CONTACT

MELISSA CRAIG

Lifecycle of
the FinTech Ecosystem

How Does Each Component Create Value

4 Sectors of
the FinTech Ecosystem

How Does Melissa Craig Create Value

About
Melissa Craig

Articles &
Resources

CREATING VALUE IN THE FINTECH ECOSYSTEM

Ecosystems Work Best When all the Components are Strong.

FinTech Ecosystem: Circle of Life

The B2B Fintech Ecosystem – The Ideal Balance

HOW IT WORKS.  EVERYONE IN THE
FINTECH ECOSYSTEM DOES THEIR PART.

WHAT DOES EACH PART OF THE FINTECH ECOSYSTEM DO TO CREATE VALUE?

Companies & Banks

They Buy It. They:

  • Fuel Development with Their Revenue
  • Now Do More with Less Cost
  • Maybe Pay a Dividend with Earnings
  • Invest in Startups
  • Do Pilots with Startups
  • Sponsor Accelerators
  • Provide Industry Know-How

Founders & Operators

They Create It. They:

  • Provide Great Solutions to Users
  • Challenge the Status Quo
  • Expand and Hire People
  • Create Value for Shareholders
  • Improve the Customer's Bottom Line
  • Also Create Benefits for Coffee Shops and Rental Agents

Investors

They Feed It. They:

  • Fund Start-Ups
  • Fund Accelerators
  • Provide Guidance
  • Create Value When Portfolio Companies Grow
  • Create Value for Partners when Fund Grows
  • Reinvest Profits into New Funds and Companies

Accelerators

They Push It. They:

  • Create a Safe Playground
  • Make Introductions
  • Provide Office Space and Working Capital
  • Provide Counseling and Guidance
  • Get Funding from Corporate Venture Groups Who Get the First Look at New Technology
  • Get Funding from Banks Who Host Early Pilots
  • Get Funding from Investors
  • Get Early Equity in Promising Startups

FINTECH IS FINANCIAL TECHNOLOGY. FINTECH
USES SOFTWARE TO PROVIDE FINANCIAL SERVICES.

B2B Fintech is often broken into these FOUR sectors

Under each sector are the areas that Melissa Craig has experience with:

Payments

Transfers

Capital Markets

Trading Ecosystem

Credit & Lending

Financial Services

Banking Systems

Insurance

MELISSA CRAIG: BRINGING ALL THE ELEMENTS TOGETHER SO EVERYONE CAN DO THEIR PART.
WHAT WILL YOUR PART BE?

IF YOU'RE A COMPANY OR BANK, MELISSA...

Identifies financial technology and services that deliver transformational efficiency gains to your organization.  Some examples are:

  • Portfolio management platforms for VC and PE funds (PortCo Financial Data and Fund Performance)
  • Core Banking Solutions
  • B2B E-Payment Platforms
  • Blockchain Solutions for Banks and Corporates
  • Cloud-Based and SaaS Solutions for Exchanges and Broker-Dealers
  • Trading solutions

Each one of these solutions delivers similar or better results for a lower monthly spend.  Your savings fall to the bottom line.

IF YOU'RE A FOUNDER OR OPERATOR, MELISSA...

Helps the entire team be more productive so they can focus on product and market.

  • Take ownership in P&L management, finance and accounting; legal; correspondence; investor reporting. Contributor in operations; HR; management; sales.
  • Do what needs to be done pro-actively.  Sense of urgency to deliver results.
  • Grow top line and increase EBITDA via pricing analysis, sales force effectiveness, M&A, geographic expansion.
  • Operating rhythm and performance metrics
  • Get into turnaround mode when performance stalls

IF YOU'RE An investor, MELISSA...

Adds Value for VCs + PE in Two Key Ways:

  1. Operating Partner – experienced at parachuting in to work with management teams to create and/or preserve value.  Start-ups, early growth, turnarounds and distress.
    • Available to travel weekly
    • Areas of expertise: B2B financial technology and financial services (FinTech); infrastructure (software, hardware, network and data centers); information and communication technology
    • Execute the road map for portfolio company growth; get into turnaround mode when performance stalls
    • BS Accounting and Corporate Finance, Summa Cum Laude; MS Accountancy; Turnaround Management Assn.
  2. Implement industry-leading Portfolio Management Platforms to reduce monitoring expense, gain more insight from current spend, and ensure compliance
    • Liaise with platform vendor, fund management and port co management to deliver transformational efficiency gains

IF YOU'RE An accelerator, MELISSA...

