Karsten Wenzlaff, Advisor
August 26th, 2025
McKinsey Global Institute | Michael Chui and Anna Bernasek | Jul 14, 2021

In this episode of the McKinsey Global Institute’s Forward Thinking podcast, hosts Michael Chui and Anna Bernasek speak with Daron Acemoglu. Daron is a professor of economics at the Massachusetts Institute of Technology (MIT), a coauthor (with James A. Robinson) of Why Nations Fail: The Origins of Power, Prosperity, and Poverty, and the author of many influential academic papers. His research covers a range of topics, including political economy, economic development, economic growth, technological change, inequality, labor economics, and economics of networks.
Michael Chui: Can you state simply what was wrong about the way that economists thought about technology?
Daron Acemoglu: There are three interrelated things about it. One is actually its descriptive realism. And a good, rich model has to have close connection with the data. And if you look at the way that economists think about technology, it’s this latent variable that makes you just more productive. But very few technologies actually do that. Electricity didn’t make workers more productive. It made some functions in factories more feasible, and some few items more productive. A hammer doesn’t make you more productive in everything. It makes you just more productive in one single, simple task—hammering a nail.
But the second is that it may well be that computers augment educated workers more than high school dropouts, so inequality can increase. But at the end you shouldn’t see the high school dropouts lose out. Their real wages shouldn’t decline. And the real wages of workers shouldn’t decline. But, in fact, one of the striking but very robust features of the last 40 years of economic development in the US and the UK has been that many groups, especially low-education or middle-education men, have actually seen their earnings fall, some groups by as much as 25 percent, in real terms, since 1980. Phenomenal. This isn’t the American dream. You can have productivity improvements—capital benefits, firms benefit, but workers, especially some types of workers, all workers overall can lose out in real terms.
And then third, it’s not just whether we’re going to increase the productivity of skilled workers versus unskilled workers, both of which benefit all of them since they are complementary. It’s more like, are we going to completely give up on unskilled workers? Are we going to try to replace them? Are we going to try to replace humans? Are we going to create new tasks for humans? How are you going to use the AI platform? All of these questions about the direction of technology become much more alive, and then also the productivity implications become much more interesting.
Michael Chui: It comes in different forms, but in 20 years, 60 percent of the jobs that will exist will be ones you’ve never heard of. And we’ve tried to uncover that, and it seems that that rate of change in occupations, and even tasks and activities, is quite a bit slower than that. What is your research saying?
Daron Acemoglu: That’s exactly what I’m talking about. We haven’t done enough of that. We don’t have the same detailed data, but at a more ocular, statistics level, at high level in the 1920s and ’30s, it’s much faster. We do have many new tasks. It’s not like we don’t have any, but they are not enough, exactly. That is the imbalance that I’m talking about.
Michael Chui: Are we just not inventive enough to come up with new tasks? Or do we need universal basic income, because we’ve come up to such a pace?
Daron Acemoglu: That brings me to my second explanation. It’s not that we have this imbalance because we have suddenly found much better ways of doing automation, doing machines, doing algorithms. Perhaps it is that we are inefficiently biasing our direction of technology. You can think that perhaps the possibilities offered to us haven’t changed, but because of who’s making the decisions, incentives, institutions, aspirations, we have gone more and more in an inefficient direction of doing too much automation and not enough of the other things.
Let me give you one example. I don’t think it’s the most important example, but let me give you one example to explain what I mean. Our tax system, if you look at today, if a company buys a machine to displace workers, it will pay about a 5 percent tax on the spending on that machine. If instead you hire the workers, you’ll pay something like 25 percent to 30 percent tax.
The US tax system provides an enormous subsidy to firms to buy the machines and replace the workers. Did this subsidy exist before? Yes. But much, much smaller. In the 1990s, the difference was 25 percent to 15 percent to 20 percent. So we are increasingly subsidizing firms to automate. If you have many incentives like this—and we can talk about what the other ones are, which are softer perhaps, but are no less important in my opinion—then you’re going to go more in the direction of automation. You’re going to leave lots of low-hanging fruit. And those low-hanging fruit might have been very important for that productivity improvement.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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Scott Galloway | Jul 9, 2021

My north star(s) for philosophy, management, and politics are Star Wars, The Sopranos, and Game of Thrones, respectively. The Iron Bank (GoT) is a metaphor for today’s financial institutions, if present-day banks didn’t need bailouts or to invent fake accounts to juice compensation. Regardless, it was well known throughout Braavos that The Iron Bank will have its due. If you failed to repay, they’d fund your enemies. So today’s Iron Bankers are the venture capitalists funding (any) incumbents’ enemies. If this makes VCs sound interesting/cool, don’t trust your instincts.
Lately, I’ve spent a decent amount of time on the phone with my bank in an attempt to get a home equity line, as I want to load up on Dogecoin. (Note: kidding.) (Note: mostly.) If Opendoor and Zillow can use algorithms and Google Maps to get an offer on my house in 24 hours, why does it take my bank — which underwrote the original mortgage — so much longer?
Let’s start with this: Twenty-five percent of U.S. households are either unbanked or underbanked. Half of the nation’s unbanked households say they don’t have enough money to meet the minimum balance requirements. Thirty-four percent say bank fees are too high. And, if you’re trying to get a mortgage, you’d better hope the house isn’t cheap.
Inequity is a breeding ground for disruption, leaving underserved markets for insurgents to seize and launch an attack on incumbents from below. We have good reason to believe that’s happening in banking.
A herd of unicorns is at the stable door, looking to trample Wells Fargo and Chase. Fintech is responsible for roughly one in five (17%) of the world’s unicorns, more than any other sector. In addition, there are already several megalodons worth more than financial institutions that have spent generations building (mis)trust.
