Owning a bank is a lofty goal, but it isn’t about control or prestige; it's about accountability.

I spent over two decades solving complex problems across banks and fintechs. I learned first hand how a reliance on a patchwork of outdated technology and workaround solutions prevents proactive risk management and stifles innovation in an industry that *theoretically* earns money by intelligently taking risks.

Why is it that I can track details of my uber ride and my amazon deliveries, but cannot access the basic data I need to do my job?

What started as a vision for modern tech infrastructure evolved into a disciplined plan to rebuild an OCC-supervised bank and use it as a platform for developing the tools the industry lacks. Operating a bank allows us to act as our own client, aligning the incentives to address complex edge cases, system interdependence, regulatory constraints, evolving customer expectations, and fierce competition in an industry with no margin for error.

I respect the role regulators play and recognize how much they are seeking thoughtful innovation, just like the other stakeholders in the industry.

That said, I have been surprised by some of the 2025 policy shifts by the OCC and FDIC. While intended to increase transparency and simplify the regulatory burden, many banks are also overseen by the Federal Reserve through their bank holding company, so in practice they are facing potentially diverging or conflicting expectations at the moment.

This could be especially challenging for new entrants since the bar is set higher for regulatory approvals relative to the ongoing oversight of existing players.

Business and financial plans must be very carefully calibrated for the shifting regulatory landscape while also enticing investors and motivating the teams that will need to execute on that vision.

Deciding not to bid on a potential bank target was one of the hardest calls I’ve made. We had the team, the plan, and regulatory engagement, but the economics and timing were not aligned. Walking away felt like a setback, but it was an opportunity to reset and recommit to what matters. Vision isn’t just about what you pursue, but what you’re willing to pass on in service of something bigger.

The lesson? Audacious goals + high stakes mean the “Move Fast and Break Things” startup model does not apply.

It also clarified the kind of investors and platform we need to partner with, because funding, expertise and flexibility will not be enough to succeed with something this audacious. Building a solid foundation will differentiate our business and enable sustainability.

The key to a successful partnership is to align on principles from the onset, not just outcomes. Focusing on short-term returns or metrics is the approach taken by many results-oriented companies, but that conventional approach hasn’t solved the challenges in the banking industry despite decades of substantial investment.

“If you want to go fast, go alone. If you want to go far, go together.”

It’s becoming cliche because of its universal truth!

I’m building an investor syndicate that is mission-driven and committed for the long-term. More than a source of funding and advisory, these industry veterans fundamentally understand the complexities and are as vested in the solutions as they are on returns. This curated community paired with a clear governance framework creates the foundation for the transparency and agility fundamental for success given the rapidly evolving regulatory and tech landscape.

Being able to have honest conversations about tradeoffs while preserving operating autonomy means time and energy are focused on what drives real value.

The regulation we have today exists for a reason; despite any negative consequences, there’s good intention behind them.

Take the time to understand what the rules attempt to solve for, and treat these risks as a design input rather than applying industry “best-practices” or looking for ways around the constraints.

Creativity thrives when challenged and focused; treating compliance like a back office expense means firms rarely leverage the opportunity to integrate these insights into their core business strategy.