Author: Drew Edwards

I’ve spent most of my professional life working on ways to move money more efficiently—what I often call “money mobility.” Over the years, I’ve seen a lot of buzzwords and promises come and go, but one trend that’s truly reshaping our industry right now is the shift from embedded payments to embedded banking. If we get this right, we can help businesses turn the cost of payouts into a genuine revenue driver. For years, the conversation in fintech has revolved around “embedded finance,” a concept that basically means integrating financial services—payments, lending, insurance—into non-financial platforms. A classic example is when your favorite ride-hailing app automatically charges your card after the trip, so you never even think about the payment. That’s a powerful experience. But we risk missing a bigger opportunity if we stop at payments alone. If you’re a business and all you do is embed the act of sending money out (or pulling it in) without attaching a genuine account experience, you may discover you’re just shifting a cost center around. I mean, you pay fees on each transaction. And the more you grow, the more you pay. My argument is that, by going a step deeper into embedded banking—creating an actual deposit relationship—companies can recast these payouts and other financial transactions into a revenue stream. My Old-School Example: Car Dealer Financing To illustrate why I see embedded banking as the next logical step in fintech, I often point back to the not-so-distant past. Back in the day—picture bell-bottom jeans and big collars—if you wanted a car loan, you trekked over to your local bank, sat in a stuffy office, and got approved. Then you’d go pick out your dream ride. Pretty soon, dealerships got wise: “Why do send folks to the bank… when we can finance them right here?” Eventually, car dealers began offering financing on the spot. Even though the dealership wasn’t a bank, the financing felt “embedded” in the car-buying experience. That was one of the earliest shifts to “finance at the point of need.” Boom—embedded finance was born, though no one called it that yet. Today, that concept is everywhere. When you step out of a taxi without reaching for your wallet, or when you buy a mattress online and split the cost into installments without leaving the checkout page—that’s embedded finance at work. Here’s the thing: most businesses stopped there, thinking just embedding the payment was the only magic trick. It’s not. The Leap from Embedded Payments to Embedded Banking For a long time, I was primarily focused on money mobility—money in, money out, as seamlessly as possible. That’s still our bread and butter at Ingo, and it includes things like digitizing paper checks in insurance, or enabling instant tips for restaurant workers. These are all forms of embedded payments. They remove friction, speed up access to money, and create a better user experience. But there’s a catch: every time I help a company enable these faster, more frequent payouts, the client still incurs a cost on each transaction. It might be more efficient and even cheaper than older methods, but a cost is a cost. And if you’re moving millions or billions of dollars, it will be significant. Here’s where I am confident that embedded banking changes the game, modernizing businesses even further. Instead of simply processing transactions, you can embed a branded deposit account and a debit card inside the payment flow as seamlessly as we embed payments. Suddenly, you’re not just paying out funds to somebody’s external bank and paying a fee every time a transaction happens. Instead, you’re inviting them to hold those funds with you, and you can give them economic and social incentives to take part. And pretty quickly all your product economics change. Since you’re keeping the funds in the partner’s ecosystem longer, reducing network costs associated with money movement, and creating new revenue flows, it becomes a blank slate on better economics. At the same time, loyalty is the holy grail, and here, we’ve created reasons beyond the non-financial transaction to engage with a consumer.     In other words, you convert payouts from high-cost centers to cheaper business operations… or in some cases the opposite: revenue streams. A Hypothetical Example Let me give a hypothetical scenario I like to call “MealRunner,” which delivers meals using a fleet of drivers: The Old Model: MealRunner pays out $50 million each month to its drivers via checks or standard bank transfers. In the case of the bank transfer, each transaction costs about 25 – 50 cents. That’s $250,000 – 500,000 in annual expenses just to pay people. Definitely cheaper than mailing checks, but still expensive. Embedded Payments: MealRunner adopts instant payouts. Drivers love it—they get money instantly, are more loyal, and choose to drive for them even more. But each disbursement might still cost MealRunner a transaction fee. The company now has a bigger monthly invoice because so many drivers use the instant option. MealRunner may decide to charge their drivers to access funds on demand which might offset costs and create revenue streams. At the end of the day, the money is still leaving MealRunner on each transaction. Embedded Banking: MealRunner takes it a step further by embedding a branded account and debit card into the onboarding and payments experience. Now, instead of