How did this happen? The fintechs are zeroing in on everything big banks aren’t.
Example #1: Innovation. Over the past five years, PayPal has issued 26x more patents than Goldman Sachs.
Example #2: Cost-cutting. “Neobanks” offer the basic services of a bank, with one less expensive and cumbersome feature: the branch. A traditional bank branch needs $50 million in deposits to generate an adequate return. Yet nearly half (48%) of branches in the U.S. are below that threshold. Neobanks don’t have that problem, and there are now at least 177 of them. Founders frame these offerings as more progressive, less corporate. Dave, a new banking app, offers a Founding Story on its website (illustrated with cartoon bears) about three friends “fed up” with their banking experience, often incurring $38 overdraft fees. Fed up no longer: Dave provides free overdraft protection and has 10 million customers.
Example #3: Less inequity. NYU Professor of Finance Sabrina Howell’s research found fintech lenders gave 18% of PPP loans to Black-owned businesses, while small to medium-sized banks provided just 2%. Among all loans to Black-owned firms, Professor Howell found 54% were from fintech startups. Racial discrimination is the most likely explanation, as lenders faced zero credit risk.
Example #4: Serving the underserved. Unequal access to banking is a global botheration. Almost a third of the world’s adults, 1.7 billion, are unbanked. In Argentina, Colombia, Nigeria, and other countries, more than 50% of adults are unbanked.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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Crowdfund Insider | JD Alois | Jul 9, 2021
As anticipated, the Biden Administration has issued an Executive Order that is said to promote competition in the US economy. The order is extensive and includes a list of 72 areas where Joe Biden seeks to change. Included in the list is net neutrality, actions seeking to reduce the “trend of corporate consolidation,” prescription drug pricing, occupational licensing, hearing aids, and much more.
The Executive Order also encourages antitrust agencies to “focus enforcement efforts on problems in key markets and coordinates other agencies’ ongoing response to corporate consolidation.”
A new entity called the White House Competition Council, led by the Director of the National Economic Council will be launched to monitor progress on finalizing the initiatives in the Order.
Big tech gets special attention as the White House believes that more scrutiny is needed regarding “mergers, especially by dominant internet platforms, with particular attention to the acquisition of nascent competitors, serial mergers, the accumulation of data, competition by “free” products, and the effect on user privacy.”
Regarding financial services, the Executive Order worries about consolidation in the banking sector stating:
“Over the past two decades, the United States has lost 70% of the banks it once had, with around 10,000 bank closures. Communities of color are disproportionately affected, with 25% of all rural closures in majority-minority census tracts. Many of these closures are the product of mergers and acquisitions. Though subject to federal review, federal agencies have not formally denied a bank merger application in more than 15 years. Excessive consolidation raises costs for consumers, restricts credit for small businesses, and harms low-income communities. Branch closures can reduce the amount of small business lending by about 10% and leads to higher interest rates. Even where a customer has multiple options, it is hard to switch banks partly because customers cannot easily take their financial transaction history data to a new bank. That increases the cost of the new bank extending you credit.”
There is no mention of the rise of Fintechs which compete with banks that may be able to provide superior financial services, at a lower cost, to both consumers and businesses. In fact, recent policy moves have sought to stem Fintechs from providing services – like allowing Fintechs to receive national bank charters and the about-face on the true lender rule.
The Executive order does seek to make it easier for consumers to take their financial transaction history data to a new bank when they change providers.
While some aspects may fall short, one area that may please Open Banking (or Open Finance) advocates is the inclusion of easier bank switching for consumers.
The Executive Order fact sheet states:
“Excessive consolidation raises costs for consumers, restricts credit for small businesses, and harms low-income communities. Branch closures can reduce the amount of small business lending by about 10% and leads to higher interest rates. Even where a customer has multiple options, it is hard to switch banks partly because customers cannot easily take their financial transaction history data to a new bank. That increases the cost of the new bank extending you credit.”
The order “Encourages the Consumer Financial Protection Bureau (CFPB) to issue rules allowing customers to download their banking data and take it with them. ”
One of the key aspects of Open Banking is that consumers own their data and NOT the financial services firms. This means the data is only accessible to firms that are approved by the individual. Today in the US, banks and other firms may sell that information to other institutions.
Siamac Rezaiezadeh, Director of Product Marketing at GoCardless, lauded the move by the White House to potentially encourage open banking. GoCardless is a global payments firm that seeks to remove the friction in the transfer process for businesses.
“This is the first step along the path to a truly competitive, open banking ecosystem in the US. The government has now recognized that customer banking data is precisely that — the property of the customer. Before, a more laissez-faire approach to open banking in the US meant that many banks had no incentive to provide third parties with access to customer data. This led to ‘closed banking’ and runs counter to the principles of innovation and competition that open banking is built upon,” said Rezaiezadeh. “What this Exec Order means is, in the near-term, more competitive retail banking in the US by making it easier for customers to switch providers. However, we hope that it will also spur innovation which will make it easier for third party providers to access customer data via APIs. This will enable even greater competition and really push the US down the path of open banking.”
Plaid, one of the largest Open Banking firms in the US, added their approval of the policy for easing the process of changing banks.
John Pitts, Global Head of Policy at Plaid, said that when consumers have the ability to control their own financial data, they get more choices, lower prices, and better service:
“This executive order lays the groundwork for Open Finance in the US, which will help fintechs, banks, and credit unions innovate and compete to offer the best value to consumers, and keep America globally competitive as the world moves to digital finance.”
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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NCFA Canada | Jul 9, 2021
About Liquid Avatar Technologies Inc.
Liquid Avatar Technologies Inc. focuses on the verification, management and monetization of Self Sovereign Identity, empowering users to control and benefit from the use of their online identity.
