The Case for a Free World: Central Banks vs Cryptocurrencies


Most anyone with some access to media of any description, has now heard of Bitcoin. Many are also excited about the possibilities and opportunity in this now booming market. And then there are those who are involved in this ‘cryptocurrency revolution’ in a more intimate manner; and we often evaluate the blockchain world of tomorrow.

How will blockchain technology be utilized in different market sectors? What are its immediate and long-term potentials? What are the legal and societal impacts? And sometimes; How can I get rich from this? This article is not going to address these somewhat weighty topics.

Instead, this post will shed light on a dark situation, that affects every single one of us, yet very few address: The Federal Reserve’s ownership of this country (and others), and how cryptocurrencies can set us free.

In this post I will argue that a move away from debt-based fiat currency, to a decentralized community owned peer to peer smart contract currency, will unhinge the central banking system that we are all forced to endure.

What is this Federal Reserve and what is this central banking system you may ask; and why do we have to endure it? It may alarm most to hear of this public record fact: the largest banks in the world – including The Federal Reserve, The Bank of England, European Central Bank, up to the International Bank of Settlements (the pinnacle of the system) – are all privately owned. That’s right. Our country’s banks are owned by private citizens.

Our banks are not owned by governments or the populace, nor controlled by the people or governments. This is not speculation, nor theory, it is what it is. The sovereign right of the peoples of nations to mint and control their accepted currency, has been taken away by a few families. Who now own the very right to this fiction of money – that we must work, profit, borrow, spend, cheat, lie, fight over, etc. Yet these families can make it up, literally, from thin air with but a few keyboard strokes.

Want a trillion dollars United States? Sure: at interest, at debt. If you need some more monies tapped into an account to pay back these awesome monies we just invented for you, do come back and we will make you some more. Again, at debt. So where do these monies to pay back this initial interest and debt come from? From the same entity. When all money comes from the same entity, and at interest, there is no way to ever pay it back; the only option is to accumulate debt. Thus, bankruptcy and never-ending debt is built into the system: $21 Trillion of debt and growing, that is.

How did this happen? Shouldn’t the peoples of all nations have the right to mint their own ‘coin of the realm’ and not have a few families punch numbers into a computer at interest? Quite simply, it came about via a multi-generational effort of bribes, corruption, funding both sides in wars, and instilling this central banking system by default upon humanity.

Here is an example: War Machine to the somewhat mildly discontent populace of Erghmanistan:

“Congratulations! We’re bringing you ‘democracy’ by force – oh wait, we mean the wonders of central banking – hey they’ll lend you enough, newly installed government of Erghmanistan – enough to re-start after we invaded/liberated, until you go broke to the interest on this newly invented ‘money’ we provide- then we own the whole show- and in the meantime some of you can stuff your pockets while your country goes to the banksters.”

People were writing about this 100 years ago and more – about the same family owners of the fiction of money that dominate us now. Why has this continued? Well, the Golden Rule helps (i.e he who has the gold makes the rules), combined with social engineering better discussed by Noam Chomsky than myself. But the truth is out there, always has been; it is not discussed as it should be. And if the media, many outlets owned/partiality owned by these same families, continues to chase Kim Kardashian’s new handbag and LeBron James’s sprained ankle, we are never going to hear this ‘inconvenient truth’.

Solution: cryptocurrencies and decentralized systems

We need to be clear about these inconvenient facts:

Fact 1: Fiat money is only ever created at interest/debt, by the private central banks, and by private credit institutions through the wonder of fractional reserve banking: the so-called culprit in the latest GFC.

Fact 2: Fiat money is only worth anything more than paper or binary 1’s and 0’s because we agree upon it, as a society.

Fact 3: There can never be enough fiat money to pay back this debt, as it is only ever created at interest.

Fact 4: In this equation fiat money equals debt, and debt equals slavery.

So how does decentralized cryptocurrency factor into this equation? It does not. Until the banksters wrestle control of large quantities of cryptocurrency, and manipulate the markets, the most they can do is fear-monger and regulate, using the Golden Rule. They use their puppet governments to ratify legislation designed to curb the public uptake of cryptocurrencies, and utilize the media, which they largely control, to push markets up and down, to create the perceived need of strong regulation on this decentralized agreement.