drivers immediately transferring their earnings out, MealRunner encourages them to keep their money in a company-backed account and spend directly from it. To make this compelling, MealRunner offers a fully functional mobile banking app where drivers can instantly fund the account from any source, earn loyalty points on purchases, pay bills, send P2P and Me2Me transfers, and more. This creates a valuable new financial relationship with drivers—one that deepens loyalty, reduces transaction costs, unlocks new revenue streams, and generates rich customer insights. With embedded banking, MealRunner has a coveted new financial relationship with their drivers that creates loyalty, reduces costs and creates opportunities for new revenue and customer insights. That shift from cost center to revenue/loyalty engine—and, with improved user retention—explains why so many people are excited about taking the next step to embed banking in their payments flows. Banks Call It “Distributed Banking”—I Call It Common Sense Many of the banks I’ve worked with call this “distributed banking.” They see the writing on the wall: customers are no longer heading to physical branches or even necessarily using the bank’s app for everyday transactions. They’re living inside other platforms—food delivery apps, marketplaces, gig portals. If the bank wants to be where the customers are, it needs to distribute itself into the marketplace through embedded banking solutions. But most banks aren’t equipped to build intuitive user interfaces, integrate with industry-specific platforms like restaurant management systems, or handle the everyday tech that makes a product experience feel seamless to the end user. That’s where the concept du jour of banking-as-a-service (BaaS) came in. Through BaaS, fintechs stand in the gap, building the technology and user experience so the bank’s deposit, lending, and compliance capabilities can be accessed behind the scenes. In my world, that means we still do the money in/money out—and now, we’re layering on a modern ledger and full bank account inside that platform. So, it’s no longer only about the transaction fees. The bank can generate revenue from interest spread, interchange, or other typical “bank” lines. And the platform can share in those economics. It’s a more balanced relationship than simply being a never-ending cost line item. Market Growth and the “Race to Embed Everything” And when it comes to embedded finance, we’re not talking about a small trend. Analysts estimate that the global embedded finance market could surpass $7 trillion by 2030. Meanwhile, embedded payments flows alone might jump from $2.5 trillion in 2021 to over $6.5 trillion by as soon as this year. Practically every conversation I have these days—whether it’s with a gig economy platform or a Fortune 500 insurer—touches on how they can quickly incorporate financial tools into the user journey. And with eye-popping numbers like these, it’s no surprise that 56% of businesses say they already offer or plan to offer embedded finance products soon. How to Dive into Embedding Finance (Without Drowning) There’s also the matter of how we measure success. I like providing people references and frameworks to help them analyze whether an embedded banking offering could help them. They typically look at things like: Friction: How many steps does it take for a user to enroll or complete a transaction? Adoption: Are people using the new payment or banking feature, or do they default back to something else? Cost vs. Benefit: Is the platform saving money, making money, or just shifting costs around? One reason I’m passionate about embedded banking is that it can push all three metrics in the right direction: you reduce friction (everything’s handled in-line in the customer experience), adoption climbs (users often prefer a single ecosystem), and cost flips to revenue (earning interchange or interest share). I always encourage businesses looking at embedded finance or banking to take a phased approach: Focus on a single high impact use case Instead of trying to embed lending, BNPL, crypto, and deposit accounts all at once, pick the specific user flow that’s currently painful or expensive. Start there. Pick the right partners: Embedded finance is a banking activity. And banking activities are highly regulated. In these areas, vendor risk is a real concern for operators, and recent bankruptcies in the BaaS space have really put banks and their regulators on high alert. Having a partner with a long history of working with banks, a strong fully funded balance sheet, and deep expertise on their bench can save you from a disaster down the road. Own the user experience: People often assume that “embedded” means everything vanishes behind the scenes. You should pay attention to how your users sign up, view their balances, or conduct transactions. It doesn’t have to be 100% invisible, but it must feel seamless. Mind the tech stack: An overly fragmented technology approach—where a half-dozen vendors each handle a piece of the puzzle—can create serious headaches. Every added connection point is another risk and potential point of failure. Keep compliance in the loop: One compliance slip-up can sink your whole initiative. Look for BaaS or fintech partners with genuine enterprise experience, robust risk management, and proven relationships with stable bank partners. You want to make