Shakin' Hands
Welcome to 'Shakin' Hands,' the podcast where entrepreneurship meets fascinating stories from the most intriguing minds today. From proven business practices to groundbreaking ideas that challenge the status quo, Shakin' Hands' is not just about the handshake that seals a deal but about the shared experiences and values that unite us all. Whether you're an aspiring entrepreneur, a seasoned business owner, or someone who loves a good story about overcoming odds, Shakin' Hands' promises to deliver compelling content that shakes up the conventional and celebrates the extraordinary.
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Host: Jack Moran
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Shakin' Hands
Ep. 58 | Fintech Made Easy - Juan Diego Gálvez
In this episode, Jack sits down with Juan Diego Gálvez, co-founder and CEO of PayCaddy, a Panamanian fintech transforming digital financial infrastructure across Latin America. Juan shares how their “Fintech as a Service” model allows any company to launch financial services faster. The conversation dives into the challenges of earning trust from traditional banks, building resilient API infrastructure, and the rise of embedded finance in emerging markets. This episode is a must-listen for anyone curious about building scalable fintech in complex regulatory environments.
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Host: Jack Moran
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Welcome to Shakin’ Hands, where we provide the platform for entrepreneurs and thought leaders to share their stories in order to hopefully influence others to get out of the rat race and chase their own dreams. If you have any recommendations for guests or questions that you want to be asked, please don't hesitate to reach out. Anyways, if you enjoy the podcast, please like, comment, subscribe and share in order to keep the podcast growing. Otherwise, I'm your host, Jack Moran and this is Shakin’ Hands. If you're looking for business mentorship, I have a place where you can get feedback on your unique personal development and business growth challenges. Over the last year, I've brought together a group of impact driven thought leaders where we meet every single day to discuss psychology, communication, mindset, and business case studies. We have people who have made millions of dollars, lost millions of dollars, Harvard MBAs and new entrepreneurs like you and I. Entrepreneurship can be lonely. So if you're looking for a support system, please follow the link in the description below for some more information. Are you from Panama originally? Yeah. Born and raised. Nice. Yeah. What is your business there? I'm in fintech, so mainly I work in building payments infrastructure for financial entities, startups, crypto companies. We're mostly focused on card issuing. So essentially like small banks or a fintech that, wants to issue cards for the has no idea how to or, you know, it's too expensive to do it from the ground up. Essentially, we provide, a SaaS solution, that makes it easy for them. And essentially, you know, anyone can be a card issuer with me, essentially. Right. So I serve, banks, lenders, retailers, crypto exchanges, payment gateways. It's like a whole variety of different clients. But yeah, we're doing that for full time now for about five years now. Well, yeah. Are they like essentially it's like a company. Like I don't really know how the card business works, but is it like a company like visa or something as like white labeling their financial product? Yeah. So I have a Mastercard license essentially. So that allows me to, sponsor third party entities under, let's say, my umbrella, if that makes sense. I guess examples in the US would be like, like, stripe, but the, product that they have called Treasury, for example, that's more for like banking as a service. That's really similar to what I do. Companies like lithic, for example, in the US unit, market, like kind of market, as does more processing, not like the whole package. But yeah, that's kind of like similar companies. Are these US examples? That I can give you? What I did was kind of tropical ize that model and placed it in Panama, not just for the local market, but I guess my key differentiator really is about, serving cross-border business models. So what that means is using Panama as a base, but serving, clients regionally with US based accounts, US based cards, like a like in terms of of dollars. Right. So since in Panama everything works with US dollars. Everything they operate is is US dollar based. So if you're like a crypto exchange that operates, you know, in 15 countries, across Latam, and you really want to for like a crypto card, it makes sense to have a dollar base card underneath that just because of, like, you know, rates between crypto and dollar, right? Like you want to be able to, let's say, settle the transaction. Like if you're paying, you know, a coffee with Bitcoin at the end of the day, I'm the one selling dollars to Starbucks, right? If that makes sense. So the gain there is like for the crypto exchange, you obviously do the conversion on real time and then still pay me in dollars so I can settle the merchant. Right. So that's kind of the benefits that I, that I, that I