We are supposedly free individuals who are happy to give their all to succeed; yet are working within a fiscal system not of our devise nor control: a system where a large portion of our earnings goes to pay an ongoing odious debt. So what options do we have as a populace?

Cryptocurrencies are a form of rebellion. It is challenging the power of these families and the very fiction of money that they own. Cryptocurrencies are rebutting the system of centralized control of all trade, and providing a decentralized means of trade, outside these banksters’ control.

Also, I have long been a fan of time-banking: a means by which individuals, even corporations can trade goods and services, without fiat currency. They can bank the time/credits they accumulate and use them to purchase goods and services from any other provider involved in the network. Now, with the advent of cryptocurrency we will see time-banking and crypto evolve into one. We will no longer have the need to borrow money at debt, from these families who can make it up out of thin air.

My family and company (Wide Awake Media) are proud to be at the forefront of this revolution; for with media lies the power to alter the discourse of humanity. Fake News is done. It’s time for Truth Media, and it’s time for rebellion.

The world is waking up in droves, and we aren’t happy being slaves.


  • “Economic Warfare: Secrets of Wealth Creation in the Age of Welfare Politics,” Abdelnour 2012, Wiley & Sons
  • ‘The Money Masters’
  • ‘The Secret of Oz’ -William Still

Healthcare in 2018: A Story of Unmet Needs

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A few months ago, we at the Financial Policy Council published an analysis of the U.S. healthcare industry, where we explained that the private healthcare sector must take the lead in digitizing the industry, and adopt blockchain technology to process and streamline data into solutions.

While opportunities in healthcare are and will be ubiquitous for a long time, these are some of the most pressing issues of today, which entrepreneurs must tackle:

  1. Twenty percent of all diagnosis by primary care physicians are incorrect. In the U.S. alone, more money is wasted on incorrect diagnosis and treatments, than the entire U.S. annual military budget. $700B+ annual costs applied to unnecessary, misguided treatments (compared with $583B US annual military budget). This incomprehensible waste does happen in a vacuum: the number one cause of personal bankruptcies in the US are due to medical costs.
  2. Out of the fortunate 80% of patients with correct diagnosis, 50% do not have a proper evidence-based recommendation for their follow-up care. This means they have no access to quality information to guide their decisions about the next steps in their treatments.They do not have the access (or capabilities) to consult with a database detailing the morbidity, mortality & readmission rates of all U.S. providers, and thus, cannot make an educated decision on the best choice for their personal diagnosis. They know they must see a specialist, but lack to proper tools to know which specialist has the most optimal results, accurate reviews, fastest patient intake, expertise of procedure/contraindications, variations of provider costs, billing accuracy, etc. They must depend on the primary care physician’s recommendations, which unfortunately, are often based on their provider financial incentives.Imagine you had to buy a car; you go to the dealer, and they tell you that you need a truck. The dealer recommends that you go across the street, and buy a Hummer for $50,000. You’re only choice is to buy the $50,000 Hummer from across the street. You cannot check the Bluebook prices for that car, you cannot check the reviews for that dealer, and you cannot find much information about the Hummer. That might be the first time you have ever heard of a Hummer. You just have to buy it, and hope you can afford it. Now imagine that next week, you meet with your friend, who also needed a truck and bought a Hummer just down street, for $20,000. There is no one to give you an explanation why you had to pay an extra $30,000. You’re broke and furious. That’s how the current healthcare system functions, which leads us to problem number three.
  3. There is no cost of service transparency. This is one of the most important facts. For example, no one know whether a CT scan should cost $300 or $3,000. The patient does not know who the best CT scan providers are, what offices offer the best quality, or where to go for best prices. They are scared and vulnerable. All they know is they might have a serious medical condition, and they must get tested as soon as possible; the vast majority of patients surrender to the recommendations of their physicians. In a perfect world, that should be the case. You should trust your physician with your well-being and life. Which leads us to problem number four.
  4.  Medical errors are now the third leading cause of death in the U.S., with heart disease and cancer leading the list. According to a John Hopkins study, each year 250,000 people die due to medical errors – 700 people per day. As if this wasn’t enough to deal with, each one of these tragic deaths cause costly externalities: victimization of nurses, doctors, social workers, managers, pharmacists involved in their care. Healthcare professionals responsible for these deaths go through depression, suicide ideation, depression, and burnout.


