Building an Open Architecture World

Eduard Fabian, UOB – Managing Director, Group Technology Head

"If you look at the new business models that UOB is 
working on - in every one of them we have some form of 
partnership and these partnerships, from a technical 
and architectural point of view, are enabled by APIs. 

Responsible for driving the formulation and implementation of the overall technology strategy and IT architecture design for UOB’s Wholesale and Retail Banking businesses, Eduard helps to create new business models and improve customer experience by collaborating with ecosystem partners through the deployment of banking APIs. A proponent of open architecture, he shares with us more on how APIs are going to shape the future of financial technology.

What is API?

API stands for application programming interface. It is how systems talk to each other. It is a technical term that has been around for many years. Now we have systems from FinTech, systems from banks and systems from governments all talking to each other seamlessly, and it is all done via APIs.

Why is it important for FinTech?

The real story for FinTech is the collaboration between start-ups and traditional financial service providers such as banks and insurance companies. Through collaboration, our clients get to benefit from better customer experiences that are enabled by an open architecture underlined by APIs.

What is the role of regulators in this space?

In Singapore, the regulators have been very supportive in terms of encouraging the partnership between FinTechs and banks. It has been a collaborative effort in terms of coming up with the right architecture and the right set of APIs. For me, it is a great story where the regulator brings the various ecosystem players together: the FinTech companies, the banks and even the government.

How crucial is this openness to innovation?

You are not going to get the same level of innovation when you do everything by yourself, as you get when you collaborate. If you look at the App store, Apple could have never written one billion apps, but by opening the platform to all developers, they can offer one billon solutions. It is very similar for banking as well. Banks have their core banking solutions and innovate continuously on their products and services, but with an open architecture and collaboration with FinTech companies and the government, they will be able to offer richer user experiences that will benefit their customers.

For consumers – how do they remain secure?

Every consumer wants data to be protected and banks have a fundamental duty to protect and manage the risk around collecting, storing and using data. That is why we are putting the right governance and security framework in place. For example, a “know your partner” framework, where partners will go through thorough vetting before we open APIs to them.

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FinTech in the Region

Lawrence Loh, UOB – Managing Director & Group Head of Digital Banking

"The region has huge unmet needs in financial services 
and this presents substantial opportunities for FinTech 
solutions to be used. 

As Group Head of Business Banking, he is responsible for the small business customers that bank with UOB in Singapore and the region. With his wide insights into the modus operandi of small businesses, Lawrence is familiar with what makes them tick. He shares why ASEAN is well positioned to benefit from the FinTech revolution and how UOB, as Small and Medium Enterprise Bank of the Year for 2016 & 2017 consecutively, is well positioned to support the SMEs, which are the backbone of economies in Asia.

What about this region enables it to be conducive to FinTech?

ASEAN societies have always been strongly entrepreneurial. Now private and public together more than ever to foster innovation, and to create conducive business environments to attract talent. Most of all, the region has huge unmet needs in financial services, and this presents substantial opportunities for FinTech solutions to be used.

What more can be done?

In a recent survey conducted by UOB, business customers are more likely to rely on their trusted primary banker to recommend related services such as accounting, payroll and e-invoicing to improve business productivity. This is an area where I see collaboration working well – where FinTech companies such as Xero can partner with us to reach more SMEs, and we provide added value by offering such solutions through a single, integrated platform. To further support the whole SME ecosystem, UOB recently signed a regional partnership with SAP to provide these services overseas.

With the lines between banks and other ecosystem partners blurring, governments in the region, while engaging SMEs, work alongside Financial Institutions and FinTech companies to understand the rapidly evolving business landscape, and together seek a direction that best suits the country, and help them to stay ahead. The creation of workgroups and sandboxes we see in recent times will facilitate this cross-sector and multi-party collaboration.

When will these changes happen?

It is already happening. The last two years have seen the regulators in ASEAN countries looking to leverage FinTech to improve the lives of their citizens – from financial inclusion to improving efficiency through digitisation. Regional countries each have their own sandboxes, focus areas, and FinTech associations that actively engage their local ecosystem.