The Liquid Avatar Mobile App, available in the Apple App Store and Google Play is a verified Self Sovereign Identity platform that empowers users to create high quality digital icons representing their online personas. These icons allow users to manage and control their digital identity and Verifiable Access and Identity Credentials, and to use Liquid Avatars to share public and permission based private data when they want and with whom they want.
The Company has a suite of early stage revenue generating programs that support the Liquid Avatar Mobile App program, including KABN KASH, a cash back and reward program that has over 500 leading online merchants and coming soon, an integrated offering engine. In Canada, the Company also has the KABN Visa Card, a "challenger financial" platform that allows users to manage and control a range of financial services for traditional and digital currencies. The Company is currently exploring expansion of the KABN Visa Card program to other geographic regions, including the USA. The Company's subsidiary, Oasis Digital Studios, is a creative and development agency that supports a wide range of artists, talent, and enterprises with Non-Fungible Token (NFT) solutions.
Liquid Avatar Technologies Inc. is publicly listed on the Canadian Securities Exchange (CSE) under the symbol "LQID" (CSE:LQID).
The Company also trades in the United States under the symbol "LQAVF" and in Frankfurt under the symbol "4T51".
If you have not already joined our mailing list and would like to receive updates on Liquid Avatar Technologies Inc., please click hereto join!
For more information, please visit www.liquidavatartechnologies.com
On this episode, show host Anna Niemira sits down with guest David Lucatch of Liquid Avatar Technologies Inc. They discuss the ins and outs of digital identity and it's transformative potential for both consumers and businesses. Enjoy!
Intro: Welcome to fintech Friday's a weekly podcast brought to you by the National Crowdfunding and Fintech Association of Canada and partners. Covering all things fintech, blockchain, AI and alternative finance.
Anna Niemira: [00:00:04] Hello and welcome to the NCFA Canada summer edition of the Fintech Fridays Podcast. NCFA is a leading community-based FinTech and crowdfunding association driven to advance innovation finance sectors. This is Anna Niemira. I am today's podcast host. Our podcast introduces remarkable people from the FinTech community and showcases industry trends and developments. You can always refer to the past episodes by visiting our website to connect with our incredible guests and their stories. Thank you so much for tuning in to today's podcast. We are thrilled to welcome our guest, David Lucatch of Liquid Avatar Technologies, which is a high-quality, digital, image-based Personal Passport containing public and securely managed private information that users can choose to share when they want and include only the information they want simply by sharing their image. David, great to have you here to discuss, especially nowadays, an engaging topic.
David Lucatch: [00:01:21] Thank you. And it's a pleasure to be here.
Anna Niemira: [00:01:24] Great to have you here once again. Let's talk a bit about digital identity. It's a little bit controversial topic, and I'm sure that our listeners would like to know a little bit more about it. What is a digital identity and how it is different from what we have right now?
David Lucatch: [00:01:48] Well, it's a good question. And I don't know that I would qualify as controversial, but I would try to qualify as innovative. Digital identity is really taking the paper or electronic data that you have now that represents yourself and it could be as something as a paper-based or card-based doing something like your driver's license and electronic could be a username and password and taking those to a digital state where, you know, we're using blockchain technology to ensure that you have absolute control over its use and functionality.
Anna Niemira: [00:02:29] Well, recently, during the last few months, we've been talking, media was talking about cyberattacks, there were some issues. So, when we have everything digitally that possibly can represent some danger for us, that our data can be stolen. So what is the level of security pertaining to our data stored digitally?
David Lucatch: [00:02:55] Well, again, I mentioned something a minute ago and that, again, is a really good question. The key behind security is, how does someone access the data and as we found, unfortunately, you know, organizations were able to find on the dark web CRA username and passwords. So what we've done is installed biometrics. So, for you to manage to control your digital identity in your digital credentials are verifiable credentials. We use techniques that require you to identify yourself biometrically. And where we start with that is with facial recognition. Now, one would argue, well, you know, we could use a fingerprint, we could use a retina and we could use all these different tools. But when we're verifying someone's identity, the easiest thing to start with is something that is easily recognizable. And there's very few pieces of identity that you have that have your fingerprint or your retina or anything else. But there is identity documentation that you have that has your picture on it. So, when we start with the know the customer process, know your customer process or KYC, and identifying an individual so that they can store, manage, and control digital identity, we start with the basics and with a piece of identity that will have an image on them that we can cross-reference. And then we store a digital map of your face.
Anna Niemira: [00:04:21] Well, we know that KYC, it's rather a complicated process. And this is the issue a lot of companies are dealing with, and individuals, every single time you're going somewhere, you have to show your I.D. It's it's troublesome. You have to pull a bunch of papers to prove your identity. So what are the exact user's benefits from holding a digital ID versus a traditional one?
David Lucatch: [00:04:52] Well, first of all, it's there's a lot of convenience. You know, we use our mobile phone for everything, so it means we don't have to carry everything everywhere. Now, I want to be clear about this. We don't store data on the phone. We are cloud-based. And so at the end of the day, you know, everything is in the cloud. So your phone is sort of the gateway to your phone is lost, stolen or compromised, we're not going to end up, you know, having data compromised because your phone was lost or stolen. But what are the benefits to a user is very simple that they have control over the data in a way that they've never had control before. Let me use an example for, let's say, a young person who walks in and wants to buy something that is age-restricted. They generally have to show a piece of identity that has their image on it and their name and all their usually their address and usually, you know, is a driver's license. And that's too much information to show for a verification of age where a digital credential would pass back and forth between the individual and the organization wishing to verify that and the user could only provide at that time the fact that they were over, for example, in the province of Ontario, they were 19 or over. And so it really makes data more controllable by the individual. We don't have to give out pieces of information that are not relevant to a transaction. It also makes it easier for an organization to ensure that the people that they are engaging with are who they say they were. And we can take that in, which I'm sure you'll ask questions about, but from a business standpoint, it means I'm only dealing with real people now. I'm not dealing with fake people, you know, multiple personalities or multiple usernames and, you know, bots. So there's a lot of value in the equation and a lot of convenience and it would mean that I don't have to remember any of my passwords anymore. So I don't know how many passwords you have, but I have a lot of passwords. And remembering them or using a system to control them can be dangerous. If I could just use my biometrics in conjunction with a verifiable credential, it would make it so much simpler to get into, for argument's sake, my bank account.