Data is the new gold for the healthcare industry. If entrepreneurs want to succeed, they must learn to manage/organize data and transmute it into solutions for their patients. New companies in the healthcare industry must employ these advanced technologies to offer the following solutions:

  1. Use Data Analytics and Artificial Intelligence solutions to correct diagnosis rates – when primary care physicians misdiagnose 20% of their patients, and provide them with the inaccurate treatment diagnoses, the current system suffers from a human-performance issue. This can be drastically improved by employing data analytics and artificial intelligence which can process and compare large data volumes, faster and more accurately, thus improving treatment accuracy. Misdiagnosis is a major problem in the healthcare system in effect harming patients even before any treatment is had. These effects also have negative effects on mental health causing stress, anxiety and depression. Patients are spending money, and not getting better at all.
    Employing such technologies could save up to $700B+ USD per year. Most importantly, it can prevent a lot of unnecessary deaths, and stressful situations for patients, families and the healthcare system as a whole.
  2. Use a knowledge based system to provide better care guidance through personalized support via care advocate – Knowledge-based systems have the capability to maintain and organize all your personal data in an efficient manner. They provide the patients with actionable, personalized intelligence, increasing the accuracy of their treatment plans.
  3. Use reference based pricing (RBP) to drive cost transparency – RBP systems have access to all pricing options available, and empowers patients to make educated decisions, saving them (and their employers) money. If you need a CT scan, RBP systems will allow you to knowingly consider all options, from the $300 to $3,000 price scale.
  4. Use quality metrics to identify the best providers (volume of procedures performed by year, readmission rate, morbidity/mortality rate, outliers, cost) – Just like you can compare prices and reviews for almost all products in the U.S. (be they cars, hotels, or phones, clothes, etc.), patients should have healthcare quality metrics available, to evaluate and decide where to seek treatment options, based on their personal requirements and preferences.

The healthcare industry is in a state of information overload, information underload, and information chaos. Fortunately, advances in technology, specifically data management, artificial intelligence and blockchain platforms, allow for superior performance in processing, keeping track, and delivering data in a format that is actionable.

Entrepreneurs must learn to innovate and employ these technologies to leverage all data available and provide solutions. They must increase diagnosis accuracy, create knowledge based systems and reference-based pricing systems, and offer quality metrics to patients. Such an entrepreneur is industry veteran Christopher Fey, whose company – Big Bang Health – built the Titan A.I. Data Engine to provide the next generation, proprietary IT solution that improves healthcare outcomes and reduces costs for employers and their employees.

The special power that makes visionaries, is not the ability to magically see the future, but the highly developed ability to understand the present reality in a most accurate manner. Entrepreneurs like Christopher Fey are needed in healthcare today more than ever, to quickly identify the pain points and deliver much needed solutions, to all involved in healthcare: providers, doctors, employers, and patients. Many lives, and much money, will be saved by the healthcare private sector.



Family office growth and governance


Family offices are powerful, a financial force to contend with. Even many in the financial world have yet to understand the family office’s sheer influence, especially when retail investing, private equity and venture capitalism have the limelight. The family office has deliberately preferred to remain relatively incognito when it comes to announcing investment and wealth management strategies.

The family office serves as wealth and trust management of high net worth families. Families can be defined as multi-generation family businesses, as well as high net worth individuals who may have come into inheritance or independent net worth. The family office can comprise an individual, department or separate firm whose sole objective is wealth management and legacy planning for the family. The single family offices (SFO) serves the investment needs of one family while the multifamily office (MFO) is structured much like an asset management firm, providing customized wealth management and planning to a larger number of families and high net worth individuals. This explanation may sound simple; rest assured, the family office structure is one of the most complex in the entire investing sphere.