Indonesia is offering government scholarships to their local start-ups to foster and incubate more ideas to fruition. The updated regulation by Otoritas Jasa Keuangan (OJK) on Peer-to-Peer financing is meant to protect consumers and enable FinTech companies to exist in the P2P space as well.

In May, the Securities Commission Malaysia introduced the Digital Investment Management framework, setting out licensing and conduct requirements for the offering of automated discretionary portfolio management services to investors. Better known as Robo-Advisory, this framework will enable access to a suite of digital wealth management products. Malaysian Digital Economy Corporation (MDEC), the lead agency in driving the digital economy in Malaysia, has identified FinTech as one of its core focus areas.

What does it take to be a unicorn?

It is definitely not easy – of the tens of thousands of FinTech companies formed in the last 10 years, there are less than 10 unicorns from China and even fewer from ASEAN.

How have they succeeded where others have failed?

To me, you must first have a strong and defensible business proposition that addresses the key pain points of your target market (which must be large for starters). Then you need to have a clear strategy on how to deliver this quickly and consistently, and a strong team to make sure this happens.

When you do these well, your business will grow. And VCs will want to fund    and help scale your business. Whether your business becomes a unicorn or not should be secondary. In my opinion, this should just be a natural progression, a by-product of all the right decisions and actions taken.


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Going Cashless

Dennis Khoo, UOB – Managing Director & Regional Head of Digital Banking

"Singapore has a highly developed financial system, 
underpinned by advance technology and is already moving 
rapidly towards a cashless nation but along a different 
path from China’s"

Dennis is responsible for the strategy, growth and delivery of UOB’s retail digital banking business, including customer experience and cashless payments. He unpacks the hype around going cashless and shares lessons from China’s success.

How far away are we from cashless kopitiams?

The precise timeframe is unclear. It has a lot to do with the actual context and situation where the cash is used. Using cashless payment to pay for your meal at a hawker centre is a challenge because the hawker is paying his suppliers using cash – so we need to solve this issue first. Good news is we are working on it. If you take another scenario, for example, management of condominium properties where conservancy fees are collected in cheques – here cashless is easier to adopt and offers an immediate benefit. For example, HiLife offers a solution for this already.

In terms of infrastructure, what more is needed for the region to go cashless?

Going cashless is ecosystem based, and across ASEAN. Currently, the infrastructure is not standardised so it is very hard to introduce something that doesn’t integrate into the entire fabric of how commerce happens across the community. This is why you can see different developments in different countries. You’ve got Singapore that has a high penetration of Near Field Communication (NFC) terminals, but if you go to Vietnam you are unlikely to find any NFC terminals. The reality is more to do with specific use cases and how you’re going to resolve the friction around each cashless use case on a granular level, taking each country’s cashless ecosystem one at a time. There are countries in the region that don’t have the terminal infrastructure and banking penetration rates are much lower: where mobile–based solutions will be used as a leapfrog strategy.

What can we learn from China?

China went down the path of using QR codes to push payments between buyers and sellers – this worked well given the size and scale of China and that there is no physical infrastructure involved. China also didn’t have the market proliferation of cards, contactless and online banking systems that we see in Singapore enabling Alipay and WeChat to sweep through many parts of the ecosystem in one go. This is not going to happen in Singapore. On the surface you may not see people using their phones to make payments on the street like they do in China but if you look deeper, Singapore has a highly developed financial system, underpinned by advanced technology and is already moving rapidly towards a cashless nation – but along a different path from China’s.

Why is there so much buzz around cashless payments? Is it all just hype?

There’s a large volume of data suggesting that even taking early steps towards cashless can add 0.5% to 1% of GDP to an economy. Why? There are a lot of steps and time needed to process cash-based transactions – you must count, account for, deposit and withdraw cash – all these take time and resources, not to mention the costs of printing and moving money from point A to B. Here there are real efficiencies in cashless. Of course, that doesn’t mean every cashless initiative is needed or is going to succeed – in each case you need to look at the efficiencies and the value-add of new technology.

