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Achieving sales growth in the fast-paced, ultra-competitive environment where many companies operate requires continuously adjusting and improving the systems that comprise the sales and marketing machine. With competing internal interests, as well as limited time and resources, prioritizing this work can be challenging—and poor prioritization can ultimately lead to waste, missed opportunities, or both.
Thankfully, there are a number of Lean-Agile tools for continuous improvement that work very well when applied to customer acquisition and customer experience. The more such tools your business has in its toolbox, the better equipped you'll be to identify priorities and eliminate waste.
One tool often used by Lean practitioners (though not technically from Lean Manufacturing) is what's known as the Theory of Constraints or TOC. The premise is simple: If a system operates without any constraints, it will generate value (the desired output or goal of the system) in increasingly greater amounts, indefinitely. But of course, no system ever operates completely without constraints. There is always a limiting factor, which when removed will unlock value until the next constraint is reached, and on it goes.
This methodology originates in the world of manufacturing, but it can be a useful tool when thinking about your customer acquisition strategy. After all, if the sales and marketing departments are responsible for manufacturing new customer relationships; then the Theory of Constraints can play an important role in prioritizing work and allocating resources.
Identifying Constraints
But what are we talking about when we talk about constraints? A constraint is any bottleneck in the process, any artificial ceiling that prevents your sales and marketing machine from working at maximum capacity. An outdated sales sheet is not considered a constraint but having no marketing assets for a new product launch is. Being temporarily short-staffed on your content team is not a constraint but having no content team or strategy could be.
Constraints can be separated into two main categories: Internal and external. Internal constraints can be further broken down into subcategories such as tools, data, assets, people, skills, policy, time, etc. The constraints in this category are typically within the control of the organization, and thus are actionable.
External constraints include things like the regulatory environment, competition, substitute products, third-party logistics providers, and more. These are important to consider and in some cases, you can influence them, but they're usually not as clearly or directly actionable. As such, the benefits of the Theory of Constraints framework are best realized when you focus on internal constraints.
Constraints and Customer Acquisition
How then can the Theory of Constraints apply to your customer acquisition strategy? Every company has a unique approach to acquiring and retaining customers, but the familiar AIDAS framework provides a good general understanding. AIDAS stands for Awareness, Interest, Desire, Action, and Satisfaction. Within each of these stages of a customer's journey, sales and marketing teams employ tools, tactics, and processes to help the customer move from stage to stage toward purchase and satisfaction.
As an example, a company may feel they aren't capturing enough qualified leads; this system is constrained somehow. They examine this system for capturing qualified leads from their website as a possible area of improvement. Their current strategy involves offering visitors to the site a free download of a white paper, in exchange for acquiring a customer's contact info. The constraint on the system for capturing these leads on their site may be that some visitors aren't interested in the topic of the white paper or perhaps visitors are interested in the white paper but are being asked to provide too much information and thus are abandoning the process. Or perhaps the white paper isn't being promoted heavily enough through offsite channels. Or perhaps the issue is something different altogether.
In this example, the TOC helps management to separate the "What," "Why," and "How." What system is being constrained? Why is it being constrained? And how can we break the constraint(s)? The Theory of Constraints doesn't provide answers to questions as much as it prioritizes questions and aligns thinking. It is a diagnostic tool that can effectively bring focused continuous improvement to complex systems.
This last part is key: Continuous improvement. In any system, when a constraint is broken, value is unlocked only until the next constraint is reached. As well, breaking a constraint in one system can apply additional stress to connected systems and expose additional constraints. Using our example above, if suddenly the website is producing twice as many qualified leads, the inside sales team may struggle to keep pace.
Achieving sales growth often requires developing, maintaining, and continuously improving complex interconnected systems. As complexity grows, managing your systems becomes an engineering exercise. And thus it stands to reason that tools from the manufacturing world can become very useful. At Lenses and Levers we understand this, and our toolbox is full. We'd love to chat with you about some of the constraints that may be impeding your systems, and to brainstorm some ideas for breaking them. Reach out to us if ever you'd like to talk.


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MIAMI–September 4, 2019–NovoPayment, a Visa Ready fintech partner and leading banking as a service (BaaS) enabler of digital financial and transactional services, today announced that they can now scale the deployment of Visa Direct for instant payments, P2P and P2M payments, account-to-account payments, fast funds and mass payouts, as well as the use of Visa Token Services. The measure currently provides issuers, acquirers and merchants improved time-to-market in the adoption of key Visa solutions via APIs.
"The new API delivery models enabled by NovoPayment provide Visa's clients and partners another means of adopting key solutions and embedding them into new use cases," said Ruben Salazar, Senior Vice President of Products and Solutions at Visa Latin America and the Caribbean. "This is particularly important for the growth of Visa Direct in the region, which has the potential of truly transforming the way funds are transferred amongst consumers, businesses, and governments in Latin America," he added.
As a Visa Ready fintech partner and certified Visa Direct and Visa Token Service provider, NovoPayment extends Visa's capabilities into emerging payments use cases such as digital account origination, super wallets, and instant and proximity payments via easily consumable APIs.
"Our ability to provide modular or full-stack capabilities, and the combination of our more than 100 APIs with others from Visa, streamlines the creation of new value chains, providing a better experience for issuers, acquirers and digital merchants," said Anabel Perez, co-founder and CEO of NovoPayment, adding, "Digital payments via Visa Direct and Visa Tokenization Services is a major time-saver and critical component of providing the kinds of frictionless and secure payment alternatives that today's consumer and commercial customers demand."