Family offices are on the rise, and institutional investors are feeling the effects. U.S. Bank’s Ascent Private Capital Management has coined the term “insti-viduals” to describe the marked increase in family office dealflow usually presented to traditional institutionals such as pension funds. And why should the finance industry be surprised? We have had constant challenges with U.S. public pension funds and alternative investors such as hedge funds metting out disappointing returns. While traditional institutionals and hedge funds are very regulated, family offices do not have to register with regulators once investment advice is kept within ten generations of ancestry.

According to Campden Research’s most recent family office report, family offices hold more than US$4 trillion of assets, and the global average for assets under management (AUM) comprises US$921 million. Family offices are fast approaching the alternative investment cumulative AUM of US$5.7 trillion, albeit with much less sensastionalism. Indeed, The Wall Street Journal reports that since 2011 three dozen hedge funds have converted into family offices. The symbiosis between family offices and private equity is also strong and growing, where family offices are taking higher stakes in private equity deals.

Such astounding growth demands a inherent need for continuity. We are confident that the family office is stepping in to fill investment gaps left by failing institutionals and alternative investors. Upon exclusive study of the Family Office Exchange’s FOX Guide to the Family Office, The Family Office Club’s Family Office Report and Trusts & Estates’ expert panel discussion of The Famiy Advancement Sustainability Trust (FAST), we suggest beneficial processes for family offices. In this regard, measures of internal policy ensure family office longevity and legacy.

The Family Office Exchange (FOX) stipulates critical management issues faced by family offices:

  • Goals for the Family and Roles for the Family Office: Ultimately, family investment, philanthropic and legacy objectives dictate the family office’s focus. Issues are further subdivided by:
    • Ownership and Governance;
    • Scope of Services and Delivery Process;
    • Cost of Offices and Allocation of Fees;
    • Operating Structure and Management Talent;
    • Network of Internal and External Advisors;
    • Communications and Client Reporting;
    • Back Office Systems and Procedures.

FOX Family Office Benchmarking™ provided surveyed data from its family office membership concerning family office risk perception. Most families are initially worried about financial and operational challenges. Business risks such as talent acquisition, operating structure, and investment advisory comprise a hefty 37% of the families’ risk perception. Economic and financial risks comprise 26% of risk concern. However, when it came to actual family challenges such as legacy continuity, the family risk perception measured a mere 7%. Via Trusts & Estates’ Family Advancement Sustainability Trust (FAST) analysis, the risk reality shows quite the opposite.

On examining the quantitative and qualitative data of family business challenges affecting the family office, roughly 60% of disruptions and failure stemmed from family communications and generational problems, while only 3% of issues arose from financial and investment advisory challenges. Talent and advisory acquisition in the financial industry does not pose a threat to the family office in our current workforce environment. The Institutional Investor reports a marked increase in hedge fund managers either leaving lagging funds to manage family offices, or converting hedge funds into family offices for streamlined clientele. Private banking divisions at Citigroup, Morgan Stanley and J.P. Morgan have dedicated top senior bankers to be primarily responsible for multifamily office dictates. Family offices have a wealth of investment and estate talent to choose from. Given the flexible regulatory nature of a family office, top talent once constrained in the institutional arena may find room to expand expertise for the family office. In short, it is truly the “Ownership and Governance” issue that needs prioritized attention.


As with any enterprise, family office governance policies need to be formulated long before execution of any financial and operational implementation. Family offices are in need of much more qualitative guidelines for business and wealth continuity. The Family Office Club based out of Key Biscayne, Florida gives specific insight into structuring family office ownership and governance guidelines via The Family Office Report. Remember, unlike standardized business or investment firms, each family office would have highly tailored objectives, so customization of certain objectives and criteria would be necessary. However, this framework helps with organizational structure across the board. Key components are as follows:

  1. Mission, Vision, & Goals:

    The mission is the starting point for what The Family Office Club coins “The Family Compass.” Family businesses may already have commercial mission and vision statements. However, the family office is responsible for management of the actual family’s qualitative mission, vision and goals. These are high level objectives for wealth creation, succession, philanthropy and legacy.