sure the solution meets regulatory standards at both the state and federal levels if you’re operating in the U.S. The Democratizing Effect What excites me most is how embedded banking can expand financial access. Instead of telling workers they need an external bank account (which they might not have), or forcing them to figure out complicated paycard schemes, the platform simply creates an account for them. It’s built into the experience from day one. Underbanked communities especially can benefit. They don’t have to physically visit a branch or endure long sign-up forms. The deposit account is just there, ready to use. In my eyes, that’s a massive step toward broader financial inclusion. And guess what? When someone is happily using the platform’s embedded banking services, they typically become a more loyal user. Wrapping Up: Why I’m All-In I’ve been in this business long enough to have seen “revolutions” that never quite materialized. But embedded banking is different because it solves real problems for all parties: the bank, the business and the end user: The Bank: Grows deposits and transactions outside of their branch footprint and community. The Business: Gains new revenue from interchange (or interest), creating a profit center where there used to be only costs. The User: Receives faster, more convenient payment flows, plus a more integrated financial experience. When you can satisfy all sides—reducing friction and boosting profitability—you’ve got something truly transformative. And that’s why I’m so passionate about helping companies embed not just payments, but full banking relationships right into their platforms. To me, this is how we take money mobility to the next level, making sure we’re not just chasing better technology but also unlocking better economic and social outcomes. Ultimately, my goal is to help businesses stop seeing payouts as a never-ending cost center. Instead, let’s use embedded banking to turn payouts into a revenue stream while improving the user experience. That’s the future of money mobility—and if you’re reading this, I hope you’ll join me in making it happen. This article first appeared in the Financial Columnist

The Amazon Effect: A Supply Chain Revolution I’ve been in financial services since the 80s. And if there’s one thing I’ve learned, it’s that history doesn’t repeat itself. But it sure does rhyme. Right now, I’m watching the Banking-as-a-Service (BaaS) and embedded finance space in fintech undergo its own “supply chain moment.” And it reminds me of a transformation we’ve seen before in e-commerce. Remember when Amazon made that decisive shift from relying on FedEx and UPS to building their own end-to-end logistics network? The conventional wisdom was clear: stick to your core competency and partner with specialists. After all, why would a technology company want to own trucks and warehouses? But Amazon understood something fundamental about serving enterprise customers at scale– when your infrastructure is fragmented across multiple vendors, you can’t guarantee the speed, reliability, or cost structure your customers are demanding. By bringing critical infrastructure in-house, not only did Amazon reduce costs, they revolutionized what was possible. Two-day shipping became two-hour delivery. Seasonal bottlenecks became opportunities for growth. In my opinion, the embedded banking industry is reaching that same inflection point today. How Amazon evolved from relying on others’ infrastructure to building an integrated logistics network that powers modern commerce, fintech platforms must and will evolve from being API aggregators to comprehensive infrastructure providers. And it’s happening right now. Today’s Fintech Stack: A House of Cards For years, the standard playbook for fintech and embedded finance platforms has been to piece together eight, ten, sometimes twelve different vendors just to move money around. One provider for KYC, another for card issuing, another for ACH processing, another for risk management–and each of these relationships adds complexity, cost, and potential points of failure to the stack. It’s like trying to guarantee Prime-level delivery reliability while depending on a different shipping company for each leg of the journey. When everything works perfectly, it’s fine. But in financial services, just like in logistics, perfection is a dangerous assumption. Because here’s the thing about money movement–it’s not just a simple ‘get from point A to point B super-duper fast’. The stakes are simply different. When a package is delayed, you might have an unhappy customer. When the money movement fails, you could be looking at millions in fraud losses or regulatory fines. Or worse. When Platforms Fail, People Suffer That reality is hitting home hard right now with the recent shake ups we’ve seen with players in the fintech space. When these embedded banking and fintech platforms stumble, it cascades through their entire customer base and then beyond. Suddenly you’ve got fintech companies scrambling to find new banking partners, enterprises trying to untangle complex vendor relationships, and regulators taking a much harder look at the whole ecosystem. But there’s more to it than business. Think about what this really means on the ground. When a fintech platform fails, there’s a small business owner who can’t make payroll because their banking provider suddenly shut down. A