These developments are part of Visa and NovoPayment's strategic partnership agreement to accelerate the adoption of digital payment solutions and create new commerce experiences in Latin America and the Caribbean.
About NovoPayment
NovoPayment, a category leader in the area of Banking as a Service (BaaS) platforms, enables digital financial and transactional services in support of varied use cases. The company's bank-grade solutions use APIs and other flexible delivery models to help banks, financial institutions, merchants, networks, marketplaces, neo banks and other financial service providers to leverage their existing systems to generate new deposits, transaction streams and customer experiences. For more information, visit novopayment.com and developer.novopayment.com.
Juan Sanchez, 305-372-8695
As originally published on Forbes.
According to KPMG, fintech has established itself as one of the fastest-growing sectors over the past decade, with global funding reaching $111.8 billion in 2018, up 120% over the prior year. And, as the sector grows, people are naturally finding fintech startups touching everyday life in more ways than realized.
Like hidden figures inside a picture, many of today's fintech companies are tucked away and out of plain of sight, yet material parts of the larger portrait of present-day financial services. These organizations are helping transform once complicated and time-consuming routines to improve customer experiences, creating unprecedented network effects.
Meet The Fintech Enabler
Initially, fintech startups were largely seen as competition for traditional financial institutions and threats to their market share. However, in practice today, fintech companies are also a core force driving innovation deep within the financial industry, not just as head-on competitors, but as collaborators that enable others.
As it happens, collaboration between fintech providers, traditional financial players and other fintech companies is now the norm, a key catalyst of the financial and payment industries' changing landscapes. Rather than neatly grouped, distinctive camps working against one another, what has developed is a far richer and more nuanced fabric.
More Interesting Than Many Realize
This development means that individuals and organizations are interacting with a lot more fintech providers on a day-to-day basis than they are probably aware of, and would have far different experiences were it not for the fintech enabler hidden deep in the background of the bigger picture.
To illustrate, here's a look at some of the invisible players that work to enable other services consumers have grown accustomed to:
Apps: Do you know what goes great with online shopping from the comfort of your home? Having your dinner delivered and errands handled. Do you see Postmates bringing a meal to your neighbor's doorstep? And look — there's the TaskRabbit you ordered to assemble your new shelves arriving by Lyft. What do they all have in common? You guessed it. A common fintech enabler. All of these companies use Stripe to fuel an on-demand economy that's delivering convenience.
Challenger banks: In the UK, where open banking laws have been in effect for a more than a year, challenger banks have found a natural fit partnering with fintech companies to address market segments considered underserved by larger traditional players. One such example is Starling Bank. The mobile digital bank was launched in 2014 and granted a banking license by the Bank of England in July 2016. Since then, it has created an extensive financial services app by partnering with fintech providers for personal finance capabilities (Yolt), payments (Tribe), loyalty and rewards (Yoyo), and wealth management (Moneybox), to name a few.
It's In The Details
The truth is that most of the companies that rely on fintech collaborations and integrations do it for the simple fact that it allows them to focus on their strategy, which in turn helps their ability to scale — in some cases exponentially.
But, what are they doing exactly? Are they helping to create new digital accounts, assisting compliance or supporting the massive number of payments on-demand companies need to make? Yes, yes and yes. Today's fintech companies are changing all manner of banking as a service, from account origination to how institutions handle know-your-customer requirements, secure transactions and mass payouts.
Achieving a better understanding of the spaces and roles occupied by today's fintech enablers requires pausing and taking a closer look. It's like approaching a painting to appreciate the techniques an artist used to achieve a particular effect. Yes, I just used art as a metaphor for today's financial services. I guess the world is indeed full of surprises.
As originally published in PYMNTS.
A decade is a nice, round number — a convenient marker for what has come and what is coming. We as humans tend to measure our lives in decades, referring to ourselves as children of the '60s, perhaps, or pining wistfully for the synthesized pop sounds of the '80s.
In payments, 10 years is a long time — where everything can change, and where once fanciful notions can become ubiquitous new ways of transacting. That said, we are now at the six-month mark of 2019, and a new decade looms. Call it the sunsetting of the 2010s, an opportune time to preview everything from eCommerce to artificial intelligence (AI), from A to Z — here, we can term it APIs to Zelle.
To get a sense of the most significant seismic shifts that have pushed payments innovation inexorably ahead through the past 10 years, as well as what lies over the horizon, PYMNTS queried 29 C-level executives with a collective thumb on the pulse of innovation. Each of these men and women were asked to name the single, most important innovation that has had a ripple effect through the ecosystem. The answers were varied, spanning from blockchain to instant payouts.
The particular innovations spotlighted were varied as well, tied to, say, consumer-specific or B2B-specific cases. However, common threads that ran through the tapestry lie with technology's transformation, marked by speed, intelligence and mobility.
It can be argued that the consumer experience has been leading by example through the past few years, giving merchants and financial institutions a roadmap of what to do and what not to do when it comes to satisfying demand and creating as frictionless a commerce experience as possible.
The flip phones of earlier in the millennium are, largely, a memory. Now, smartphones can help one shop whenever and wherever, transacting by tapping. Machine learning and AI can help merchants tailor relevant offers, real time and in context.
Technology has also proven invaluable in the ongoing fight against fraudsters, who are increasingly moving online, as consumers are doing the same. One laggard has been catching up a bit: B2B, where the paper chase is becoming a bit more streamlined and digital as transactions move across borders, currencies and time zones. No matter the application, risk analysis is crucial, especially in an age when know your customer (KYC) is as much a mandate as it is good business sense.