Brings elements of the FinTech Ecosystem together:

  • FinTech startups poised to break
  • Banks, VCs and corporate venture groups support with capital and guidance
  • Industry specialists provide advice and connections
  • Excellent contacts spanning Silicon Valley, London and Northeastern US: Boston, New York City, Washington DC

MORE ABOUT MELISSA CRAIG

I bring major components of the FinTech Ecosystem together.

Companies and banks get financial technology and services that deliver transformational efficiency gains.

Founders and operators can focus on the business because I take responsibility for a lot of corporate functions.

Private capital investors (PE/VC) get an Operating Partner who works well with portfolio companies.  I’m also knowledgeable about industry leading portfolio  management and reporting tools.

For the FinTech Ecosystem, I bring bankers and FinTech startups together in environments conducive to learning and pilots – accelerators; regional gatherings.

I’m a company builder and value creator.  My insights come from overseeing corporate operations as founder, investor and CXO in several technology startups and turnarounds.

BS Accounting and Corporate Finance, and MS in Accountancy; special training in turnaround management.  Relentless about revenue and profit.  Not just a finance and accounting person.  I know what needs to be done and how to do it. Special focus on group dynamics and engagement.

Strong communications skills.  High degree of attention to detail.  High level of personal integrity.

GET IN TOUCH

MELISSA CRAIG

Operating CFO

CONTACT MELISSA CRAIG

Silicon Valley, CA

New York, NY

Washington, DC

London, UK

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mc@melissacraig.net

+1.617.513.8263

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ARTICLES AND RESOURCES

3rd-Party Vendor Services for Banks: Managing Risks in Today’s Regulatory Environment

KPMG, Eugene Kublanov and Greg Matthews, February 2014

Banks are dealing with partners and outsourced service providers more than ever.  KPMG offers tools to help mitigate risks related to 3rd-party vendors.

PE Value-Creation Stories

Privcap with EY, May 2015

10 case studies show PE improves portfolio companies -- a smart thesis, sourcing approach, and/or operational improvement led to success.

Innovations in Capital Markets Technology

Financial Technology Partners LP, May 2015

Focusing on Open Source Communication Networks, Unstructured Data Analytics and Intelligent Search

Cap One’s Warning: ‘Near-Term’ Digital Investment Is ‘a Negative Trade’

Bank Innovation, Philip Ryan, January 2015

In Q4 2014 earnings call, Cap One’s CEO says digital investment’s going up, and the return on that investment is not likely in near-term.

Complexity Measurement: Assess and Quantify the Complexity of Banking Systems

Axxiome Advisory Services, March 2015

Capture banking systems’ Key Complexity Indicators (KCIs).  Helps stakeholders balance major decisions.  Show progress against multi-year transformation goals.

A Framework for Validating an M&A Deal Thesis

Stephen G. Morrissette, December 2014

Neither brilliant financial engineering nor excellent merger integration work can overcome a flawed deal. Research on what to look for before you leap.

Positioning to Win: 2015 Global Private Equity Survey

EY with Private Equity International, September 2015

Explores the rapidly evolving link between PE firms and investors, both poised to capitalize on an opportunistic environment.

The Fintech 2.0 Paper: Rebooting

Financial Services

Santander InnoVentures, with Partners Oliver Wyman and Anthemis Group, June 2015

Banks and fintechs can succeed only as a collaborative endeavor, working together as partners. Wisdom, expertise, trust and a banking license also required.

Fluid Coupling--When exactly did enterprises become late adopters of technology?

Horace Dediu, August 2015

The problem isn’t stupid enterprise buyers. Paradoxically it’s that enterprise technology must be sufficiently slow and expensive to be adopted.

A New Digital IT Blueprint for the Everyday Bank

Accenture Banking Services, Max Colangelo et alt, Fall 2014

Accenture offers a new blueprint for the IT environment that maximizes the speed vs efficiency trade-off.

Professionalizing Change in Banking

Accenture, September 2015

Unprecedented scale of change in banking demands a professional change capability and bank-wide agility.

Raising Your Digital Quotient

McKinsey & Company, Tanguy Catlin, June 2015

High-performing digital companies have risk-taking culture, put best people on it + move quickly to implement initiatives. Leaders are involved in digital.