Anna Niemira: [00:07:16] Yes. So, is this technology going to make our world much more organized?
David Lucatch: [00:07:25] I think I think organized is one. It's going to make it more convenient, it's going to be easier and faster and if used properly by all parties, it will make it safer as well. You know, there are many regulations around the world, starting in Europe with something called GDPR, General Data Protection Regulation that has changed the way that we deal with data even around the world because many countries have adopted the basic principles and are enhancing those principles of GDPR. California has done that, Canada is looking at it with the updates in PIPEDA. So identity is changing and we've now got to download that requirement to manage that data, the consumer, or the user. So we're stepping in, we're helping the consumer by providing them tools and services that allow them to better manage to control that identity. But we don't own it. We don't rent it. We don't sell it. It's all under the control of the user.
Anna Niemira: [00:08:27] Yes. Well, there's one thing certain in life, and it has been proved true, throughout the centuries, that the only constant is change. So naturally, we are changing how we deal with our ID as well and how we use it. So how exactly can we manage our digital ID?
David Lucatch: [00:08:51] Well, like wallet for currency or for other pieces of identity. And I'm going to try and make it very easy. If I ask you to go into, you know, your wallet or for some people a satchel or a purse or whatever the case may be, you're going to have ID, you're likely going to have some cash or change on you, whatever it is, you're going to have different things that you already control. And so the process is effectively the same. Instead of having it in a conventional wallet, you know, you might have a wallet for your identity and you might have a wallet for your money or change or whatever the case would be. You're also going to have a wallet for your identity, and that'll be an electronic wallet in which you can control various aspects of your data. Now, some of us are already used to doing that with things like Apple Pay and Google Pay. But those are two things. One, those are edge-based. So they sit on on a phone. And two, there is a third party that controls them. Apple or Google has the right to tell you what can go in those what can't go in them. And they have the right to manage a lot of the data that goes that's being dealt with in there in. In our system you manage and control all of that. We only provide the tools for you to do that. So it is a completely self-sovereign identity. It is independent and independently managed. And so you will have a wallet which your employer might give you a credential similar to the card that you might use to enter a facility. But now it'll be a digital credential that sits in a wallet that is accessible by your phone. It might be your driver's license, it might be your student identity. It might be a bus pass or transport pass. There are so many different things that we use, again, username and passwords that this will be a wallet which you control and we provide biometric control that you control with your face and other aspects that allow you to manage all your identity in a very simple and easy manner.
Anna Niemira: [00:10:56] Hmm. Well, that's, actually, that's fantastic. That's definitely very easy to use and very convenient. So what is that what is the implementation process?
David Lucatch: [00:11:07] Well, right now, users, and I want to stress that there are three parties in this process. There is a holder or someone who as an individual holds all their credentials. There is an author or issuer, an organization that issues those credentials. And so like a bank or an employer or a government. And then there are what we call verifiers and verifiers are those that want to make sure that the information you're providing or for to give you to verify your identity, your access, or your qualifications are correct. And I'll talk about something for a moment as I go through the implementation process but we call those three organizations the holder, the issuer, and the verifier part of what we call a trust triangle. And a very interesting but simple to understand the use case of the trust triangle, a process that is not digital identity, but one that we all deal with on a regular basis is if I walked into a grocery store and I filled my basket with goods and I walked a walk to the checkout, I'd likely use, in most cases debit or credit. And when I swipe, tap or insert my card, I'm now creating a relationship as a holder of that card with the supermarket, which is trying to verify my card, and my bank, which is the issue of my card, so we're used to doing this every day. And once I start that process, the verifier asks if I want to continue with it. The bank verifies it and then says, yep, David has the money or David has the credit in which to proceed with this transaction. But hold on a second. We just want to make sure it's David, so, David, can you enter your pin so that we do all of that and then I get my groceries and I walk out of the store in the transaction is completed and it's gone. Digital identity works the same way except the challenge might be that I'm asked to prove with my face that I am who I say I am. So it's a very similar process to what we're using today. So the implementation process follows that. So the government, or like the Ontario government is proposing that by the end of the year, the issue, some type of digital identity. BC is working on it or Quebec is already started with QR codes on covid credentials. There are lots of different organizations that are starting to issue digital credentials. And you'll see the implementation process will be that the issuer will issue a credential. The holder will hold that credential in their wallet, and they will go to locations where they need to be verified. And we're developing an onboarding process not just for the consumer, but both for the the author, those organizations that want to author credentials. So we SAS model for business and we're working also on the verification process that SAS business model as well, or software as a service where verifiers will be able to easily verify a digital credential. But it is still fairly early days. And if you think about an example, as Tesla builds more and more cars, they're putting in more and more charging stations. So you're the infrastructure is going to take on a life of its own and build very quickly because, you know, up to now digital identity or identity on the Internet, it's been a very, very large challenge.
Anna Niemira: [00:14:23] Right, since you actually mentioned the timing - so that is still developing and it's still growing for further implementation. So how far away we are from the general worldwide implementation of digital identification?