If there is one constant in innovation, especially payments innovation, it is that it's constantly evolving. We may look back on the relative clunkiness of what went before and chuckle, and say it was "obvious" that we'd wind up where we are now, given the road we've traveled. Past is prologue, as they say, even if it is not a specific predictor. Hindsight may be 20/20, but it's crucial as we get ready for 2020. Read on.
The Decade of the App
By Anabel Perez, CEO and Co-founder, NovoPayment
Reflecting on the previous decade in the payments space, it's astounding to see how much we've been able to accomplish and innovate in only ten years. As end-users, we have much more control over our data, and how we share it to simplify our day-to-day lives. As merchants and retailers, we can accept payments and pay our employees easier than ever. And as financial institutions, we're able to streamline processes, remove bottlenecks and facilitate payments in ways our predecessors would have never imagined. And none of this would have been made possible this decade, if it was not for the rise of the smartphone and mobile apps.
There's an App for That™
At the very top of this decade, Apple secured a trademark for their buzz-worthy phrase, "There's an app for that," (originally used in a commercial for their smartphone), and today, with 3.9 million apps available for download between Apple and Android's app stores, the phrase has never rung more true.
The mobile app world has in fact become an entire ecosystem, supporting billions of smartphone users, millions of developers, and a laundry list of businesses (both big and small). And while this advent brings unprecedented information, entertainment and simplicity to each users' fingertips, the infrastructure in place has also allowed us to take payments wherever issuers', acquirers' and merchants' dreams (and phones) may bring them.
Some key examples of how the smartphone changed the way we think about payments:
Decade of the App? Meet the Decade of APIs.
While apps and the smartphone have certainly introduced society to new possibilities for payments, what has propelled the industry to new heights and vistas, and will continue to do so? APIs.
About half way through this last decade, we witnessed companies like Airbnb and Uber focusing on improving daily user experiences and services on the front-end, while relying on APIs to address the payments required to facilitate these experiences in the back-end. This collaboration was able to support these companies' wide-scale growth and adoption without limiting the organizations to the traditional frictions associated with account creation, payment facilitation, accounts payable, etc. It's a model that's been able to be replicated and introduced possibility worldwide, for incumbent FIs, new kids on the block, and collaboration for all parties in between.
The power of APIs is the ability to provide greater business agility, facilitate innovation regardless of legacy software compatibility or tech silos, and offer deeper and more meaningful value than superficial innovation on the front-end. The middleware and orchestration that APIs offer today's companies, allow for digital transformation for payments that will continue to improve user-experience in all types of value chains. And I'm excited to see what new directions the industry moves in.
As originally published in PYMNTS.
It's not just technology that moves the world. Culture plays a huge role — as well as the sparks that often come from the tension when cultures clash. That promises to be the case going forward with Open Banking, as financial institutions (FIs) pick partners and proof of concepts.
Open Banking is a global effort that resets the relationships FIs have with FinTech firms, payment providers and financial service providers. To better understand the evolving landscape, PYMNTS caught up with Anabel Pérez, CEO and president of NovoPayment.
"For us," Pérez told Karen Webster, "Open Banking means collaboration between different parties."
Like any global, ongoing change (especially one that involves major economic players, and promises to alter the daily financial lives of consumers), Open Banking can still cause confusion and anxiety.
Open Banking Promise
The promise of Open Banking seems clear enough. Individual consumers will have greater control over how and where their financial and banking data is used, by whom and when. New technology — and partnerships based on that technology and data — will spark innovation in financial and payment services.
Open Banking, which launched in the U.K., depends on open application programming interfaces (APIs), which allow trusted third-party developers to build services for FIs. The APIs are used to share bank data among various financial industry players, and should, ultimately, spur competition and new product development that benefits the end user.
That's where the culture clash can come in. Traditional FIs — the long-standing custodians of their customers' funds — are to work with startups and other companies to develop these new products, and otherwise satisfy the desires of consumers who have grown accustomed to using mobile and online technologies to access, move and manage their money.
Banks need to play their part in "building new value" for consumers and FI clients, Pérez told Webster during the PYMNTS discussion. That means collaboration — lots and lots of collaboration. A collaborative relationship under Open Banking, she said, might include, say, a retailer, a bank and an insurance company, all of them providing a kind of cross-discipline value to consumers that will make for more efficient commerce, payments, disbursements or other transactions.
Role Of APIs
The facilitator of that new value, she noted (the matchmaker, perhaps), is the API. Under Open Banking, the APIs help with the job of essentially aggregating and creating new services.
However, with traditional FIs being traditional FIs (long-standing businesses that have very specific jobs, and have worked over years to win customer trust and loyalty), there is a legitimate concern on their part about so much data sharing — and, potentially, about consumers. Not only that, she said, "but some banks don't seem to clearly understand what they are trying to do." To drive home that point, she compared some banks to an ostrich with its head in the sand, avoiding action.
Resistance to Open Banking, at least in her view, is coming from a variety of places, including the U.S. "The decision process could be faster," she said, underscoring how Open Banking is also about making choices — such as what innovations to pursue, what partners to seek out and accommodate, and what technologies to focus on.
Despite the Open Banking anniversary, and the progress made so far in Europe, "decision-makers in many banks are really uninformed about it," Pérez said. "Banks forgot the agenda of going global, and are now having to rethink that agenda because they can create" innovative, consistent products and services across markets via APIs.
Ahead Of The Curve
Not all players in financial services and payments are so reluctant about Open Banking, though, she said. The big, global payment card networks seem to be keeping up.
