripalliCEO of Clover Health

“There’s a big difference between spending a lot of money on technology and being a technology company”.

1. Taking risk as an organization (Big organizations don’t like taking risks. The reason to exist for a startup is to endorse that risk and be prepared to make mistakes, learn and improve.)

2. Rewarding risk on a personal level (it doesn’t make sense for the individuals behind big organizations): Don’t punish failed experiments; Encourage intrapreneurship.

3. Thinking digitally

4. Working digitally (Insurtechs are building up their organizations and their processes digitally from the

start. Value of open APIs.)

5. Focusing on the customer (services and products are often produced in the silos of the different departments: there is no holistic view for the customer)

6. Solving problems in iterations

Tim Kunde, Co-Founder and Managing Director of Friendsurance

6 things that insurance companies can learn from insurtechs in 2016

The digital transformation has reached insurance, as

one of the last big offline industries.

There are big barriers to entry, but while insurtechs do not have all the answers and the solutions yet, they are best positioned to find them.We have only seen the beginning of the amount of talent and money that will pour into this industry.

Companies who think they can still wait a couple of years until they start to embrace digital innovation will cease to exist 10-15 years from now.There is a huge potential to do more business and at the same time

create a much more customer friendly industry.Chris Skinner, The BB Fund:

535 INSURTECHS

by VentureScanner

TWO BRANCHES OF INSURTECHS

The second branch comprises purely tech-focused companies that are involved with buying, selling or managing health insurance.

One branch is composed of actual insurance companies that pay medical claims, con-tract with hospitals and doctors, and take on some kind of risk on behalf of their mem-

bers—all with a bigger emphasis on consumer-friendly technology and data.

33Insurtech comapnies

you should know

While other insurance companies make money when denying claims, Lemonade only takes one flat fee. In addition, they

give all unclaimed money to the charity of your choice. What’s more, your charity is pooled with other Lemonade customers

who also want to give to that same charity – whether it’s a big international non-profit or your local PTA. So the more left-

over money from all of you, the more your charity gets. Since its public launch with a $13 million investment from Sequoia

Capital and Israeli venture investor Aleph late last year, Lemonade has amassed a series of impressive wins.

www.lemonade.com

Hong Kong-based Horizons Ventures, a private investment arm of Li Ka-Shing, has led a US$15.3 million funding round in

Berlin-based P2P insurance startup Friendsurance. The way the model works is that everyone contributes to a common

pool to mitigate risk, that’s the very nature of insurance. However, in Friendsurance’s case any premiums left over in the fund

at the end of year are paid back to contributors, as the risk didn’t happen.

www.friendsurance.com

The New York health insurance start-up Oscar Health is “a better kind of health insurance company” that aims to use tech-

nology and design to improve the experience. The company is now valued at a whopping $1.5 billion after $145 million dol-

lars in a Series B round, just a year-and-a-half after its launch.

www.hioscar.com

In May 2015 Zenefits has raised $500 million in a round led by Fidelity and TPG at a whopping $4.5 billion valuation (now

Zenefits loses over half of its value for internal problems reasons). Unlike most companies that sell HR software to small busi-

nesses, Zenefits gives its software away for free. Instead, the company collects a fee from insurance companies every time a

customer buys insurance through Zenefits. It’s this piece that has enraged traditional insurance brokers.

www.zenefits.com

Trov is an on-demand insurance platform that lets users buy insurance for specific products, for a specific amount of time.

Recently with $25.5M in new funding, Trov launched on-demand insurance for individual items. Insurance isn’t necessarily an

inviting word, especially for millennials. When a user inputs a certain product (a television, appliance, phone, laptop, musi-

cal instrument, surfboard, etc.), Trov simply needs the make and model to generate all the metadata necessary to insure that

item. Alongside information about the insurance purchaser, Trov can then generate a to-the-second price for insurance. That

user can then turn protection on and off for their various items through a simple swipe.

www.trov.com

FitSense helps life and health insurers leverage data from wearables.

www.fitsense.io

In situations where you aren’t worried enough to call the police, but where you do want to reach out to a friend and say

“something’s not right here,” freshly launched Guardian Circle has your back. The idea is simple: You add your friends and

local contacts to an alert list on the app.