David Lucatch: [00:14:42] Well, Australia is already issuing digital birth certificates. So, you know, we think of ourselves, the North American, a bit of a bubble, but we are not leaving this for those that are old enough to remember, you know, for years, you could buy a can of pop or soda, depending on how you phrase it, in a vending machine using your phone in Europe and in Asia but you can't do it in North America. So everybody's trying to adapt quite quickly because if you think about the value proposition to business and the value proposition of businesses is let's look at the credit card and identity fraud industry that globally is a 30 billion dollar industry. In North America alone, it's about 12 billion dollars. Now, I can use my card online. I could give my daughter my card and she could use it online. So it doesn't take a lot of sophistication to use someone else's card. And so, you know, there's very little information you need to know about the person in the car to to be able to use it. But what if I said to you, every time you use the card over a certain limit, even in e-commerce, you know, the organization, the issuer would ping you to ensure with your face that this is your card. I mean, if the value proposition of business is is so immense, it's so immense. But until recently, technology didn't exist. So we're seeing everywhere, especially, you know, we talk about, you know, covid credentials. And there was a survey that just came up by travel week that showed that a significant I think it was well over 80 percent of respondents agreed that if necessary, willingly and if necessary, they would easily use a vaccination passport. So one of one of the primary opportunities for digital identity is creating digital identity in conjunction with test results or vaccine results so that everybody can easily travel again. And so there is this movement very quickly to get this onboard and work with it so we can get industry and lives back to normal.
Anna Niemira: [00:16:47] So when we talking about the businesses and when we are talking about the advantages for the businesses, often, it pertains to making money. So how those businesses, the implementation of the digital I.D. process is going to be beneficial for these companies when are we talking about modern monetary advantages?
David Lucatch: [00:17:17] That is a great question. So is it revenue-driven? Is it cost savings driven? Is it a bottom line? So I'm going to focus on the bottom line. So you know, how businesses make more money. So I think we would agree that if people could freely travel again, the travel industry would benefit from that in all facets. The hospitality industry would benefit, the entertainment industry would benefit. For those organizations to make more money, they're going to have to implement controls that are going to ensure that people are safe to enter a facility. And to do so, we have a system that is very, very nominal costing. It's zero cost for the consumer. We never charge a consumer for any of our technology. Our business partners have to for that that that cost. And it becomes a revenue generator for us. But on the business side, we've got processes that allow even small restaurants and organizations to eventually be able to implement this, so that they can get back to making more money. The world has changed and we have to change with it. So we're all about getting people back to normal and kick-starting the economy so that people can make money from the services that they currently offer or did offer.
Anna Niemira: [00:18:38] Right, so we're talking about, most right now, using for mobility and operability as well that, you know, the businesses can operate and also individuals can simply use it for easy transition and going to places and they have proof of vaccination, they have proof of the I.D. and the entire process, which right now seems to be very complicated, eases up. So that's what it is.
David Lucatch: [00:19:08] Well, that's one example. I think that's an easy example for people to embrace. But I think for the for for for the payment industry, it is a massive advantage because of the networks because, you know, fraud would diminish. So it's about identity. And we look at three different things. It's about identity, access, and qualifications. So for identity, where identity is required, let's say, you know, let's take a cannabis retailer. Cannabis retailer is under strict guidelines to make sure that they sell only to people who are above age that has a certain qualification and age qualification so that their business can be in jeopardy if they don't follow those rules and there are only as strong as the weakest link. So what happens when a clerk decides I'll just sell it anyways and inspectors there and they get caught? They can lose the right to do business. But if it was required in the transaction process that you verify age and use digital identity, that would be another solution to keep businesses on the road. But I think of it this way. If you think about identity, access, and qualification and a very simple example is a doctor enters a hospital to check-in. They provide their digital credential for their identity, verifies that they are who they say they are, they that their access qualification is already there, that they have privileges in that hospital and their qualification is up to date and they can perform surgery in that hospital. So there are lots of different opportunities within a number of different sectors. But I think that the because it's self-sovereignty, because it's blockchain based and because it's trusted, or trustless, I'm sorry, not trusted, but trustless this will implement very quickly because it hasn't existed before and it makes our entire world safer and more efficient.
Anna Niemira: [00:21:05] Right, so there's definitely additional value creation. So we are addressing also legal issues here, administration issues, academic issues. So practically everything can be, any aspect of our life, can be in our digital identity and it can be addressed all the time. But at the same time, is it not too much information accumulated in one spot?
David Lucatch: [00:21:32] Actually, it's completely decentralized. I would argue the contrary. So right now, corporations know everything about us because they own all the data. They own all the identity information. You know, I walk in somewhere and they want all my information about me before I do something. They may only need a small sliver of my information and they might only need it temporarily to create to complete a transaction. So I think it's completely the opposite. All these systems are designed to ensure that me, as the owner of my data, I am in control of that. I am in control of all my information. I only provide certain information to complete a transaction, not to pass data, but to complete a transaction. So a good example of that would be the grocery store never keeps my pin. They don't know my pin, but I need to provide that piece of information to complete the transaction. So what if that pin for that particular transaction was an age verification or an access verification that I am entitled to be able to come in here? It doesn't mean that that a facility needs to keep that information. They've just verified that that information is true. So I would argue vehemently that this provides the the ecosystem with less data and less control over me and more control in my hands.
Anna Niemira: [00:22:55] So you mentioned that there are biometrics and facial recognition used for using digital identification. And then we have to share it with businesses when we're doing certain transactions. Does it not represent the danger that we are sharing the information with them? Or, is the system working in the way that we are still holding this completely and we are just using this for the confirmation with other companies, getting that confirmation without getting our biometrics out or our facial recognition information, or any other data?