  2. Ethics & Values Policy:

    The ethics and values policy defines what is acceptable to the family’s core values when it comes to external talent, vendor transactions, business acquisitions, paths of philanthropy, and internal code of conduct. The ethics and values policy covers all issues of compliance such as money laundering, insider trading and bribery concerns. This policy should be reviewed consistently in strategy sessions with both family and external professionals within the family office.

  3. Investment Mandate:

    As expected, this mandate delineates family office investment governance. The investment mandate sets the investment criteria and asset class composition of investments for the family office. All taxation, income growth, wealth creation strategies, liquidity concerns and payout requirements must be detailed in this mandate. According to the Family Office Club, the Chief Investment Officer is responsible for the creation of this mandate, along with input from the CEO and vested family members. The mandate can be revised on a monthly basis. Quantitative social capital investments and philanthropic endowment strategies should be included in this mandate, if applicable. This mandate also aids the family office in shareholder activist campaigns when the need arises.

  4. Key Performance Indicators:

    Key Performance Indicators (KPIs) are highly detailed and action specific dictates per each member of the family office. Measurable outcomes are expected for involved family members and external hires. We would suggest broad KPIs be set for all external vendors, businesses and asset managers who deal with the family office. The Family Office Club suggests creation of at least three KPIs per member, as well as three “smart numbers” comprised of various KPIs for the entire family office.

  5. Systems & Processes:

    Systems & Processes here covers the details needed for organizational continuity within the family office. Where the ethics and values policy or strategic plan may deal with broad succession planning, systems and processes deal with the documenting of detailed processes carried out per member, so that in the case of natural causes or termination, talent or legacy replacement can occur without severe disruption to actual procedures. According to the Family Office Club, each member may add to a mini-process book, which then should be reviewed by selected family office executives.

In addition to the governance policies stated above, the family office will greatly benefit from the creation of a Family Advancement Sustainability Trust (FAST). The FAST is a brainchild of Marvin E. Blum, JD, Thomas C. Rogerson, Gary V. Post, JD of the Blum Firm. The FAST has the structure of a directed trust, but encompasses more than the typical mandate for disbursement of funds to heirs or philanthropic beneficiaries. In the authors’ own words, the FAST is “A pool of funds to invest in the family members—in the family relations, development, and advancement—rather than just distribute to the family members.” The FAST comprises four committees: the Trust Protector Committee, the Investment Committee, the Distribution Committee and the overall Administrative Trustee. Both family members and outside professionals within the family office comprise these bodies. The FAST is primarily for continued family education, family cohesiveness and legacy in both qualitative and quantitative concerns.

The family office has existed across geographies and dynasties, quietly providing funding and making investments long before our global banking system came into play. Modern day family offices are now formalized, and are stepping in to fill investment gaps that are fast being created by lagging institutional and alternative investors. Thus, it is of utmost importance that existing and newly created family offices implement solid governance practices to ensure financial, operational and legacy continuity.



Future of the VC Industry




Imagine gallivanting across Disneyland on a sunny March afternoon as the delightfully consuming scent of a fresh batch of popcorn kernels pop to perfection. The popcorn maker sits adjacent to the churros chariot that you’ve been evading all afternoon. Yet, this isn’t any ordinary trip to The Happiest Place on Earth. You’ve arrived early, the crowds are minimal and all the rides are operational. As you approach the renowned and recently renovated Indiana Jones ride, you are astonished to find a zero-minute wait and no line. Believe it or not, your timing was impeccable – Gather the troops, the 2 ½ minute Harrison Ford-themed adventure awaits.


Venture capital markets survived 2016 slumps, continuing on an onward and upward trajectory through 2017. The disruptors and catalysts with the emerging technologies come out on top. Although some disparity appears among volume and funds, the game play implications are massive. While a crowd-less Disneyland is unlikely, venture capital is thanks in large part to the current landscape.