offer. And with that, you know, you have like companies like in the remittance space, obviously crypto stablecoin, which is getting like a lot of momentum now. But also like international financial entities, you know, want to give like an international card US dollar, based with like, good acceptance rate, like, you know, if you're a high profile client, you want to let's say you have a card that's going to work in in Europe or when you're backpacking in Vietnam or whatever, right. So essentially, that's a lot of what we do as like cards that work really well, like across geographically. Using Panama as a base. So if someone is using a Bitcoin card, but then it's re exchanging into dollars, why wouldn't they just use dollars? Depends. Right. Because like you do have, a big economy in crypto today and you have a lot of people that store wealth in crypto. And people who are big in crypto don't often like to liquidate those positions to operate in, like, on a daily basis with dollars, right, or whatever currency that they're in. So this is a way of like easier access of not having to, you know, essentially liquidate how many Ethereum, Bitcoin, whatever you have. And you can just use it in real time because at the end of the day, like a lot of people in the space are hedging on a daily basis, right? And if they were to like off ramp that money, essentially they would have to take like, you know, three months of expenses out in a single day. But like, you know, Bitcoin can be 90, then it could be 100. And like he lost that opportunity. Right? Right. So now I guess that's a little bit of other of the sense there. And more and more you're seeing crypto being used for like international payments and these sort of things. And this is just like a way of like bridging a lot of that, let's say Web3 kind of ecosystem and everything that's running on, on blockchain right now, integrated back to the banking system. Because at the end of the day, like, you know, you can't fully like bypass the financial system. So I guess for me, in a way it's like, how do I become the bridge for most or like some of these use cases, right? I think that's where a lot of value, lies today in doing that, those sort of things. So I am like completely foreign to Bitcoin. I've never owned any. I don't really understand it very well. I kind of like, understand the value to me. It's. I don't like that. It's not asset backed. But then, you know, there's people that have a million reasons why it's still valuable. Like, what is your synopsis on Bitcoin? What do you think the potential is? Are you for it or against it? I don't really care. To be honest, man. Like I'm not I'm not the biggest crypto head, to be honest. I do own crypto. I'm not huge on it in the sense of, like, I'm involved in, in trading on a daily basis and things like that. To me, it's really more about the the opportunities it gives to operate or change, how, let's say regular businesses or just transactions, can benefit from the use of the technology in like, what example? So a good example of this is remittances. Yeah. You mentioned that before. I don't know what that is either. So basically like sending money from one country to the other and like, let's say, you know, you're living in Panama. Well, this is not maybe not the best example, but let's say you were like a foreign exchange kid, right? Like living in Panama. And then, you know, your parents in the US need to send you money. Here I can only pull $250 a day, which is very inconvenient. In what, like an ATM? Yeah, well, I guess that's a good example. So let's say you need to send money, you know, from the US to here, and you have a US card and you only have access to, you know,$250 in cash through an ATM. If you want to send that money instantly and without you having, let's say, an account today in Panama where you can wire transfer that money in. Right? So, like a bigger sum of money. Essentially you would have to go through a remittance, player. So like a Moneygram, Western Union, wise. Right. Like all these sorts of different services, essentially how that works is, let's say your, your friend is, you know, sending a thousand bucks to you, through a Western Union branch and you, you know, go to a Western Union branch here in Panama and withdraw that money. Essentially, what's happening behind that is that, you know, Western Union essentially has to, like, have a lot of money in both places to be able to receive and then send, collect and then send to the US. So moving money like that is very costly. Not just from on opportunity calls in terms of how you manage it, but, you know, it's a lot of operational heavy, right? Like getting cash in, getting into the bank, concealing it, sending it. Right. Like there's whole teams just looking at how much money Western Union has on a daily basis and like how to cover the positions. Right. It's almost like a hedge fund if you think about it, because they're looking at like effects rates and all these sort of things. I don't want to make it super complicated. Chat of Jack, no worries. But, what this type of like technologies allow is for instant, transfer of funds from, let's say, one wallet to the other at of course, that's, you know, very, almost insignificant. Right. Winning. So I like a very simple