David Lucatch: [00:23:34] It's the latter. It's the fact that they never get that information. It is again, like a pin. It's the challenge. It's the answer to the challenge. So if, you know, if we don't add to a verification process, a challenge and it could be authenticator, doesn't have to be biometrics. There are other opportunities as well. One-time passwords. There's lots of different situations. But we don't add that. We're not adding an additional level of security. So, again, when you are typing in your pin unless somebody is standing in front of you looking at it or copying it, nobody gets your pin. So facial recognition is a map, not your picture, but the map behind facial recognition is a way to create a verification, just like a fingerprint that you use or a thumbprint use on a phone. We won't go into phone technology, but, you know, we're not we're not storing that for the purposes that map for the purposes of identification. We're storing, using it for the purposes of verification.
Anna Niemira: [00:24:42] So this is actually going to be a lot of changes in regards to the business environment as well because the businesses will have to embrace consumers' rights to manage and control their identity, the personal information. So how businesses can embrace it?
David Lucatch: [00:25:02] Well, I'm going to go back to a story. And it's quite a few years ago. So it's almost 25 years ago. It's probably twenty-three, twenty-four. So my team in the late 90s, I led a team that actually worked with the data providers, Visa, MasterCard, and Canadian banks to develop the way that people type in their credit card online. And it didn't exist before that. Somebody had to invent it and I like to say I think our team was the ones that did it. And for Canada. So before that, no one ever shopped online. So people were telling me left, right, and center, no one is ever going to shop online. I don't think we would say the same thing today. You know, we weren't going to register for courses online. I talked to the University of Toronto, which is my alma mater, in two thousand and eight, 2009, about doing digital lectures online and they basically said no one is ever going to do digital lectures online. So we, as you said, the only constant is change and so I think this is a process that creates value, it gets people back to work, back to play, back to travel. So I think everybody wants to find the fastest route to that and because it is built on open standards and it is going to be effectively affordable to everyone. I mean, we're working on situations with our competitors in this field. What if someone doesn't have a digital identity? How are they going to be able to do things that those with digital identity. So inclusion. But frankly, the Internet was not fast enough. It wasn't technologically developed enough. And the technology around it to ensure that identity was a process, we sort of threw that out the way. Now that it's coming full force, I think we're going to have to reckon our ability to deal with it very quickly.
Anna Niemira: [00:27:05] Yes, you brought actually a very good issue because, in the Fintech, in general, there is this division between banked and unbanked. And also, that seems to me, that the same is important also for digital identity as well. When we're talking about a global aspect to it. They are still the regions in the world that have trouble accessing the Internet. However, most the people nowadays have phones. So if we can implement digital I.D., then most likely that can be also used in those different regions in the world and you can expand to different geographical regions, which right now are limited when it comes to access to bank or some businesses or some other industries as well.
David Lucatch: [00:28:04] I agree. If you look at we if we look at the Internet today, we look at services are available to one hundred percent of the addressable to 100 percent of the online market. And the first one we would say is, is search. I think everyone online uses search, in one form or another. You pick the search engine that you like and you generally, at one point in time during the day, are looking for something. We all use electronic communications. We're doing that right now. We're doing a podcast, you know, over electronic means, over the Internet. You know we all use a browser. I don't think anyone doesn't use a browser. There are very few that might not. But I think everyone uses browsers. So I think those three services are addressable to one hundred percent of the market. Our belief and obviously everyone has to do their own due diligence and anything they're doing. But our belief is that digital identity is addressable to 100 percent of the market because everyone online is a person and young old will eventually have to do identity. And we're even putting in safeguards. We're building new technologies that will allow parents to be able to create, you know, data guardianship for their for their children. And in the event of a challenge or problem or situation that an individual wants to be able to manage, they can have a second or signed somebody who could get into their digital identity in the event that there was an issue or unfortunately, a demise, because we don't want necessarily our social media profiles living on forever. And we do want to be able to get into some of our bank accounts of someone to get into bank accounts if necessary. But again, they would have to qualify. They would have to provide biometrics. There's a whole process, but they have their own digital identity to be able to cross-reference. But at the end of the day, I think this is an inclusive process that covers not only North America, which covers the online population, representing about 90 percent of the people in North America, but it covers over five billion people worldwide.
Anna Niemira: [00:30:11] Right. So in consideration that all this information is going to be stored on our mobiles, at least for now.
David Lucatch: [00:30:19] No, no, it's not stored on your mobile.
Anna Niemira: [00:30:22] It's also the cloud. That's right. Let me rephrase that. We are using our mobiles to access the cloud and then provide our information. When will we need eventually some different equipment to do it, or for the expansion and to facilitate also easier usability, or will phone always represent that tool we need to access our digital ID?
David Lucatch: [00:30:55] Well, let me be clear. It's any Internet-enabled device that has a camera on it. So would be a laptop, a tablet, a mobile phone, and so as foreign factors and technologies become more pervasive, the way to access your information will become more engaging as well. So, you know, we've heard stories of virtual reality. We're already working with augmented reality. So, you know, as technology becomes more intriguing, faster, better digital identity will keep up with that because it's the credential behind who you are, not what you use to prove who you are.
Anna Niemira: [00:31:39] Right. So, definitely, in consideration of what has happened in 2020, we are looking for different solutions for urgent issues that we have at hand. And definitely, the digital I.D. provides a venue for us to explore it and get back on track, as you said, back to normal and start our lives once again from a different perspective. But how you can see this develop and expand in the future? Because we are addressing current issues, but then we have five, ten years from now. So in your opinion, how this can expand and help us in our lives, help us when it comes to businesses? What is your point of view about it?