Indeed, earlier this week (June 4), Mastercard launched its latest initiative centered around the changes, a program called Open Banking Solutions. The new Mastercard offering is designed to support Open Banking efforts in four areas: connectivity, security and compliance, dispute resolution and consulting services. The service is, for now, focused on the U.K. and Poland (underscoring how Europe and its regulators led the push for Open Banking, and the associated PSD2 regulatory regime).
In addition, according to Pérez, Latin American banks seem to be relatively ahead of the game when it comes to Open Banking. "Maybe that's because of the influence of Spanish banks there," she told Webster.
Yet, what Pérez doesn't see yet when it comes to Open Banking — at least, in general — is "clarification of the concept" among stakeholders, which can influence how regulators treat this emerging space of payments and financial services innovation. That clarification will have to come, in large part, via consumer buy-in to the concept, which depends on innovation products and services, and making that happen will require the sharing of relevant data.
For all this to occur, banks must assess this new world — the new relationships, and the new culture of innovation under Open Banking — and, basically, loosen up. That seems a big part of it, at least in hearing Pérez talk about the Open Banking landscape. After all, the promise is not only new products and services, but the ability for consumers to "immediately connect" with all their financial and payment services, with much less friction than is the case now.
As originally published on PYMNTS.
A customer looking to open a new bank account is often in for a somewhat bumpy process. There are a lot of redundant forms and, in some cases, a few venue changes. For example, the process might start online, but then the customer is forced to visit a physical branch to verify their identity. It's an omnichannel experience of sorts, and not the good kind – more of a funhouse mirror version, where the customer is forced between channels, instead of flowing between them by choice.
Onboarding on the whole, as most consumers experience it, is a cumbersome process that turns consumers off, NovoPayment CEO Anabel Perez told PYMNTS in a recent conversation – but it doesn't necessarily have to be that way.
"Customer acquisition is a great example of a case where any FI can overcome the relevant challenges," she said.
The key, Perez noted, is tapping into the expanding world of API offerings and building new secure connections and value chains. Processes that today are friction-filled and full of uneven handoffs between digital and physical channels, she noted, can be streamlined, digitized and smoothed into something that stops taking away from the customer experience and starts actively adding to it.
"An API can connect different processes to streamline the delivery of services and improve and elevate the customer experience," Perez noted. And from that starting point, she added, FIs can start really leveraging their API building blocks to continually enhance that customer experience across their banking relationships.
Onboarding as a Competitive Advantage
An API-based onboarding eliminates a bad experience for both the customer and the FI. Previously, the consumer was more likely to be trapped in something tedious and rigid, while the bank was stuck with a high-cost process that earned them more irritation from their customers than anything else. The API-based streamlined process essentially puts channel control back in the consumers' hands, while offering up more automated options. Instead of a physical appearance at the branch, for example, an API can capture and verify information like phone data or scan a "selfie shot" as a method of authenticating consumers – no physical appearance is required, but their identity is still securely confirmed.
"That gives the bank an increased ability to retain that customer," Perez told PYMNTS, noting that smooth, streamlined processes tend to be sticky for customers. Moreover, she noted, that better experience is actually more secure, because in building an online onboarding experience, the FI is forced to create an automated and fully documented AML/KYC process.
"Because there is no way to get outside the process, there is no way to skip or miss a step," she pointed out. "In using APIs to automate the process of creating a new customer, all the norms and procedures can be executed in regard to 'know your customer' and in the prevention of money laundering. It also creates the records in real time that those processes were managed."
Moreover, Perez noted, apart from being safer and more secure, API-enhanced onboarding also serves as a starting point for deeper and greater engagement with customers once that new account has been created.
"This is also a place to gather important information that may help you to immediately and contextually offer additional products to cross-sell," she said. "That helps our client banks engage their customers and significantly reduce their cost of sale."
Doing More
Embracing APIs for onboarding or otherwise isn't always an easy decision from an organizational perspective, Perez noted. It requires a deliberate, organized effort on the part of the bank to provide the conditions for success – and that effort has to come from the top of the organization, and be pushed hard and consistently by "internal champions."
As Perez pointed out, most FIs are not of sufficient size and scale to do this all on their own, so will need to forge partnerships with trusted, third-party technology operators and develop a clear vision of their goals. Getting that much internal and external support isn't a small effort.
The good news, she said, is that in many ways, the operational challenges outstrip the technological ones. What can be done via API to streamline and strengthen the customer journey – for onboarding and beyond – is much larger than what is being done.
For most FIs, the main challenge right now is finding the first step – taking on that first consumer issue, like onboarding, and putting the API building blocks, necessary middleware and orchestration in place to address it. The journey of a thousand miles begins with a single step, Perez said – which means they need to start with a customer's problem or project, and then solve it.
"They need to get a quick win and learn from it – and learn to build on that," she said.
From those starting points, FIs can start taking those API building blocks they put in place for one solution, and start building the infrastructure, or utilizing Banking-as-a-Service platforms to solve a range of pain points within their consumer relationships, without having to overhaul their legacy systems or break the bank.
As originally published on PYMNTS.
One decade draws to a close, the next one looms. Only a few months into 2019, the year is already shaping up to offer a bit of a watershed in how we pay and how we get paid.
The headlines may trumpet the size of multi-billion dollar deals, as Fiserv links with First Data, and FIS gathers Worldpay into its fold.