way of seeing it is essentially, if that friend pays Western Union cash and Western Union is doing all that transaction in the back using something like a stablecoin, which is, you know, Usdc, Usdc, and that stablecoin gets cleared by, let's say, a partner like me that serves Western Union or whoever, you could receive that money instantly and like a fraction of the cost that otherwise would cost you. Because obviously Western Union has to make margins right on that money transfer. So essentially this is a lot of what, like what's happening. And it's a very clear example. The other is like for security and things like that. So essentially, I think the benefits really are in terms of how you can automate, like, like automates a lot of these things, with less operational cost where it can be used, you know, something as simple as, like a friend sending you money, let's say 50 bucks or whatever overseas, all the way to, like, very larger transactions, right? Where you have, you know, banking credit involved or like, millions of dollars being cleared from one company to the other for, let's say, an inventory exchange or, or a purchase or, you know, essentially a boat crossing through canal. Right. Like what? I'm going kind of in a crazy example here, but essentially, you can make transactions cheaper and faster, without technology. I guess that's kind of like the main thesis behind why a lot of these companies are adopting, these solutions and trying to, like, stay competitive within the business models that exist today because, like, people are creating value with these things every day, right? Like, I'm just one guy in Panama, kind of in the middle of this ecosystem. But like guys like me that know a lot more about this than me, you know, there's hundreds of thousands of them, in the world and, you know, all the way from Asia to the US to Europe, like building these things out with teams and everyone that's like, this is their lives, right? And they're dedicated to this. So it's really about staying up to date. And you will you will see a world eventually where a lot of these financial like transaction runs and, and the cost of running them is coming down, essentially. And that's where I see, a lot of potential. And that's why I'm also like involved in it. Because if you're not, then you're missing out, right. And eventually or like but you in the US, the people now that these wire transactions have the potential to decrease that cost for the wire transaction, whoever's making that margin before on the wire transaction must be pretty pissed off. Yeah. And that's probably the the Swift network, which has been dominating banking transactions since, I don't know, even before I was born. Yeah. Yeah, I think they're they're probably already, you know, creating or adopting or buying companies that can, you know, provide some of these. But like, there's value to them or maybe like change a little bit of their business model. I'm sure this is happening. Not not I'm not sure if it looks like a specific example now, but this is a reality, man. Like everyone in the banking space, even the fintech space, like we're all seeing transformational change. And I think everyone in the tech space overall is feeling, feeling the pressure of having to do more with less. And what I mean by that is, you know, things like AI, things like the venture space being kind of going through a transformation of its own, the valuations wearing the same that it were, you know, five years ago. And now he's making everything cheaper. So like it it's really about, you know, having the right team, small team, not hiring a bunch of people and then still getting to like millions of millions of recurring revenue, whether it's like homes and, you know, exactly. So it's really more about like building computational capital rather than like operations teams and all these sort of things. And it's crazy, man, like it's happening right now. And everyone is kind of in that like arms race in the sense you said before that you had to tropicals your card. What does that mean? Oof, well, this is a this is a usual term and a lot of Americans like to use, when you take certain models that, let's say, have been proven somewhat successful in other, let's say more mature markets, and then you bring it down and apply it to emerging markets, in this case Latin America, for for the tropical station term. But essentially what that means is I had to adapt that product into working with local regulation and how the market overall works. Right. Like and to be honest, I knew that I was starting in a, in a country where it wasn't as technologically developed, in terms of even like people that work in companies that know how to integrate these technologies, even though it's like super simple for, you know, anyone to integrate our services. The reality is that you have to break down a lot of like, not just regulatory barriers, but also, how people think fit, how people, become less risk averse into, like venturing into these sort of things. So it's really about that, right? Like it's, it's making something that has worked well in other countries and then adapting it for it to make sense and for it to work well in the country that you're operating in. Essentially. What are the limitations here