David Lucatch: [00:32:34] Well, obviously, I'm a big proponent of it. And we're already looking, you know, down the road at where virtual reality comes in play, the metaverse comes in play, how this will open up new doors for the medical industry, the educational industry, the information services, e-commerce, gaming, whether it's e-sports or other types of games. So we travel. There are so many avenues for us to explore. What we're really focused on today is creating baseline products that a user can expand with. So based on the technology that's available today, we're building our solutions to manage the infrastructure that is available today. But we know that that that access to credentials will change. So we're not talking about changing necessarily the credential. So a driver's license has existed for, I would say probably 100 years. Its form may have changed slightly, might have gone from paper to plastic and then now to electronic and digital. But the process of having a driver's license has never changed. So we have to start with the baseline credentials and then work around how they will be implemented, presented, or how they will be issued or authored and verified, and how the user will or the holder will store them. So, we're again, we go back to that triangle between the holder, the issuer, and the verifier. And we're really focused on providing tools and services for each one of those parties and expanding the opportunities as their infrastructure expands.
Anna Niemira: [00:34:22] Right, so we're not changing the actual process, we just changing how we presenting that, right? So, as you mentioned, with the driver's license, the document stays as it was. It represents the same value and the point of identification, except how it is being presented. That it's going to be much more convenient and available for us and the businesses way.
David Lucatch: [00:34:54] I agree, 100 percent agree. You know, we businesses and individuals are used to change again. You know, a few short years ago, you couldn't take courses online. Now not only can take courses online between but you can take exams online. When we took our company public last year, in 2020, we've done it a number of times with other organizations in the past. You'd have to go into a lawyer's office and you'd have to sign everything. And they are all these folders. We did everything remotely using DocuSign. So so now that is a recognized way of signing documentation, so we're changing. What we have to do is, is work with that change to make it better for us and this is the really hard part. We're not only going to see changes in the way we do things, but we're going to see changes in responsibility. I'm going to be responsible for some of my data. And there are other companies out there that are giving users value propositions to partner with them, for them to sell the data and the user to get money from the use of the data. So there's lots of new industries being born out of this and a lot of new companies. And we believe based on our positioning and our, you know, acumen and our team, which is a phenomenal team, that that we hopefully have a leadership position in this industry.
Anna Niemira: [00:36:23] So, digital ID is one thing. The entire infrastructure about it, what it can be done with it in the future, and how it can go towards different industries, the possibilities we don't even know about right now. We cannot pinpoint it at the moment. It's just truly exponential.
David Lucatch: [00:36:45] I agree. There are many opportunities, again, not just for the holder of the credentials, but for the authorization, or the authoring of an issuing of credentials, and certainly within the verification of credentials. I think it will make, you know, it will make it easier for us to do things in more advantageous for us to engage in certain pieces or certain opportunities without having to give away all our rights or all our data.
Anna Niemira: [00:37:11] Yes. So at this moment, since we are rushing to have everything implemented right now and start with a digital identification, what is the most urgent issue that this industry needs to resolve to have this truly pushed forward and implemented on the global scale?
David Lucatch: [00:37:37] Travel. I think the first one will be travel and travel is driven by health and health records. So, I think the travel industry is probably, and the hospitality industry as well. So, you know, again, I could go on and on and on on this. But if I take the travel and hospitality industry, I think they can benefit the most initially from digital identity to ensure that users are safe to enter a facility, safe to travel, give comfort to others. So it's not just about my own safety, my own value, but it's the people around me. If I'm confident that the people on a bus or on a plane are safe to be there, then it'll increase my opportunity to want to do those things, or a restaurant, or a public event. So it's really about creating safety awareness. And I think the travel in the hospitality industry can be leaders in this this space.
Anna Niemira: [00:38:38] So hopefully the current world health issues will go away, but at the same time, we hope for the digital ID to stay because we have full control as individuals. It's easy to use, has really a lot of possibilities and it definitely eases up our lives. Particularly, we are living in a very busy world right now and we want to move and meet and be mobile, so digital ID actually gives us an access to travel, to do financial things and many other aspects of life, just all under one umbrella.
David Lucatch: [00:39:25] Yeah, I believe so. I think it's really important that we don't look at this as as a detriment to our ability to do things, but, you know, helps us open up new frontiers and gives us as individuals control over the data that has been for many years controlled by others. So it's an empowerment strategy. And it's one that hopefully consumers and again, issuers and verifiers will embrace. We're seeing that every day. I mean, every day we're seeing, you know, covid passports or vaccination passports. And we're seeing new opportunities for people to ditch the password or do this or do that. And so it's already underway. So, you know, sort of the train has left the station. It's just we've got to make sure everybody's onboard where the train is leaving the station. We've got to make sure everybody's onboard would be a better way for it.
Anna Niemira: [00:40:25] Yes. You used the word empowerment. And I really like that word. It just gives us additional possibilities and empowers us, as users, as well. And on that positive note, of the empowering note, I would like to thank you for joining us for today's podcast. I truly appreciate you sharing all the information and giving us details, how it works, how it can be used, and whatever questions people might have, we will be more than happy to hear it. And also as the company, will you be able to provide the information people can use it, visit Liquid Avatar, the website, correct?
David Lucatch: [00:41:16] Yeah, it's www.liquidavatartechnologies.com and they can fill out a contact sheet or, you know, they can reach out to me directly. And I'd be happy to speak to anybody who has any inquiries.
Anna Niemira: [00:41:32] So let's keep our fingers crossed that everything goes well, that everything is being implemented fast enough for us to start our lives as we had before it and enjoy them, but at the same time with new perspectives.
David Lucatch: [00:41:50] Absolutely, and it was a real pleasure being here today Anna and I thank you so much.