What is the role of FinTech companies in helping to move towards the cashless revolution?

The real advantage of FinTech start-ups is their ability to specialise and to explore technologies on a granular level. A lot of FinTech and cashless advances are going to be made incrementally from a very small scale. That’s where I see the greatest value and opportunity today – not so much the everyday activities such as E-wallets and cash transfers but in specialised solutions. For example, I’ve been mentoring Paykey – a portfolio company of The FinLab that integrates a key on your mobile keyboard that allows you to make transactions with one touch. As it is integrated with the keyboard it doesn’t matter what platform you are using – Whatsapp, Facebook, WeChat – the innovation is at a deeper level. This isn’t a space many others have looked at and this is the value of FinTech start-ups.

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Corporate-startup programmes should focus on the startups, not the corporates

THIS week, ST Engineering launched Innosparks – an incubator for healthcare, workplace safety and security startups – in an event officiated by Minister for Trade and Industry (Industry) S Iswaran. The Singapore-listed engineering group said that it would commit up to S$500,000 to each startup to get their idea to market within 18 months.

With Innosparks, ST Engineering joins a growing crowd of large corporates that have in recent years launched corporate accelerators and incubators, or carved out corporate venture capital funds, to nurture startups that can boost in-house innovation or even disrupt their industry.

As further proof of the corporate-startup trend, Shell last week unveiled its Singapore-based corporate accelerator, Shell #IdeaRefinery, while GIC partnered global entrepreneurship network, Startup Weekend, to hold one of South-east Asia’s largest hackathons in Singapore.

Once again, the spotlight is on corporate startup programmes. On at least two occasions in the last two years, this column has pointed to a “wayang on disruption” – suggesting that some of these corporates roll out such initiatives mainly for PR (public relations) purposes or to generate shareholder interest.

Valid criticism
The criticism is increasingly valid today. More recently, more corporate accelerators seemed to be launched than actual startups – and while the roll-outs of corporate accelerators have lifted the profiles of these corporates (some are now praised as industry disruptors themselves), they haven’t done the same for the startups that are part of the accelerators.

The startups have remained relatively unknown and unrecognised. It’s a different story for the corporates – they have gained publicity from these corporate-startup programmes (the launches of which often come across as promotional events that usually involve a minister), and also credibility from seemingly having grasped the need for innovation and responding to it.

If anything, the startups seem to be cogs in these corporates’ wheels. While they do get their few minutes of fame at Demo Day – during which they get to pitch their product to a typically-closed-door audience of investors and corporate executives – little is usually heard about their follow-on developments, such as funding or user base milestones.

Without knowing what happens next for the startups and the corporates alike, many observers have come to question the value of corporate accelerators, and more broadly, corporate-startup programmes.

A simple way to resolve this is to give more attention to the startups. And the onus is on the corporates to actively and genuinely promote their portfolio startups – with information that could range from what they do and their accomplishments to their relevance to the business and how the corporate has supported them in their startup journeys.

Startup updates
For instance, UOB announced in a recent update that Turnkey Lender (a startup from cycle one of its corporate accelerator programme, The FinLab) has expanded into Indonesia while participating in the programme. The cloud-based loan management startup has also snagged US$2 million in funding from Temasek’s Vertex Ventures to expand across South-east Asia.

In the same update, UOB said that The FinLab has enabled portfolio startup PayKey to partner the bank to create UOB MyKey, a solution that allows consumers to pay and to be paid securely through social messaging apps. This is the Israel-based fintech startup’s first business deal in South-east Asia, said UOB.

Such updates are constructive and meaningful, as they showcase the progress made by the startups that are part of the corporate-startup programme, and the synergies between the startups and the corporate. They also demonstrate the importance placed by the corporate on such programmes, and therefore help to attract committed, innovative startups.