As the 2010s roll off into the 2020s, the fact remains that technology is blurring the lines that used to exist before the (continuing) digitization of commerce. Along with this trend, as transactions between firms, between people and all the permutations thereof span currencies and timezones, a few guideposts stand out: Everyone wants more speed, better data, mobile movement of money and, of course, security is paramount.
PYMNTS queried nearly two dozen C-level executives from companies at the forefront and intersection of technology and innovation. Here, you will find insight into what's next, but also what we need to leave behind. The password is passé, the machines are learning, the data is big and getting bigger. Above all else, said several respondents, trust matters more than ever.
How to get there remains a matter of debate, and is a driving force behind innovation. Some of the executives we spoke with pointed to new ways to establish digital identity as among the biggest innovations on the horizon worth pursuing, perhaps through the use of distributed ledgers or biometrics. Others said the digitization of commerce, with an attendant move toward omnichannel, will drive change in the decade ahead.
As always, in payments, the one real constant is change. Read on to see what's top of mind as we go "out with the old and in with the new."
As originally published in Forbes.
While the word "FinTech" may often be on many people's lips and minds these days, the truth is there's still a bit of uncertainty and ambiguity about the different types of players, and even what constitutes a FinTech company. Part of the problem is a tendency among many of us to want to see things in binary and mutually exclusive terms. Head-to-head competitors. Winners and losers. It's done this way or that way.
With that in mind, I've set out to describe what I, and others in the industry, widely consider the principal types of FinTech companies and how they interact.
What Makes A FinTech Company?
Financial technology, as the word derives from, often brings to mind images of young startups providing financial services directly to customers, usually with a greater degree of convenience. One typically imagines them as agile disruptors in direct competition with slower incumbents.
In reality, many incumbents today are themselves innovating with the help of FinTech companies that work behind the scenes via application programming interfaces, banking-as-a-service (BaaS) and other delivery models, enabling all manner of institutions and even peers, to remove frictions and provide opportunities that may be just beyond their technical and geographic reach.
Technology Or Services?
Herein comes the first and most important distinction we can make: Do FinTech companies provide technology, or do they provide financial services to an end user? This is becoming a hotly debated issue, but one that, at least in my mind, is fairly straightforward. Both are FinTech. The difference is that some enable financial services through digital platforms and others employ those technologies to offer services in a more direct fashion to a final customer.
The fact that a technology provider may deliver its product under a service model does not mean it's providing financial services. For example, Plaid is a technology provider, and Venmo is a services company. The latter, as it happens, uses technology from the former to verify bank accounts.
The Many Faces Of FinTech
Indeed, the rise of FinTech companies has created new business models, applications, processes and products across many categories. Let's take a closer look and try to illuminate some of these in the context of practical activities.
• Banking
This is perhaps the most misunderstood area of FinTech, and it's no surprise. That's because the term banking itself conjures up a range of activities in people's minds and is something that in most countries only a highly regulated and licensed entity (i.e., a traditional bank) can actually do.
For this reason, I would argue that there are few pure banking FinTech companies. Instead, there are various organizations participating in different parts of the banking value chain (e.g., streamlining the opening of accounts and getting money from pocket A to pocket B). Implicit in this concept, and a fact often lost among many observers, is the participation of a licensed entity somewhere along the chain.
The exception to this rule, and a very important one, is hybrids. These are technology companies that actually own and operate a banking entity, like GreenDot in the United States and Germany's solarisBank. They are the most uncommon species of FinTech and for good reason: Few technology companies have the fortitude to operate a bank or a business model to justify one. What the majority of FinTech companies do is enable banking-like activities either directly or indirectly with banks.
• Lending
Digital lending is another category in the FinTech space that's bringing customers greater convenience and choice. Loan origination software today allows companies and customers to apply for and receive personal, car, mortgage or commercial loans without entering a bank or credit union. Here, too, due to regulatory frameworks regarding the kinds of entities permitted under law to issue and hold loans, FinTech companies typically work as part of a value chain where they can be disruptive. For example, they can act as faster brokers and deliverers of loaned monies.
• Insurance
Another area is insurance. Today's InsureTech companies often rely on data science, such as sensors or wearables, to offer customized personal, home, car and life insurance using artificial intelligence (AI). They also use the internet of things (IoT) and real-time information gathering to identify and control risks, while also offering dynamic solutions and pricing based on unprecedented access to data.
• Personal Finance And Investing
There is also a category of FinTech focused on helping consumers make better decisions for their personal finances. This often includes comparative tools to select their next credit card, loan or insurance. In this space, there are also tools that help individuals manage their personal investments portfolio with automated investment recommendations or robo-investing.
• Payments
One of the most popular FinTech segments is payments. This branch allows people to send money to one another without necessarily using traditional bank channels and make instant payments to one another, employees and vendors. This technology also enables companies to rapidly scale business operations without the need for traditional payment infrastructures. Consider Uber, Lyft and Instacart — all are able to operate digital payments for payroll and procurement, eliminating the time lag as the money moves from consumer to business to employee and so on.
• Others
FinTech companies participate in some form or another in just about every category within the financial services sector. Even beyond the list above, you can find FinTechs within cryptocurrencies, blockchain, and even crowdfunding and taxes. This list is as diverse as financial services themselves.
Some of the misunderstandings about FinTech has to do with the sheer breadth of the category, for sure, but probably more to do with the fact that few organizations publicly disclose and explain the complex cooperation that is actually taking place behind the scenes, instead simply referring to "ecosystems" and different participants. The truth is that we're living in a much more interesting and collaborative world than we ever could have imagined. FinTech companies are no exception and operate squarely in that world.