As evident of Disney purchasing rival studio 20th Century Fox (the most significant cataclysm for the film industry in the 21st Century), VCs too aren’t short on cash. Lines are blurred and technology is changing the game for the industry – GET IT EARLY.


Top 8 hand-picked Predictions for the Venture Capital Industry in the next decade:

  1. Technology/Big data/Automation etc. will continue driving M&A deals
  2. Full-stack professional services a trend evident by investor acclimate
  3. Venture funds will revive their passion for early-stage investments
  4. “Truly Great” companies will sidestep the venture funding circus altogether
  5. Investors receive larger stakes & are integral to the start-up team
  6. Increased liquidity, accountability and transparency is vital
  7. It’s a performance game folks. Personal + Professional Brand Synergy is instrumental
  8. Innovation, experimentation and crowdfunding lead to different types of VCs

For detailed predications and insights click here.


In the midst of the capital market’s landscape, regulatory overhauls, and record-breaking technology M&As with no sign of reprisal, 2020 will look very different than it does today.

Then, too, there is the surging stock market and, by extension, the rebound in technology IPOs. This has been fueled not only by a strengthening economy but by President-elect Donald Trump’s push to bolster the economy further by reducing taxes, streamlining regulations and sparking major infrastructure development.

Furthermore, the implications of evolving social organizations are worth noting. The New York based think-tank, Financial Policy Council (FPC) captures this trend in a June 2017 article titled, “Financial Power of Impact Investing.” It states:

“For many years the divide between instruments of philanthropy and investing has been clear cut. Investing strategies typically did not involve social organizations focused on non-governmental organization (NGO) concerns. However, the advent of millennial investing power, the rise of social enterprises, and the need for further asset diversification have blurred the line between both industries.”

Lastly, venture is still fairly segmented by geography. As localized hubs become more sophisticated and efficient, venture will truly be a global play.

What’s your power play?


Feature your brand and/or business:

  • Submit your thought-provoking, insightful, and note-worthy content or insights to or by simply including the hashtag – #VentureImpact in your comment below.
  • Diverse viewpoints and co-publications welcome. No industry, individual or inspiration is off limits.
  • Be featured in future publications.

Zana Nesheiwat is Founder of Brand ZA Inc., an integrated business solutions and impact-branding firm specializing in financial services, public policy, and technology. With global operations from Los Angeles to Dubai, the firm equips clients with intelligence and resources to effectively bridge business goals with turnkey brand strategy – driving growth across all touch points.



The Blueprint for Community Banks in a Digital World


Historically, community banks have been the pillar for any community, as they take care of the needs of the local businesses and families. They have been instrumental in helping the American economy recover from the 2008 financial crisis, as they are highly capitalized and better prepared to withstand an economic crisis than their larger counterparts. Nonetheless, community banks are disappearing at an alarming rate. The total number of banks insured by the FDIC decreased from 7,087 in 2008, to 4,938 in 2017 – a 30% decrease in less than 10 years; this was mostly due to abundant M&A activity, as well as more than 500 bank failures.

Heavy regulations account for a large part in the growing consolidation. A new survey from the Federal Reserve and Conference of State Bank Supervisors found that community bank compliance costs have increased to 24% of community bank net income, in the past two years alone. For almost all bankers (96.7%), regulatory costs were the deciding factors when considering an acquisition.

Bank regulations are a two-edge sword, with both edges cutting deep into community banks’ ability to survive. First, overregulation heavily handicaps community banks from competing for their vital place in the financial ecosystem through increased regulatory costs, increased requirements for capital with fewer sources, burdensome new risk management requirements, new rules dictating every consumer financial product, etc. Eighty-two percent of U.S. bankers claim that government regulations are not on par technology advancement, severely impeding growth.

Second, and equally important, regulations create friction between banks and their consumers. They make it difficult for banks to offer their customers what they want and how they want it. The nail in the coffin: these friction points serve as inspiration for fintech entrepreneurs and other nonregulated competitors to come up with innovative solutions.

The only way to escape from between a rock and a hard place, is to be BOLDER.

The biggest adjustments banks will have to make, is to become the masters of their own fate. Banks cannot expect to survive by simply navigating the regulatory environment and waiting for interest rates to rise.

