Bankruption

Chapter 4Advice from Others

It's one of those singer‐songwriter kinds of mornings. Stars are twitching; dawn is bitching.

Another light. This, an Oliva Serie O Double Toro, followed by a crash in the sunbeaten Adirondack. Heavy banana leaves dancing with splintered light palm fans. Dog is barking down the hill. First morning home in three weeks. Sleepy family slumbers. Saber‐toothed mosquitos ravage.

Spiritual? Ritual.

Running long on time, and short on fuel. Coldplays. It's not what you wished it was. More spectating than speculating. Comforting.

Always better to be on the outside of a shift. Position yourself there. It's clean and cool. You don't have to explain yourself. You get to ask questions and be an agent of change. Justification is an aside. Counter‐cultured is the norm as tattoos and tongue‐piercing in 1997, distorting the music all the while.

I think back to the first time I met Brett King. He was working on a new thing called MovenBank.

Brett wanted to learn about how our two ideas might work together (Kasasa and MovenBank). It was clear from that conversation that we had dissimilar goals. He, focused on revolution; we, on renaissance.

In one way, he was right—community financial institutions desperately needed to add digital capabilities to their lineup. They lack the omnichannel capabilities of a full‐stack digital bank. And in another way, we were right—community institutions still serve very important needs in their communities, and their branch networks are ...