As originally published in PYMNTS.
Consumers take a somewhat binary view of the features and functions that come packaged as innovative: They either believe those innovations can solve problems and, therefore, embrace them or the consumers go somewhere else that offers legacy features and functions.
Those consumers also don't care about the efforts required to make those innovations valuable — only that they are, indeed, valuable.
Things aren't so straightforward for those who create those innovations — which, as NovoPayment CEO Anabel Pérez told Karen Webster in a recent conversation, is a challenge for many banks in the Americas to fully grasp.
"Many banks [in that region] choose to work primarily on the surface, emphasizing the app layer," Pérez explained. "The focus is correctly on the customer experience (for example, improving onboarding and presenting information so that it is more user-friendly), but they can also take a different, deeper approach."
Pérez said that banks are starting to understand the benefits of "connecting the dots" to the functionality that lies beneath those user-friendly interfaces, allowing them to create more consistent, seamless consumer experiences over time.
Application programming interfaces (APIs), Pérez added, offer another approach. Plugging into a series of one-off APIs that connect with legacy systems is great for quickly enabling functions, but some banks may want to optimize down yet another layer, given the ever-expanding number of interfaces and channels they may need support with features and functions that consumers and businesses value.
Innovating in that layer can come by way of an end-to-end, Banking-as-a-Service (BaaS) platform that powers these experiences — the "invisible engine" that enables banks to integrate into an expanding and transferable digital ecosystem, without having to wholesale redesign their legacy systems or choose a roadmap of endless superficial improvements.
Beauty In Banking Is More Than Skin-Deep
The problem with mainstream banking in the Americas right now, Pérez told Webster, is that bankers both get and don't get the pressure to modernize their consumer and commercial offerings. They acknowledge that they aren't innovating as fast as FinTech firms, they want to stay relevant and they can feel the pressure of moving slowly in a world that is all about speed.
However, as they seek guidance on how to move faster, she noted, they realize that they may only be scratching the surface when it comes to addressing consumers' ever-changing preferences for touchpoints and interfaces.
"Some bankers in the Americas, even those who are mobile and digital contemporaries, still believe the best way to provide the right customer experience is through branches, ATMs, web interfaces or even mobile interfaces," Pérez pointed out.
That way of thinking, she said, lacks an appreciation for what is needed to stay relevant: connecting those individual interfaces on the front end into a single, seamless back end. That's how a bank goes about offering a digital experience that isn't just beautiful (i.e., in a well-designed app with a smooth user experience), but functions across all the relevant moments and channels its customers want to use.
Delving Deeper
Bank executives, Pérez noted, are waking up to this reality. They understand the experience they want to offer, they see the FinTech partnerships they'd like to make and they are running up against a reality where they often can't do what they want to do with a single approach. They want to do things like aggregate consumer data across channels or enter collaboration models with other players, but they find their legacy systems just "can't connect the multiple systems needed to provide services in a unified way."
Just pointing them vaguely in the direction of a "Banking-as-a-Service platform" isn't really helpful because the definition of that term varies quite widely, depending on where one is saying it. The term means something different in Europe, the U.S. and Latin America, Pérez said, "and then regulators in any of those places may use the term differently still."
NovoPayment, she noted, uses the term to describe its modular approach, offering flexible delivery models from an end-to-end open platform that can "provide the complete full stack of a modern open bank, without being a bank," down to consumable APIs. She noted that Legos are often used as a metaphor for APIs — how they work in financial services as little pieces that institutions can use to build complete sets of service offerings. Pérez believes it is a good metaphor, but noted that it often overlooks a reality: Lego sets come with instruction manuals that tell the users how to build a set. Without those manuals, one could have a messy pile of Legos and not a lot of direction.
"You may need someone to help you assemble the pieces or help you see other options," she said.
An end-to-end BaaS solution can pull out the pieces (APIs) that its banking partner needs, and assemble them invisibly on the back end into something coherent and applicable in other places. A lot of things that pass as a BaaS platform, Pérez noted, are actually closer to third-party API networks: The pieces are there, but there is a lack of the building expertise needed to build a functionally robust back end.
It's not always a difference that is easy to explain, Pérez told Webster, but it's one that banks are becoming increasing receptive to understanding, as pressure mounts in the global financial services sector to keep up with rapidly innovating FinTech firms.
"We position ourselves as a FinTech, and as an enabler that allows our partners to provide a full range of services that can be configured in different ways and countries for different use cases," she said.
It's a complicated process that requires NovoPayment to operate a full platform stack, and to be integrated and tied into original data sources, Pérez noted. However, that's what is necessary to enable a range of banks that may be looking for a robust front-end offering or a complete and flexible back-end to support it.
It's about the services banks can offer their customers, she said, but also about the services they might want to offer other financial services players. That might mean banks enabling FinTech providers in a certain sector to capture all that data on money flow, she explained, but banks need to be enabled on the back end by a platform that can turn on those lights in the background, in a way that using APIs makes sense.
"Banks that sit on an Open Banking platform are better able to provide services in the way they need, in order to compete in the long run against all new participants in the financial services space," said Pérez.
As originally published on PYMNTS.
NovoPayment, an enabler of digital financial services, announced Wednesday (November 28) the expansion of its Developer Hub to include new partner-integrated application protocol interfaces (APIs), enterprise customer functionalities and an enhanced user experience.