As financial technology brings a myriad of new capabilities with exponential uses, the banking industry is heading into a new, untapped market, which has not yet been regulated. It is imperative that bankers do not wait for regulators to leisurely catch up and introduce static rules, which often inhibit growth. Bankers understand their industry’s challenges much more deeply than regulators; they have the most skin in the game. They either get ahead of the technological curve, by embracing new technologies and taking action, or fall behind. Behind their competitors, behind the banking industry, behind the needs of their customers. Banks must aim to shape the new competitive landscape, or risk being an outsider in other players’ environment.

Although community banks find themselves in an impossible situation, being the cornerstone of communities for decades, comes with certain advantages over their financial technology and banking competitors.


Advantage #1: Trust. In 2017, eighty-six percent of U.S. consumers still place community banks as the number one institution to securely manage all their personal data. Community banks still have the people’s trust, and they must capitalize on it. Trust is power. Trust is something many fintech companies can only dream of earning. The fact that customers trust community banks to protect their information, execute transactions and hold on to their money, puts community banks in a position of power, when competing with the banking and financial technology industry.

Advantage #2: Deep relationship with their communities. Technology alone will not be able to replace community banks, at least not in the foreseeable future. This is because community banks have specialized in the exact things technology severely lacks: emotional intelligence, personal relationships, and as previously mentioned, having the trust of their community.

Community banks focus on providing traditional banking services in their local communities. They are “relationship” bankers as opposed to “transactional” bankers. Long-term relationships with their communities allows to better understand their borrowers and gives them nonstandard data, which they can use to make credit decisions. In many cases, local businesses/startups can only depend on community banks for loans, as they might not always be able to satisfy the more rigid requirements of big banks.

No other institution/technology can support their local communities better than these banks. Big banks are too rigid, and technology alone could never fulfil the role of a bank. Technology can only enhance and automate processes, which make banks more efficient. Innovative technologies are there to serve the banks and their communities, not the other way around. The community bank, as an institution, is here to stay. However, individual community banks’ fates depend on how well they adapt to the new market.

Recommendation #1: Focus intensely on helping customers achieve their goals. That is it. To do so, they must focus on “changing the bank” rather than “running the bank.” The old way of running a bank is making them irrelevant, unable to meet the demands of their customers. The way banks take charge of their own destiny, is by taking an aggressive stance to “change the bank.” It all starts with the team.

Recommendation #2: Assemble a team with a high market intelligence: hiring banking executives with 35 years of experience in the old banking model is not recommended, especially if they do not have an elevated level of current market intelligence. They will not be able to change the bank. As with most other industries, banking needs to adopt and embrace the modern workforce, based on freelancing, flexibility and scalability. As of today, 16 percent of bank’s workforce already engages with freelance workers, and thirty percent of bankers believe this number will increase by fifty percent in 2018. The bank needs to become an agile, efficient, on-demand institution. The workforce needs to reflect these values.

The benefits of the modern workforce represent a new, albeit indispensable access to a wide-ranging pool of in-demand skills and knowledge, that transforms the bank from a static and rigid institution, into an agile entrepreneurial and innovative organization.

Recommendation #3: Employ artificial intelligence and other digital ecosystems, on a large scale. Technology can outperform all employees when it comes to matters of the back-end office and operations. However, the motivation here is not to eliminate the need for employees, but rather to free the employees from tedious and menial tasks, and allow them to focus on engaging with and serving their customers. As the bank evolves to a digital-first business model, bankers must step up their efforts to create relationships with their communities, and actively help them accomplish their goals.

In the end, banks need to once again become the leaders of their communities, helping and enabling their customers to achieve financial success in any way possible. When banks help people achieve more, people will become increasingly confident in this partnership, and will renew their commitment. The old way of “running the bank” will only achieve running the bank into oblivion. As new technologies and systems emerge, banks cannot wait for regulators to tell them how to engage. Banks must learn and adopt these new advances, in a way that makes them leaders of their communities once again, and in the process, teach regulators how to create a more functional regulatory environment.


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