Anna Niemira: [00:41:54] Thank you so much. And ladies and gentlemen, that's a wrap. On behalf of the Fintech Friday's podcast we would like to thank David Lucatch of Liquid Avatar Technologies for joining us on the show and you for tuning in. Please feel free to share your thoughts with us. We always welcome your feedback. Once again, I'm inviting you to visit NCFA website to check out some of the fantastic past episodes. We look forward to having you next Friday for another episode of FinTech Fridays. Have a great weekend. Thank you so much.
Outro : you've been listening to Fintech Fridays brought to you by NCFA and partners. Tune in weekly for the latest fintech Friday podcast by subscribing to this channel. The National crowdfunding and Fintech Association of Canada is a non-profit actively engaged with social and investment fintech sectors around the globe and provide education research industry stewardship services and networking opportunities to thousands of members and subscribers. For more information please visit ncfacanada.org. Oh yeah.
The National Crowdfunding & Fintech Association (NCFA Canada) is a financial innovation ecosystem that provides education, market intelligence, industry stewardship, networking and funding opportunities and services to thousands of community members and works closely with industry, government, partners and affiliates to create a vibrant and innovative fintech and funding industry in Canada. Decentralized and distributed, NCFA is engaged with global stakeholders and helps incubate projects and investment in fintech, alternative finance, crowdfunding, peer-to-peer finance, payments, digital assets and tokens, blockchain, cryptocurrency, regtech, and insurtech sectors. Join Canada's Fintech & Funding Community today FREE! Or become a contributing member and get perks. For more information, please visit: www.ncfacanada.org
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1000 Days Out | Ramy Nassar | Jul 8, 2021

You’ve seen them before - robo-advisors, virtual agents, smart banking “platforms” - yet with each new product launch and press release, doesn’t it seem that artificially intelligent tools aren’t living up to their self-proclaimed smarts?
It happens with every technology wave, and as far as tech waves go, AI is a tsunami. It goes a little something like this: new technology evolves, executives insist it’s just a fad, their competitors embrace the tech, and then everyone plays catchup. Generally, end-users are the ones who feel the impacts of this cycle, left with an endless barrage of apps & platforms that don’t solve meaningful problems.
At this point, I may sound quite pessimistic about the potential of AI to create meaningful and measurable value in the FinTech sector. I’m not! In fact, quite the opposite - I believe that machine intelligence has the potential to transform the banking industry - if we take a human-centric approach to designing solutions (while we’re at it, let’s stop creating apps & platforms and all agree to design solutions instead).
There are three practices that FinTech leaders can adopt to bring aspects of a more human-centric design lens into how they develop new AI-enabled solutions.
We all have biases. It’s true. They don’t make you a bad person, in fact, one could argue that it makes you human. It’s not recognizing our own biases that can lead to bad decision making and the same can be said for the data we work with.
Beyond just collecting and analyzing data, organizations need to uncover how data bias can influence the accuracy or reliability of predictive systems. A comprehensive understanding of the role that data bias can play is crucial in building the next generation of intelligent FinTech solutions. As powerful as AI and machine learning tools are, they have the potential to also amplify biases that exist in our data.
A simple experiment to see how bias can rear its head in an AI-enabled system can be demonstrated with a Google Images search for the term “CEO”. Do the results look like what you’d expect? While at first glance, the results may be surprising, it’s worth noting that as of May, 2020, the Fortune 500 included only 37 female CEOs - a little over 7%.
Data bias can be amplified by algorithms and it’s important to develop a deep understanding of how this risk can be mitigated.
A person’s IQ is of course their “intelligence quotient” and their EQ their “emotional quotient” - but what about CQ? CQ, or a person’s “curiosity quotient”, has been described by Dr. Tomas Chamorro-Premuzic as “the ultimate tool to produce simple solutions for complex problems.” Given the complexity of working with an emerging technology such as AI, individuals with a high CQ are perfectly positioned to help design clever, impactful solutions.
Curiosity begins with asking the right questions and similarly, human-centered design begins with understanding who you’re designing for and what problem you’re trying to solve. Curiosity is a core competency for leaders wanting to leverage the full potential that AI has to offer in creating scalable FinTech platforms.
AI gives us the remarkable ability to predict future outcomes or find proverbial needles in our data haystacks, but too often organizations focus on data that doesn’t really matter. Most executive dashboards bring together data from across the organization but rarely are these data points actionable and usually they are just FYIs. Interesting insights that give leaders little to no ability to make future decisions from.
KPIs instead are the data insights that allow leaders to make strategic decisions, in (near) real-time, that positively impact the future of the organization.
| FYI - For Your Information | KPI - Key Performance Indicators |
| Last quarter or month’s sales performance against target | Last quarter or month’s requests for support from internal pre-sales engineers which gives insight into future sales performance |
| Current warehouse inventory levels across distribution centres | Social media data to predict future product demand (or lack thereof) |
The latter example was made famous by PepsiCo who used social media trend data to forecast changes in consumer behaviour and a decreased demand for sugar-loaded drinks. True KPIs (maybe they should be called Key Performance Levers or KPLs) give business leaders a true insight, based on which resources can be allocated and investments made. When used correctly, AI can be a powerful tool in the FinTech toolbelt for unpacking and making sense of complex data.
Just as the Design Value Index showed that organizations that focus on design outperformed the S&P by 211% over a 10 year period, this mindset can give AI Fintech leaders a similar advantage. The practices outlined above are the starting point for a repeatable framework for designing better AI-enabled FinTech solutions.
Ramy is the founder of 1000 Days Out, Head of Design at Olive Group, and author of the upcoming AI Product Design Handbook. As the former Managing Director of Design & Strategy for Architech and Head of Innovation for Mattel, he has led diverse teams in the creation of disruptive new digital products, services & platforms. Ramy teaches Design Thinking at McMaster University and in the Master’s of Engineering, Innovation & Entrepreneurship program at Ryerson University.