In a press release, the company said its Developer Hub is "the first bank-agnostic portal of its kind offering resources to software developers seeking to build new payment and financial service solutions, enhance existing products and accelerate their initiatives." NovoPayment said the various API combinations form the key building blocks to enable use cases such as digital account origination, mass payout, instant issuance, and the creation of settlement accounts for merchants, among others. In addition, its underlying platform provides access to more than 50 network integrations across six markets and an ecosystem of more than 1.6 million end-points.
"This latest expansion of our portal further solidifies our commitment to helping developers and other innovators within banks, financial institutions, acquirers, fintechs, gig companies, and other organizations to collaborate, join value, remove end-customer frictions and gain time to market," NovoPayment CEO Anabel Perez said in a press release announcing the enhancements.
The most recent ones include APIs that are back-end integrated with functionalities from companies such as Visa, Facebook, LexisNexis and other national identification systems. The company said it saves developers time required to certify on various systems to enable digital financial services. Another enhancement improves the user experience by including fully optimized mobile-first UX, support for retina-display ready devices, and refined API documentation. NovoPayment said the improvements help developers work more comfortably and efficiently while using the Developer Hub. With the release, NovoPayment said it now offers more than 100 APIs addressing a diverse range of Latin American geographies and verticals. The company's APIs are available in a sandbox mode for the purpose of testing and experimentation prior to deploying in a production environment, it noted in the press release.
MIAMI – November 26, 2018 – NovoPayment, a leading enabler of digital financial services for the Americas, today announced the expansion of its Developer Hub including new partner-integrated application protocol interfaces (APIs), enterprise customer functionalities and an enhanced user experience.
NovoPayment's Developer Hub is the first bank-agnostic portal of its kind offering resources to software developers seeking to build new payment and financial service solutions, enhance existing products and accelerate their initiatives. The company's various API combinations form key building blocks for enabling market-relevant use cases such as digital account origination, mass payout, instant issuance, and the creation of settlement accounts for merchants, among others. In addition, its underlying platform provides access to more than 50 network integrations across six markets and an ecosystem effect of more than 1.6 million end-points.
"This latest expansion of our portal further solidifies our commitment to helping developers and other innovators within banks, financial institutions, acquirers, fintechs, gig companies, and other organizations to collaborate, join value, remove end-customer frictions and gain time to market," said NovoPayment CEO, Anabel Perez.
The most recent enhancements include:
With this release, NovoPayment now offers more than 100 APIs addressing a diverse range of Latin American geographies and verticals. The company's APIs are available in a sandbox mode for the purpose of testing and experimentation prior to deploying in a production environment.
About NovoPayment
Miami-based fintech, NovoPayment enables digital financial and transactional services via a cloud-based, bank-grade platform that supports varied mass disbursement and collections services. The company helps banks, financial institutions, and others throughout the Americas to leverage their existing systems and services to generate new UX, deposits and transaction streams. For more information, visit novopayment.com and developer.novopayment.com.
Press Contact:
Juan Sanchez


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Bayern deserved Champions League exit – Kovac
Bayern Munich head coach Niko Kovac said his side were deservedly eliminated by Liverpool in the Champions League last 16.
It was a night to forget for Bayern at Allianz Arena, where the Bundesliga champions suffered a 3-1 second-leg defeat to Liverpool on Wednesday.
Following last month's scoreless stalemate on Merseyside, Bayern were no match for Liverpool – who condemned the German giants to their earliest European exit since 2010-11.
Speaking afterwards, Kovac told Sky: "We had a strong opponent and we have to congratulate Liverpool and Jurgen Klopp.
"They were better in these two matches and we deserved to lose. The opponent attacked us very high and left no spaces, that made it difficult for us.
"On top of that it was not our best day. Liverpool are a top team in Europe and they showed us our limits."
A tough night for all of us. Your fantastic support makes it a little easier #MiaSanMiapic.twitter.com/qzAuvcGZYH— FC Bayern English (@FCBayernEN) March 13, 2019
Bayern conceded first at home, with goalkeeper Manuel Neuer caught out on the edge of the penalty area as Sadio Mane put Liverpool ahead in the 26th minute.
A Joel Matip own goal 13 minutes later restored parity for Bayern, however, the hosts were swept aside in the second half as Virgil van Dijk and Mane led Liverpool into the quarter-finals.
Asked about his involvement in the opening goal, Neuer said: "I wanted to stand right ahead of Mane, but his first touch was superb. If he does not control it perfectly, I am there [to take the ball]. Then he makes a great move.
"If I stay on the line he can run at me one on one. I can see why people think I did not look to good. Still, Mane did it really well."


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Unmissable London Exhibitions
Hector Campbell is our Curator At Large. This means he's out and about visiting the best galleries and the latest exhibitions. Hector always has his eye on the latest and greatest art world news and he's here to give you exclusive access.
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Harriet is a London based abstract artist, working with acrylic and mixed media on paper. We ask Harriet about her concepts, style, sources of inspiration and process. Read on to find out more.
Must-See London Exhibitions This May
Hector Campbell, our new Curator at Large, has his eye on the latest and greatest contemporary exhibitions, and he's always on the lookout for promising up-and-coming artists. If you're in search of your next art fix, here are current London exhibitions that Hector recommends.
Start Spring with These 4 London Exhibitions
Our Curator at Large, Hector Campbell, has been scouring every corner of London to find the best up-and-coming artistic talent. Hector's recommendations take us to Annka Kultys Gallery in Hackney, Freelands Foundation in Primrose Hill, Assembly Point in Peckham and The Dot Project in Holland Park.