www.guardiancircle.com

Metromile, the provider that lets you pay-per-mile for insurance, has raised a $191.5 million in funding. Metromile will use the

money to acquire an insurance carrier called Mosaic Insurance to handle the underwriting of its policies itself; as well as to

expand new states in the U.S. and continue building its platform. Metromile provides a mobile experience that lets users see

and track just how much they are using the insurance and how much they will need to pay. It also has other features like ve-

hicle location, travel data and more. Investors behind this deal include a couple of insurance giants, Canada’s Intact Financial

and China Pacific Insurance (CPIC); top VCs Index Ventures, New Enterprise Associates (NEA), First Round Capital, Mitsui and

SV Angel; Metromile founder and Chairman David Friedberg (of Climate Corporation fame); and Mark Cuban.

www.metromile.com

Slice Labs offer insurance for on-demand workers and providers like Uber and Airbanb, starting with rideshare drivers and

then homeshare hosts. The startup has raised $3.9 million in seed funding from Horizon Ventures and XL Innovate. These

products will be available on a transactional basis — so a ridesharing driver should be covered from the moment they start

driving or get into the car, but they’re only paying for coverage during the time that they’re working (making it more afford-

able than just taking out a pricey commercial insurance policy).

www.slice.is

PolicyBazaar is an Indian startup that can sell policies direct-to-consumer. They recognized that only 4 percent of Indian

consumers have any non-health insurance and only 2 percent of that 4 percent bought their insurance online.

www.policybazaar.com

TRENDS AND AREAS OF DEVELOPMENT IN INSURTECH

P2P-insurance = back to the original idea of the mutual company

Louis de Broglie, InsPeer

“The idea is to use technology to help you leverage your local community – with all its positive as-pects. So it is true that we are coming back to the original idea of the mutual company.”


Sharing economy, self-driving vehicles, millennials (prefer to “use”, not “own”)

Dan Preston, CEO Metromile

“Metromile’s differentiator is down to “urbanization and a shifting mindset of millennials.” By this, he means that the less frequent and less regular use of cars by these groups makes per-mile ser-vices.” “Our go to market strategy is focused on large urban areas and aimed at developing a brand with each city that we roll out into. The people who switch to pay-per-mile insurance commute differently. They take multiple forms of public transit, walk, bike or even ride-share to work so a usage based option makes more sense to them.”


Today’s world is driven by data

There is a huge opportunity for insurance to leverage data platforms to help improve their operations in everything from sales to underwriting. Real-time and near real-time data streaming — everything from environmental sensors to connected devices and wearables — will allow insurers to better manage risk, improve subscriber loyalty and optimize sales opportunities.


PFM AND BLOCKCHAIN

Blockchain

will be useful (safekeeping of insurance his-tory, the issue of policies and their "journey" between those who issue them, buy them and request them).

PFM-services

have been actively cooperating with insurers even before;


CYBERINSURANCE IN A DIGITAL WORLD

The Verizon 2016 Data Breach Investigation Report: companies large and small, across all industries, in all geographies, are at risk of being targeted by a cyber attack; in fact, it is estimated that

62 percent of cyber breach victims are small to mid-sized businesses.

Cyber insurance is a sub-category within the general insurance industry, offering products and services designed to protect businesses from internet-based risks.

In just a couple of years, the U.S. cyber insurance market has

grown from about 10 insurers to 50 that provide stand-alone cyber insurance policies. In 2015, these providers generated $2.75 billion in premium revenues in the U.S. According to a recent study by PwC,

this number is set to triple to $7.5 billion by 2020.


PORN REVENGE AND CYBERBULLING SECURITY

A U.S.-based insurance company announced a new policy that specifically covers the damage of online abuse.

Chubb Insurance told that its personal cyberbullying insurance would cover coun-seling fees, lost income from taking off of work, and the cost of hiring an online reputation management firm to help remove smears online.Though the policy is aimed at parents whose children may become victims of cy-berbullying, it will also cover adults who are targets of online harassment, which it defines as "three or more acts by the same person or group to harass, threaten or intimidate a customer." Once considered harmless trolling, online harassment is increasingly recognized for its serious offline consequences.