in Panama versus like the US? What are those differences? Well, first of all is we don't have a fintech law. So for me, I knew that I was taking a big risk when I started, and I had to do everything really well from the beginning, like since there was no path in terms of how to follow rules, because at the end of the day, like you are providing financial services in some way or the other, right? Not directly, but in a way indirectly with partner banks and things like that. Like you've got to keep everything in order, man, because like at the end they were processing or managing people's but managing people's money. But at least your systems are right. So with that said, I had to follow and understand kind of where were the, let's say little like opportunity spaces in the banking law and how I could use the existing banking law into regulating a model that hadn't been seen before. And that's what I had to do, man. Like literally understand the banking law, read it, work with my team. And make it safe so that my customers would trust what I was doing. And then also, even banks will be comfortable and working with me. And then eventually, like after all that was formed, go up to the regulator and say like, hey, here I am, I'm operating. I want to become, you know, supervised. And that's essentially what I did. Like we ended up, having two registration numbers with the with the Banking Superintendency of Panama. We are essentially similar to what is almost like a e-money issuer and then a card issuer processor. And those kind of like the two ways in terms of how my companies is being supervised and regulated today. And that took two years to essentially get there. So, yeah, I guess in summary, that was what we did. And, and, and, and what had to be done to also leave like a good mark. Right. And I think that's kind of what we wanted to do is, is show the example of how things could be done when no one had done it. And then kind of leave the past behind in terms of, you know, how how these things should become regulated in this country without necessarily having to, you know, break your mind, creating a new law and things like that. Right. And I think that there's a lot of people that are kind of following a market, you know, they they are following an existing model, but it's a completely different process to go from 0 to 1 when you are literally reinventing the wheel. How did you methodically go about that? And like, how did you navigate that unknown to have a product, that you're like a visualizing, imagining the end goal. But how did you like create that process when there's no roadmap to follow? Whose hard manner? I guess. For me, what it helped was understanding what existed and then what I had to kind of transform or reapply. So I think for anyone that is trying to do that in whatever space, first thing you got to do is like, know the space that you want to build in. And it's funny because even friends from, from, let's say, college or whatever, when they knew I was starting and they were like, maybe, you know, thinking about applying to a fintech company and things like that, they would ask me, like, I want you, if I want to like, learn more about fintech, like, where should I, like, read like what? Like what? What type of references and things. Should I be, like, looking for? And he said, man, if you want to be good in fintech, learn banking straight up. Like that's what I said. And I think at the end of the day, like it comes to the what I was saying before fintech. Yeah, it's technology. It's things that you can learn the best way of learning. And so it's actually starting to do it or working at a place that's, you know, somewhat involved in that space. And that's what I did before. Like I used to work in payment processing. And that's where I learned everything with like visa, Mastercard, banking processes, how to like, settle money, all these sort of things. But what allowed me to then apply that knowledge into, you know, the tropical ization of the model here was actually understanding the banking law and how banks work and where the interest, you know, for bankers into like venturing into this model and how to manage the risk involved in, these type of business models. And that's kind of where it became natural to me. And being honest, it was like a lot of trial and fail man to be on like it wasn't perfect. The beginning, it took a lot of time. But I guess that's kind of the right formula, right? Like if you got to know, you got to know where you're competing, know where you're going to be, you know, hustling every day. And it's really about like, I guess, an evolution of yourself and your company. Right? Like you got to know your environment to then adapt to then evolve. Right. I think it's a lot like that. Like when you're doing that 0 to 1, you got to be the fittest to survive for. That makes sense. Yeah, yeah. Why? Like, how does the financial ecosystem work here in Panama? Why there's so many banks here. Oops. It's a mix of things. So you have a country that from its origin, even before it was a republic, already the gold from the California Gold Rush was passing through here. You literally have merchants and pirates crossing merchandise and gold through, like, the jungle back in the 1800s and whatever. Right. And