From Spaghetti to Lasagna: The Future of Banking is Now

BIAN, Hans Tesselaar, Banking Industry Architecture Network, October 2014

Banks’ IT horizon is spaghetti.  A gradual migration using standard SOA (Service Oriented Architecture) is the best recipe for lasagna.

Survey of API Initiatives at Banks

Open Bank Project + Bank Innovation, May 2015

What prevents banks from launching initiatives to open their APIs [ application programming interfaces.

Innovation in Financial Services: The Elastic Innovation Index Report

Haydn Shaughnessy, January 2015

Some banks are adapting to industry changes.  This meta-study examines the relationship between innovation and certain success factors.

The Limits of Disruption in Banking

Robert Barba, September 2015

Many disruptive startups need banks to thrive. Their futures are intertwined with banks’ legacy systems. This can make it hard to scale.

How Innovation Benefits the Financial System

Thomas J. Curry, Comptroller of the Currency,  August 2015

OCC’s initiative will address the view that it’s too hard for new ideas to get through the regulatory approval process.

Transitioning to Standard Software: Lessons from ERP Pioneers

McKinsey & Company, May 2015

Banks and ins cos are at an inflection point with aging proprietary IT systems. Standard s/w may bring savings in time and costs, and create new digital services.

Survey: How IT leaders can stop spending too much on ‘Running the Bank’ and start spending more on ‘Changing the Bank’?

Finextra + CSC, Banking & Capital Markets, Mike Steinharter, March 2015

The next logical step is greater use of partner ecosystems and industry utilities. A wide range of service offerings will gain traction.

© 2015, Melissa Craig.

The Impact of the IoT on Financial Services

Capgemeni, September 2013

The Internet of Things will provide unique challenges and opportunities to financial services institutions.

Operational Expertise Makes the Difference

Danielle Fugazy, August 2015

Deals today have high valuations + leverage. Outsized returns will be hard for PE/VC firms.  Operating partners help port co grow in tough environments.

Blockchain: Implications for Trade Finance

TradeFinance. Training, October 2015

By embedding sensory and wireless technology, IoT makes possible digital transfer of ownership of physical property. Also the ‘object' can transmit data on identity and existing conditions.

Private Equity's Value Creation Secrets

Herb Engert, EY , June 2014

What would a PE fund do if the largest stakeholder demanded operational changes because its back-office strategy lagged behind that of its peers?

The PE Data Tsunami

Privcap with iLevel, December 2014

Key Findings:  PE firms building infrastructure to handle investors’ requests for tsunami of data.

Collaboration Between Banks and FinTechs for an Improved Financial Future

Hans Tesselaar, Executive Director BIAN, October 2015

Banks should work with technology giants on an industry-wide standardized model for core banking architecture, such as BIAN has developed.

Survey: The Disruption of Banking

The Economist Intelligence Unit, October 2015

Survey of banks and fintech execs on respective strengths and weaknesses, and likely landscape in 5 years.

Career Bankers are the Industry’s Biggest Threat

David Brear, Digital Transformation Consultant, Think Different Group, July 2015

“What is the biggest impediment holding the banking industry back?”  The answer may be the people within the organization.  Research shows banking workforce falls into 8 distinct categories.

Coming In From The Cold

Heather McKenzie, Banking Technology, October 2015

Relationship between fintech and FIs is a “give and take, learning relationship.” Collaboration offers FIs opportunity to provide modern services clients.

Bitcoin Blockchain Technology: How Disruption Will Play Out

Laura Shin, Forbes Contributor, September 2015

They’ve seen the movie. Many incumbents getting in today are competing to maintain or grow their share of what could someday be a less lucrative pie.

Survey: Why Banks are Failing the Innovation Test and How to Do Better

Disruption House Research, October 2015

The best banks by innovation capability are as good as strong tech companies. There are just too few of them.

Survey: Corporate Innovation: Nurture and Enable an Entrepreneurial Culture

Accenture Mgmt Consulting, 2013

Failure to support corporate entrepreneurialism can drain a company of its most promising employees. How to change this.

Banking Lacks a Culture of Innovation

Jim Marous, The Financial Brand’s Retail Banking Strategies, October 2015

Reviews the findings of Accenture’s survey on nurturing ideas swiftly.

Survey: Cracking the Digital Code, Global Survey

McKinsey & Co, Summer 2015

“High performers” who succeed at digital take more risks in their digital programs, move faster to implement initiatives, and reallocate resources and their best people to digital work.