restaurant worker doesn’t get their tips at the end of a long shift. An insurance customer who lost everything in a hurricane has to wait days and weeks to get their claim money before starting to rebuild their life. Money movement isn’t abstract. It’s deeply personal and urgent. When you’re that small business owner or that restaurant worker, you don’t care about vendor relationships or third-party dependencies. You need your money, and you need it now. That’s why getting this right matters so much. The Great Consolidation is Coming The future of embedded banking belongs to stable companies that own their critical infrastructure while providing the flexibility enterprises need. Amazon’s logistics transformation lets businesses focus on delighting their customers with their products instead of supply chain management. Tomorrow’s finance platforms will let banks and enterprises focus on their customer experience instead of juggling dozens of financial vendors. Your Enterprise Action Plan So what should banks and enterprises be doing right now to prepare for this transformation? Here are three critical considerations I’ve been walking people through when they come to our team for support: First, evaluate your current vendor landscape. How many different providers will you be depending on for critical functions? How much of their stack do they own and control? What happens if any one of them fails? Second, diligence your BaaS partner or fintech platform. How long have they been around?  Have they been through multiple economic cycles? What banks are partnering with them? What does their customer churn look like? Are they fully funded?   Finally, think about your speed to market. How quickly can you launch new financial products? How responsive are your platform partners? Are vendor integrations slowing you down? My 2025 Prediction History doesn’t repeat itself… but it sure does rhyme. My prediction? By 2025, we’ll see a fundamental shift in how fintech platforms like BaaS serve their bank and enterprise needs. The successful platforms won’t be the ones with the most partnerships – they’ll be the ones who understand banking, risk management, and compliance at a fundamental level. And there’s historical context for this I can speak to. For example: Ingo started by running actual bank branches under a joint operating agreement with a $23 billion bank. That was the original BaaS – we owned the operations, they provided the charter, and we followed the rules. What I see happening in a few short years is necessary consolidation. For instance, most current BaaS players are still burning cash, dependent on venture funding, and juggling dozens of critical third-party relationships. That model is risky at enterprise scale. The future of BaaS and embedded finance isn’t about having the most integrations – it’s about having the right infrastructure to make finance and money mobility as fast and as reliable as Amazon makes package delivery when their customers hit ‘buy now’. The Future is Already Here At Ingo, I’m proud to share that we’re already building towards this future. When I was doing due diligence on getting deeper into embedded banking before we bought Deposits, it felt like I was a firefighter running into burning buildings while everyone else was running out. But here’s what I saw through the smoke: an industry where venture-backed platforms were taking on massive risk by relying on dozens of external vendors to handle critical money movement functions. Through strategic moves like our Deposits acquisition and our long-term investment in owning critical money mobility infrastructure, we’ve built what we’re calling the “Modern Money Stack”, combining both banking and payments capabilities in a vertically integrated platform. This isn’t theoretical either–we own and operate the essential components that power almost $20 billion money movement each year. Our check risk management engine processes billions of dollars in real-time decisions for companies like PayPal, Venmo and Regions Bank. Our payment infrastructure handles billions in disbursements for financial institutions like KeyBank, gaming companies like Caesars Sportsbook, and major property and casualty insurers. Additionally, we provide the most complete digital account funding solution, offering a zero-liability fraud guarantee across all three critical form factors: check, card, and ACH. By owning our technology, data and risk mitigation expertise and limited third party dependencies, we’re reducing the vulnerabilities that come with relying on a patchwork of third-party services. When you’re moving money for Fortune 500 companies, you can’t afford to have your ‘warehouse’ catch fire. Or worse, discover your core ‘logistics partner’ just ran out of venture funding. Think about what Amazon did for e-commerce infrastructure. They made it possible for any business to offer world-class delivery without building their own logistics network. That’s the future of Banking-as-a-Service: platforms that let enterprises embed financial services into their products confidently, knowing their infrastructure partner will be there tomorrow. The transformation is already underway. And unlike many players in this space, we’re not burning cash hoping to figure it out along the way. We’re profitable, proven, and building for the long haul. The only question is: are you ready to be part of it?