when you look at a country like that, where it's been very commerce involved from its beginning, where it's in a way a rite of passage for commercial transactions, commercial interaction to cure. You have a country that's, you know, small. Yes, geographically, but it plays a big role in terms of how it works at a regional or even international level. And I think historically, that's what has positioned Panama into becoming, you know, I guess a big place in terms of how financial services are offered. Also a big part of it is the use of the US dollar, right? So because of that history, the canal, the US involvement in the canal originally, and how that was kind of a part of our history in terms of how we became a republic. That facilitated banks, even a lot of us banks, to be set up here for serving companies that were crossing the canal or, you know, companies that dealt with the cargo movement and all these sort of things. Interesting. And that allowed kind of create the base for, you know, a country in Latin America that offered a stable currency to operate in stable currency that allowed you to, you know, make transactions without the effects risk with other Latin countries or other, you know, countries outside Latam to move cargo or whatever. And eventually that created a benefit for just people to run businesses here, create businesses that served the local market, but also, you know, internationally clients or whatever that in some way or form have to do with Panama, not just from the logistic standpoint, but also from like a more financial. And we are, you know, an extension, a little bit of what a U.S. bank can offer. And the banking law was one was really good in that sense. That allowed kind of the financial services industry here to like professionalize to a level that's honestly pretty good. Like in terms of, you know, how you can, manage securities, U.S. accounts, like even, you know, but if you want to buy and invest in like, indexes, not just Nasdaq or like, the US, stock market, but like here, you have access to all financial markets through the banks that offer accounts here. Right. So not all countries in Latam have that. Right. And it it's in a way, you know, an access to you it to the US banking system without necessarily being in the US. So I think that's what like really made this kind of industry grow. But it's all because of like how Panama even began to exist. Right. And a lot of the role that we play as a country in, I guess, the overall, you know, both regional and international, sense of, of, of the type of country that we are. Right? We're a country that provides services not just locally, but really at an international and regional level, level. So, yeah, I guess, you know, if you want to do that, you need a good banking system, right? Right. So how did you get into all this? That's a that's a good question. It's a mix, man, I so I was born into an entrepreneur family. My father was a banker. I was pretty much raised in a way, to become a banker. And I always grew up with a chip of wanting to build something. Right? Like, almost almost what? It was expected of me, being an, you know, Latin American entrepreneur family, family business, right? Like, you, you you I, I was put to work for, like, started working when I was 15 and like, my dad gave me responsibilities, took me to meetings, like, really gave and and put me in that exposure to learn very quickly. And at the same time, I didn't necessarily wanted to do banking like I, I didn't want to follow, you know, the, let's say, classical route of, you know, going to college in the US, intern interning, you know, JP Morgan or Morgan Stanley, becoming an investment banker, working there for five years, then come back helping the family business or start or work on an investment bank here. Right. And that's like usually the usual route. And it's not necessarily a bad one, but I didn't see myself going through that, route. So I want to I knew I wanted to build something on my own. I like technology, I know much about it. I really kind of like when knee deep into it in, in, during college and like starting to learn about the future and how a lot of these technologies were going to affect, you know, different industries and things like that. Things like that. And because of their banking background and that interest, I eventually fell into working in payment processing. And that to me was kind of like my moment where I was doing something without previous experience, and I was doing it really well. And like really quickly it became natural to me. And I knew like, man, this is what I, this is where I kick ass. I think it was a little bit like that. So once I was, I was doing that, I figured out that I needed to build something in this space. Right. And that's kind of where, you know, I guess the rest of the story took me here. You said in the beginning or in the early days and you're like 15. Your dad was already taking you to meetings. What were some of those early lessons that you got from that early exposure to business discipline? And for sure, knowing that not every moment is good, not every moment is bad. And knowing that only your discipline allows you to go from the bad to the good or better. And Yemen, it was seeing my my dad work from