Ep21: Leaders in Lending w/ Tyler Craft - SVP, Head of VirtualBank & Fintech at First Horizon Bank
In a digital world, legacy core banking systems just aren't allowing banks to meet the demands of the modern customer. With theΒ ...
Head of Investor Relations, First Horizon
Search every verified Tyler Craft interview, podcast appearance, and on-the-record quote β each transcript cross-checked by AI and human review to confirm speaker identity. In a September 2021 podcast appearance, Tyler Craft, then SVP and Head of VirtualBank & Fintech at First Horizon Bank, discussed the bank's digital strategy. He described VirtualBank as a separate, digital-only brand that has existed for over two decades and is designed to serve as an online liquidity tool, develop future infrastructure for the bank, and create a digital-only vertical for customers. Craft stated that the bank structured VirtualBank under an oversight board including the CEO, CFO, and Chief Digital Officer to ensure alignment. He noted that the bank went from its first meeting with fintech partner Finzac to going live in 370 days, and from contract signatures to go-live in 227 days. Craft outlined the bank's fintech strategy as including venture investments, partnerships to solve problems, and banking-as-a-service offerings. He said the bank shares learnings from VirtualBank with the broader organization to inform strategy. Craft predicted that consumer lending would become more point-of-sale oriented, with processes shortened so that, for example, people might buy a house by scanning a QR code. He also stated that customers sometimes want "a little friction" in processes to help them make better decisions, rather than friction from approval processes. Craft said the best advice he received was to listen to customers and apply those lessons rather than imposing what the bank thinks customers should want.
“We went 370 days from the first meeting with Finzac to go live, 227 days from contract signatures to go live. We obviously put a really good team together, people were really focused on it, and we were able to move fast and efficiently while staying focused on our true objectives.”
“We knew we had a narrow scope product offering consumer money market and CD products. We focused on that to clarify things and avoid over-engineering, because we expect to learn a lot and improve over time.”
“We structured VirtualBank under an oversight board including our CEO, CFO, Chief Digital Officer, and other leaders to ensure alignment and transparency, which helped us get critical questions out early and keep pushing forward.”
“We kept VirtualBank as a separate brand and digital-only because it allows us to control variables and clearly understand what we're learning without confusion from legacy systems or branch interactions.”
In a digital world, legacy core banking systems just aren't allowing banks to meet the demands of the modern customer. With theΒ ...
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