Financial institutions have long relied on antiquated, legacy core infrastructure, hindering their ability to innovate. Meanwhile, tech companies have struggled with complicated payments orchestration that lacks compliance and leaves them open to fraud. As embedded finance has emerged to address these challenges, one thing is clear: In today’s challenging regulatory environment, it’s critical for businesses to rely on purpose-built solutions that safely power financial innovation.  With Ingo’s acquisition of Deposits Inc., a modern banking software and infrastructure platform, we’ve developed a full-service embedded finance platform with minimal dependency on third-party providers. Our money mobility capabilities, combined with cutting-edge technology, deliver a “modern money stack” backed by Ingo’s deep history and focus on regulatory compliance. With Ingo Payments, our clients can confidently create feature-rich, account-based relationships that align with evolving consumer expectations. Key Features of Our Embedded Finance Platform Instant Money Movement: Leverage industry-leading instant payment capabilities for faster, more efficient transactions. Cloud-Native Banking Infrastructure: Utilize our modern, scalable banking platform to create and manage financial products with ease. Comprehensive Compliance: Benefit from our proven expertise with regulatory compliance, ensuring your operations meet the highest standards of security and legality. Advanced API Integration: Access our full suite of financial services through easy-to-implement APIs, allowing for seamless integration into your existing systems. What This Means for Our Clients Money Mobility + : By combining instant money movement with cloud-based banking and ledgering capabilities, we’re creating a powerhouse of financial technology. Broader Service Offering: Our clients will now have access to a more comprehensive suite of financial products and services, all through a single, integrated platform. Accelerated Innovation: Our no-code and low-code connectivity options lead to faster development and time to value.  Improved User Experience: Expect smoother, more intuitive interfaces and seamless integration of financial services into your existing products. Ingo Payments is at the forefront of the embedded finance revolution. We’re excited to work with you to explore new possibilities. Get Started Today Ready to experience the power of our platform? Contact our sales team to learn how we can transform your financial offerings.