really early age, being exposed to managing, you know, little things, but still having responsibility. I started working at, at a gift shop in one of the hotels that my family owns and, like, in the Pacific. So, like an hour away from the city. And I was I kind of in the middle of, of of working in the hotel, I found my way into doing something that was more interesting to me than just like going from department to department, because he really wanted me to learn about operations and like how things worked on a day to day basis. Right? Not just on like high administrative level. And I was bored, man. I was like, I'm not learning anything here. Like, this is already what I know. Whatever. You know, being a selfish kid. 15 and eventually I, I, I found my way into, like, learning that the gift shop wasn't producing money. And I guess that was kind of the environment. Like I had to find my way into doing something interesting, but still, like, complying with the rules of my family. Right? And like working in the summer. So I told my dad, like, hey, what if I run the gift shop and I actually make the gift shop profitable? And if I can make the gift shop profitable, you have to give me 10% of the earnings. And he was like, okay, do it. And dude, I was 15. I had to like, learn about, you know, how to deal with providers, how to like, why is this bathing suit not selling? Why? You know, people know old people like to buy Speedos, like, like literally things like that, right? And like, how much margin could I place on a pack of cigarets? Depending on the, depending on the clientele that the hotel was having in that time were like that for some curiosity. Canadians really like to buy like souvenirs and like how you had to. I swear to God, this is funny. But like, this is a reality, man. And this is what I was selling. Like one of the first things that I did, I just noticed that the snacks, were running out very quickly on a daily basis and in the gift shop. And what I noticed is that the employees like to buy the kind of, sort of like to buy the Doritos and things like that, that they couldn't necessarily get from, you know, the I guess, what was like the communal kitchen for the imposing hotel, because it's like a big resort with like 400 employees on site and things like that. And I was like, this is simple. I just have to, you know, order more Doritos, order more cans of soda. And like, I took certain things out and, you know, it took me like three months in that process. And I started figuring all this sort of making money, but doing that process at the same time, I learned that the girl that was working in the in the register was stealing money from me, and I had to fire someone like 16, right? Shit. So that's sick experience. It's crazy man, but like, it was, it was bizarre. What it was. It was great. You know, it under and made me understand, like negotiation made me understand. Like planning made me understand the like, you know, how to build an Excel sheet on your own to understand, like what assets you have in your company, how you're going to make money, how to also like be open to lose margin on certain things because you know they're not going to sell and you need to get out of it, right, or whatever. And yeah, man, I think running a store is like a really good, like, training, process for anyone who wants to, like, actually build a business. It's simple. It's not the hardest thing to manage. It makes money if ran well. And it's going to give you, like, that real life experience, right? Like selling to people, but at the same time, learning how to deal with providers, learning how to, like, literally fix things at the last minute, like, this is a funny story, but, so there was there was a, there was like a period in, in, during, summer where a lot of schools from Colombia were celebrating, like their, I guess, high school graduation. So you had like a month and a half of, of time in the hotel that was just booked with, like, high schoolers celebrating their graduation? No. Right. Yeah. And this is like, how large do you have no idea? No is insane. Like, and and it was like a big, like, tourism company in Colombia that, made these, like, package deals with us. And they had, like, right, like tornadoes and like, it was like a party, like 24 seven hotel. And I knew that like one of the things that made most money during that those weeks were cigarets. Right. Because like kids are, you know, in the pool, in the club open bar, 24 seven like they're smoking down cigarets like crazy, right. And I, I was like literally in a, like on a Friday finishing school or whatever. And the, the girl that ran the shop calls me and says like, hey, we only have one like big pack of it's called like a flame in panel. You know, the large bag that this on the airport that has like. Yeah, I think it's like 24 of them. A carton. And, here's like, we only have one carton. What are we going to do? The provider it's not gonna like doesn't have any more until like a week. I'm like, damn. Like that's that's money, man. You know, I can't I can't lose that. And I literally had to tell my dad, like, I need to go to a hotel. I need to restock, my cigaret inventory for this weekend where, like, all these kids are arriving. I'm not going to, like, go back