When it comes to corporate-startup programmes, it pays to focus on the startups more than the corporates’ own PR campaigns.

Original Article from THE BUSINESS TIMES,
THU, OCT 05, 2017
By Jacquelyn Cheok


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Corporate Innovation

The Finlab’s successes and challenges: key learnings from the oldest of Singapore’s Fintech corporate accelerators

Almost every bank in Singapore has its own acceleration programme today. UOB (United Overseas Bank) was the first bank to launch a full-fledged accelerator programme in November 2015: The FinLab. To know more about the objective, challenges and results of the program, we’ve interviewed Felix Tan, Managing Director of The FinLab. He also shares his views on what makes Singapore stand out as a place for Fintech innovation.

The FinLab’s Objective: Catalysing Proof of Concepts

Startups often fail due to a lack of business or inaccurate product-market fit. Hence, The FinLab’s main objective is to help selected startups from around the world get business and conclude Proof of Concepts (PoCs). PoCs are key as they validate the startup’s ideas and test the applicability of their solution for corporate clients. The FinLab sees itself as a facilitator in the space, helping its startups through the accelerator’s two shareholders UOB and SGInnovate as well as via their own networks to provide opportunities which expose startups to business leaders. According to Felix Tan, “the more such interactions take place, the greater the possibility of having PoCs / contracts concluded”. Through success in Singapore, startups are better placed to then springboard into the larger regional markets like Indonesia,Philippines, Vietnam, Thailand and Malaysia.

Helping Startups Improve: Selecting & Growing Startup Potential

To select startups for their programme, The FinLab requires that all applications must come complete with slide-decks and a filled-in questionnaire addressing key questions such as the startup’s value proposition, addressable market size and the expertise of the team. Shortlisted candidates are then interviewed via face-to-face or Skype meetings. Once satisfied, The FinLab’s mentors score the shortlisted startups, and the top 30 are then invited to come for Selection Days in Singapore – an intensive 3-day session culminating in a 20-minute presentation-cum-question-and-answer session with The FinLab Selection Committee. The ones that impressed the Selection Committee the most are then offered a place in the programme, with typically 8 to 10 companies per run. During the three month programme, companies are mentored by domain experts in technology, venture capital, soft skills like sales and presentation, as well as senior bankers from UOB. “Thankfully, the teams that have participated in both our programmes so far have been very receptive to the feedback they received. Where necessary, they have pivoted or strengthened their offerings, including how they communicate their value propositions more impactfully,” explains Felix Tan.

Challenges Faced: Managing Risk and Alignment of Objectives

“(However) the bigger challenges (for The FinLab) lie in how the objectives of both the Financial Institutions and that of the fintech businesses can be better aligned since they may be at odds. For example, in terms of support, should financial institutions stick to the “safe, tested and true” by giving contracts to the major tech companies, or work with startups with really innovative solutions and risk blow-ups that can affect their reputation?”

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Success Stories : Blockchain Diplomas and Messaging App Fund Transfers

Felix Tan also highlighted two success stories from their efforts at The FinLab. “We (have) helped Attores – through our involvement in the PolyFintech 100 programme, a programme geared at nurturing a pool of skilled manpower to develop Singapore as a Smart Financial Centre, secure a PoC with Ngee Ann Polytechnic”. Ngee Ann Polytechnic, one of Singapore’s tertiary polytechnic schools, is now piloting a programme to issue diplomas via the blockchain. Their PoC with Singaporean digital certificate startup Attores uses a private Ethereum Blockchain software to support the certifications in order to protect student data and speed up the process of employers verifying the degrees of potential hires. “Another example is PayKey which partnered with UOB to enable funds transfer via social messaging apps; the first in Southeast Asia.” In July, the bank introduced UOB MyKey, a mobile keyboard for Android smartphones, for customers to pay – and be paid – on social messaging apps. The system is also compatible with popular peer to peer e-commerce apps like Carousell, making it a lot easier for Singaporeans to pay for items on these marketplaces.


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