In the breakneck-paced world of financial tech, digital money movement has become fully intertwined with advancements in banking. As digital banking has become the norm, the field has adapted through the inception and implementation of a new concept: Banking-as-a-Service (BaaS). What is BaaS and Why Does it Matter? Simply put, Banking as a Service refers to the provision of banking services, such as payments, deposits, and lending, by third-party companies rather than traditional banks. It enables non-banking entities, such as FinTech companies or other businesses, to offer financial services without having to build and maintain a full-fledged banking infrastructure. However, this evolution in the landscape has created new and emerging challenges. Namely, the need for a more robust, far-reaching, and secure approach to BaaS. This has given rise to BaaS 2.0—a BaaS model centered around enclosed financial ecosystems. BaaS 1.0, witnessed rapid expansion, driven by collaborative efforts between FinTech companies and smaller/neo banks. These partnerships aimed to leverage technology to enable seamless money mobility from companies to client’s bank accounts.  But the success of BaaS 1.0 created risks and regulatory scrutiny. Issues such as compliance, risk management, and fraud have surfaced, prompting a reassessment of the model’s sustainability, and particularly its scalability and security, as well as the opportunity for a more localized, self-contained banking mindset which keeps money moving within a business, instead of moving it back and forth from clients to businesses and beyond. Why BaaS 2.0 This is where BaaS 2.0 comes in. BaaS 2.0 marks a pivotal shift from the API-centric approach of its predecessor towards sender-centric banking ecosystems. This evolution aims to embed digital banking capabilities directly into a business’s internal payout workflows, while also mitigating risks associated with the myriad of third-party dependencies and creation of a maze-like tech stack just to enable money movement. The core of BaaS 2.0 lies in how banking services are being redefined for consumers and businesses alike. With instant payments becoming ubiquitous, the focus is shifting towards capitalizing on revenue opportunities while ensuring safety and accessibility. One strategy involves embedding instant account issuance within payout experiences, thereby offering banking services with minimal barriers to entry. Our company, for example, exemplifies this approach by leveraging proven, proprietary technology to create enclosed mini-ecosystems. BaaS 2.0: Mitigating Risks By siloing accounts and owning both the tech stack and risk management together, a BaaS 2.0-based strategy minimizes exposure to external risks while delivering a seamless banking experience for clients. An emphasis on enclosed ecosystems sets companies with this existing infrastructure farther along on the BaaS 2.0 path than many more traditional approaches to banking ecosystems. In general, BaaS 2.0 presents opportunities for businesses to rethink their banking strategies. Rather than solely focusing on cost reduction, companies are now exploring ways to foster recurring relationships within their ecosystems. By providing a complete digital banking experience under a fully functional, internalized framework, a BaaS 2.0 model enables corporate partners to drive adoption while retaining control and scalability. Demand will Increase. Will Your Business Be Ready? As the demand for embedded banking capabilities continues to grow, the transition to enclosed, user-centric, scalable solutions is imperative. Ingo is poised to address these needs for companies looking to get started while also offering a migration path to full API ownership for those seeking greater control over their financial operations and a more streamlined experience. Banking as a Service 2.0 represents more than a single step forward. It’s a paradigm shift towards fully or partially enclosed financial ecosystems. By prioritizing safety, accessibility, and scalability, this model paves the way for a new era of banking innovation, where partnerships thrive, and customer-centricity takes center stage.

Traditional financial services landscapes have long been dominated by established players relying on external financial ecosystems and marketplaces. However, the tide is turning, and a new vision is unfolding. Picture a future where businesses can leverage incentives and cutting-edge technologies to create their own individualized financial ecosystems, interconnected across various use cases and verticals.  In light of this, businesses are beginning to ask themselves a crucial question: “How do we turn all these individual money flows into a business model for us?” And the answer seems to lie in this vision of self-contained “mini ecosystems”.   Defining Mini-Ecosystems:  A “mini-ecosystem” refers to a singular financial system established by an individual company, where they create internal, interconnected financial environments with specific boundaries to optimize money flows.   The creation of such ecosystems involves leveraging advanced technologies, including cloud infrastructure and faster payment rails, to generate “off-network opportunities” that retain money within these environments. The benefit? Attractive revenue opportunities and increased customer loyalty through cost savings and seamless financial interactions.   Many companies are already sitting on a ton of customers using their product and navigating their platform. Which means there’s already the beginnings of an ecosystem there that they can build on.   