home. So I went from school, I drove to the beach and I went, like, to every little shop across, like the beach towns around. And, and I was like 16, 17 man with like, a, like, cash. And I was literally telling the like, how many like, cartons do you have? We have six. Give it all. I literally ran and I came back, put all that stuff in my car, came back and like packed, you know, the the store with like 24 cartons. And I was set for the week and I sold out on all of them. And I it's like you have to it gives it gave me that like mindset of like, hey, you got you got to solve quickly, right? Or whatever if you have a problem like that. So yeah, man, I guess that's like a little funny anecdote. But yeah, those were the things that I was doing the middle high school. Yeah, it's a six story, an unbelievable exposure to get at such a young age. Like, yeah, you know, you're especially with a store. I think there's a lot of people that make emotional decisions, like running a retail store, but if you're really paying attention to the numbers, like it seems like you were, and making those data driven decisions like it's a super cool, like small case study to learn how a business operates. It is it is, I recommend it for anyone that has the opportunity. And, you know, it's fun and like, you know, there's little stories and whatever. And like having those, I guess, things to solve in that age. It was funny. Obviously I stayed the night, I partied right, like it was all bad. Oh yeah. Yeah. Final question. What do you think? You know, being involved in this financial ecosystem, and seeing the whole landscape. What is the coolest advancement or where do you see where do you find intellectual interest within the space? Like what's the most intellectually stimulating thing for you that's going on right now? Who? I'm going to say that at least three times a week. I'm thinking about stablecoins. That's kind of what is keeping me up at night. What is that? Stablecoins is is essentially crypto that's asset backed. Gotcha. That's why it's called a stablecoin. So things like Usdc, Usdc, they're essentially backed with U.S. dollar reserves. And it gives you like a 1 to 1 security that it's not going to fluctuate. Some of these stablecoins, you know, fluctuate a little bit, but it's like, you know, 1.00 12 for like a dollar and things like that, like very, minimal activity. Yeah, exactly. And the reason why I'm looking so much into it and learning into the space of it is because on the fintech side, a lot of a lot of what I do on a regular basis and, and, and companies and entrepreneurs in this space, they have to be thinking about it, man. Because structurally speaking, like it's not just about operating in the financial system. And then having an exposure into this world and kind of being a middleman or like a facilitator or an enabler in the middle. But now it's becoming more of like, okay, I got to be embedded into it, right? It's not just like I provide a service. And that said, no, it's like I have to start actually having operations in both sides of the, I guess, industry and really being an enabler that has everything embedded. And that is where I think it's the most fascinating, and where a lot of opportunity is going to come and it's going to change how transactions are run, how how payments settlements are done. How the cost of everything is, is being done, even like the automations that you can do, even like, you know, for treasury management and all these sort of things are going to become easier. So there's like so much in the space, man, that I can't tell you for sure. But like, you know, you have a company like stripe buying bridge for I think it was like $1 billion and bridges and stablecoin operator. And you have like one of the biggest spin processors in us buying a stablecoin company. So that says something, right? Like so they're thinking about it. I'm in a group with other wiki founders. And they were just talking about like, striped, sessions that were going down in San Francisco and literally had one of the founders of stripe talking about, like, stablecoins and AIS. What's next? And it's a mix of both. Like if you're not mixing that in some way or form, you're gonna get left behind and you're going to be left behind. Yeah. Right. So that's super cool. Yeah, I'm a newbie, but oh. Very interesting. Oh yeah. It was it was great talking about it. I know I get a little bit too technical sometimes. No. It's great. I like the technicality and getting into the granularity, that's like the best way to learn for me is to get, you know, first that bird's eye view, but then understanding how the different pieces are moving. And obviously, it's difficult to cover everything in a 30 minute conversation, but it inspires some, like curiosity within the space. That's good man. I'm glad we I was able to cause that effect. If people want to reach out to you or they're interested in your services, where can they find you? What? You can reach out to our website. W ww pay caddy That's paycaddy.com. You can find me on LinkedIn as well instagram or on the always and yeah, shoot me a DM on LinkedIn. I try to respond very quickly. Yeah. You can get in contact with me through that way. Oh, man. I appreciate you coming on. Always. Fine. Thanks. I'm.