FROM CAR TO DRONE INSURANCE

AIG is rolling out a new set of policies aimed at the growing drone industry. The policy offerings are designed for a newfangled purpose: protecting the oper-ators of unmanned aircraft from liability in case of collision, technical problems, or any other sort of situation that could cause damage either to people or property on the ground. AIG offers optional coverage for "spoofing": when a hacker hijacks your drone remotely.

Commercial use of drone aircraft, which will take place over the next decade, is expected to shake up industries ranging from motion pictures to agriculture to energy.


IoT is improving insurtech and healthtech

Kleiner Perkins Caufield & Byers (KPCB): 2015 was a very important year for wear-ables as the market took several important steps. After the hardware matures, the innovation moves to software and services.

Over the next ten years, we can imagine a world where instead of wearing a smart-band or smartwatch to track activity and heart rate, we could just put on our favor-ite shirt. The buttons on that shirt would capture data from our bodies and source power from the ambient environment. Software and services would tell us when to hydrate, when to get out under the sun, when to take it easy, and when best to sleep. That’s the pervasive computing world of the future.

The Food and Drug Administration (FDA) reported that approximately 500 million smartphone users around the world will be using a mobile medical app this year. This number is expected to grow to 1.7 billion smartphone and tablet users by 2018. Gartner projects there will be 6.4 billion connected things in use worldwide in 2016 (a 30 percent increase from 2015), and that the market will grow to 20.8 billion by 2020.

BAASIS, having a Fidor Tech license for Asia Pacific region, will use FidorOS technology to build a BaaS-platform, which has a proven track record in Europe, UK, US and Middle-East and now is expanding to Asia

BAASIS is lead by team of InspirAsia, a leading fintech-accelerator in Singapore, which redesigned it’s program and strategy to build a bank-as-a-service platform and accelerate fintech startups based on it’s APIs, localize & customize Fidor’s solution to addressneeds and demand of Asian customers.

BAASIS is seed funded by Life.SREDA VC, a leading fintech investor in Asia a globally

BAASIS is a joint venture, launched by Life.SREDA VC and InspirAsia, leading fintech investor and accelerator in Asia respectively, and Fidor, state-of-the-art digital bank and API/bank-as-a-service provider

Meet BAASIS: first pan-Asian API-basedbank-as-a-service platform

New Zealand

Online-

acquiring

Insurtech

Middleware

33 Insurtechs To Knowwww.fintechranking.com/2016/09/27/33-insurtechs-to-know/

www.fintechranking.com

4 vertical

Blockchain

FINTECHWORKSHOP

“Blockchain” – A Three Layer Model

•••••

Blockchain technology continues to redefine not only how the exchange sector operates, but the global financial economy as a whole.

Money at its core is simply a ledger for keeping track of debts and Bitcoin is truly the best iteration of a universal ledger we’ve ever seen.

Bob Greifeld, CEO, Nasdaq John Reed, former Chairman and CEO of Citibank

•

•

•

•

М

2014

Equally, we must not forget firms using distributed ledgers, like Everledger, who are guaranteeing the provenance of rare

items for insurance purposes.

www.everledger.io

5 vertical

PFM, PFP, Financial Literacy

FINTECHWORKSHOP

PFM, PFP, FINANCIAL LITERACY

www.lifesreda.com

6 vertical

Online trading

FINTECHWORKSHOP


www.lifesreda.com

ONLINE TRADING

www.lifesreda.com


www.lifesreda.com

7 vertical

Big Data

FINTECHWORKSHOP

BIGDATA

www.lifesreda.com

BIGDATA

www.lifesreda.com

Ayannah’s Big Data initiative – Project COMPASS – will combine o�ine and online analytics to build an omni-channel predictive and prescriptive analytics network to increase tra�c and conversion for retailers.

Project COMPASS

8 vertical

p2b- p2b- online-lending

FINTECHWORKSHOP

P2P-LENDING

www.lifesreda.com

There are several factors that will determine if therapid growth in peer-to-peer lending will continue:

1. Rise in interest rates,2. Regulation,3. Competition from banks4. Market size.

ONLINE-LENDING

www.lifesreda.com

www.lifesreda.com

P2P-LENDING

www.lifesreda.com

P2B-LENDING

Get the full versionof the “Money of the Future” fintech research at

www.fintech-research.com

mdec fintech developer bootcamp - fintech masterclass day 1

Economy & Finance