A First-hand Look into the Financial Future  Consider a real-life example on a college campus. The halls of higher education have become hubs of seamless money movement. At my daughter’s university, everything from book shopping to managing meal plans is seamlessly interconnected within a contained, university-led financial environment.   This mini-ecosystem approach keeps all the money we put into the system right where we left it and offers attractive revenue and brand loyalty opportunities for individual businesses. But it also represents a paradigm shift in how we perceive and engage with financial systems.  Of course, this doesn’t signal an outright displacement of payment giants like Visa and Mastercard. Instead, the birth of these mini-ecosystems complement and augment existing financial infrastructure. They are not about replacing the traditional rails but rather about enhancing and expanding the partnership possibilities for businesses to empower them to grow internally and passing tangible benefits onto the consumer.  Ingo Payments: A Mini-Ecosystem Facilitator  But how can a big business, at universities and beyond, seamlessly make mini-ecosystems a reality? More easily with technologies and expertise by third party digital disbursement facilitators such as Ingo Payments. Ingo Payments already serves clients with millions of consumers interacting within contained environments. And with new technological advancements, including the cloud, embedded banking, and faster payment rails, our abilities to streamline these ecosystems will only grow.   As this shift unfolds, Ingo Payments is experiencing increased opportunities with treasurers, payments leaders, and business executives exploring new ways to transform diverse money flows into bespoke business models.   As we move forward, the integration of third parties will become more and more instrumental in connecting these mini-ecosystems. The era of super apps and interconnected financial activities is here, and businesses need to bring in external expertise to keep customers engaged and enhance user experiences. There’s a strong desire among U.S. consumers for mobile apps that combine various activities, emphasizing the demand for integrated and seamless financial solutions.  The Bottom Line: The Instant Payments Revolution is Already Here   The advent of the FedNow® Service further highlights the increasing relevance of instant payments across diverse use cases. Gaming, trucking, and other verticals present immense potential for mini-ecosystems to revolutionize the way money moves, offering instant disbursement options that align with consumer preferences and often create new business models for these ecosystems. Joint research conducted by PYMNTS Intelligence and Ingo Payments, focusing on gaming, reveals that instant disbursement is a preferred choice for 79% of gamers when offered the option.   The long-term potential of these mini-ecosystems has me fully convinced. I’m a 100% believer in the power of these ecosystems and their ability to help the ongoing revolution in how money moves. And I’m looking forward to a future where seamless financial experiences are not just a possibility, but a reality we are actively shaping. 

For over 22 years, Ingo Money Inc. has made money accessible, instant, digital, and secure for businesses and their customers.  We are proud of our long history and the experiences our teams have brought to the marketplace through true partnerships that have stood the test of time. There are new entrants to this space all the time, but it’s impossible to get 22 years of experience in a day less than 22 years. We have successfully served our clients through multiple economic cycles with a turnover rate of near zero.   As the concept of Money Mobility has evolved in the marketplace, our product lines have expanded, creating the need for the introduction of a new brand—one more targeted at banks and corporations seeking to capitalize on the tremendous opportunities brought about by modern digital money movement.  Today, I am delighted to introduce Ingo Payments. Our new brand builds upon the strong foundation of our Ingo Money brand and aims to better differentiate our offerings to businesses seeking diverse payment services.  Why Ingo Payments? We take immense pride in our rich history of providing check risk management, enterprise, and mobile check cashing services to our clients. Over the years, under the Ingo Money brand, we have successfully delivered these solutions to a wide range of banks and fintechs, solidifying our standing within the industry. This part of our business continues to enjoy double-digit growth rates as more consumers migrate their transactions to mobile first.  With the introduction of the new Ingo Payments brand, our goal is to further strengthen our ability to address the needs of a rapidly evolving digital market. Operating these two unique brands in harmony will enable us to communicate and distinguish our specialized services more effectively.   Two Brand Identities The Ingo Payments brand will house our embedded payment solutions—including digital disbursements, instant account funding, payment acceptance and upcoming banking-as-a-service offerings. You can explore these offerings here, on our new Ingo Payments website.  The Ingo Money brand will continue to reflect our check solutions, including our check risk management APIs, mobile check cashing SDK and the Ingo Money App.  Our Pledge to You  Whether you are a prospective or current partner or client of Ingo Money, Ingo Payments, or both, our team remains committed to providing you with the most innovative payment solutions coupled with our unparalleled service and support. Here’s to a future filled with new payments possibilities!