Joe Hesketh | A 21st-Century Woman
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Christmas is just around the corner, and you will have your bundle(s) of joy to entertain and keep busy for roughly a month. Thankfully, here in sunny South Africa, we have beautiful hot weather over Christmas so there are plenty for the kids to do inside and out.
Here are just a few fun kids activities to do to keep them happy and busy that won't break the bank and will keep their creative juices flowing.
For image credits and original images visit Pinterest


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Published at Wednesday, 18 September 2019. Wedding Ring. By Xavier Flamand.
For a woman the wedding band is mostly designed to match the ring as mostly they are worn together on the same finger. Design of the wedding band compliments the engagement rings. Some women also choose to wear the wedding band on the ring finger of the other hand or even the pinkie finger. An engagement ring is generally that hogs the most attention, though you might look forward to choose a larger wedding ring, as after all it is the bigger celebration. Both can be bought together as a set, some women also choose an enhancer as a wedding band, it's meant to fit on or around the engagement ring and add to it's beauty.
Metal Choice. The three most widely used precious metals are yellow gold, platinum and white gold. Gold has always been the traditional choice, but its yellow undertone makes it a little tricky when it comes to coordinating it with clothing. White gold and platinum, with their silvery-white look are a better option in this regard. White gold is a cheaper alternative to the pricey platinum. When you buy metal bands, make sure you check the jewelry marking.
The retail jewelry business is in a state of flux as the online retailers are making it very hard for the brick and mortar retailers to compete. When the many expenses such as rent, electricity, parking lot maintenance and print advertising as well as staff costs are considered, most of these business owners must be very concerned. The online retailer has the advantage of operating out of a warehouse, doesn't need a fancy building or a huge parking area to make diamond ring sales. Once the website is set up it is ready to sell 24/7 his marketplace is open worldwide.
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Duration: 5 months
Location: Washington, DC
Owner: National Park Service
Size: 9,300 sf
HSU provided structural and architectural upgrades to the Carter Barron Amphitheatre - one of the National Park Service's performing arts centers. The amphitheatre was very much in need of repair and renovation, and HSU reroofed and reframed the promenade area. The roofing included the application of over 9,300 sf of two-ply, cold-applied, modified bituminous membrane.


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TRAN Committee Meeting
Notices of Meeting include information about the subject matter to be examined by the committee and date, time and place of the meeting, as well as a list of any witnesses scheduled to appear. The Evidence is the edited and revised transcript of what is said before a committee. The Minutes of Proceedings are the official record of the business conducted by the committee at a sitting.
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Minutes of Proceedings
At 12:01 p.m., the sitting was suspended.
At 12:06 p.m., the sitting resumed.
It was agreed, — That the draft report, as amended, be adopted.
It was agreed, — That the report be entitled: "Aviation Safety in Canada".
It was agreed, — That the Chair, Clerk and analysts be authorized to make such grammatical and editorial changes as may be necessary without changing the substance of the report.
ORDERED, — That the Chair present the report to the House.
It was agreed, — That dissenting and/or supplementary opinions be in Arial 12 point font, single line spacing, justified and be submitted electronically, in both official languages, to the Clerk of the Committee, no later than Monday, June 19, 2017.
It was agreed, — That, pursuant to Standing Order 109, the Committee request that the Government table a comprehensive response to the report.
It was agreed, — That a news release be prepared by the analysts and the Clerk, in consultation with the Chair, for publication on the Committee's website and for distribution upon presentation of the report to the House.
At 1:09 p.m., the Committee adjourned to the call of the Chair.


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Ultimate reign continues
Nigel B
Great turnout here at The Richard 1st. Fantastic to see a few new teams ready to be abused by the quizmaster. Once again the boys would pay the price for having such a large team. Tonight they lost two points and it cost them dearly as they would have tied with 'Ultimate Quizbee'. Both teams scoring an impressive 41 points. Well done 'Quizlamic State' for winning the bottle of wine for second to last place. Well done everybody tonight and thanks for joining in the banter.
See ya all next week.Disclaimer: Blog posts are written by our Quiz hosts. Any opinions or views expressed may or may not be shared by Question One Limited. If you feel the material here is inappropriate please report it to us so we may address it.
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Ultimate Quizbee scored 1st place @RichardFirstPub https://t.co/EAchkujJ80 #Greenwich @MisterGreenwich @Greenwichcouk pic.twitter.com/VefFbGtoMQ— Question One Quiz (@QuestionOneQuiz) October 18, 2017


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Can People In Heaven See Us?
by Rajkumar Richard
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'Can People In Heaven See Us?' is a complicated question. There are two possible answers to this question:
(1) People in heaven can see the occurrences on earth.
(2) People in heaven cannot see the occurrences on earth.
Both these answers invoke further complications.
If occurrences on earth are inaccessible to people in heaven, there may be no significant problems. But we could pose a question based on the parable of the rich man and Lazarus. If people in their afterlife, remember the catastrophic state of their loved ones on earth, they could be sad and disappointed.
If their loved ones on earth are either in horrendous pain or not saved, people in heaven could be sad and disappointed. But sadness and disappointment are not the attributes of heaven.
How could this predicament be resolved?
Similarly, if people in heaven can see the mayhem caused by evil on earth, would they not feel sad? If so, how do we explain the presence of sadness in heaven in light of hell, where there will be perpetual sadness? This problem is enhanced when we consider sadness in the presence of God - how can there be sadness in the very presence of God (cf. Psalms 30:5, 126:5; Isaiah 25:8; Revelation 7:17, 21:4)?
Therefore, this question is indeed very relevant to a curious theological mind or a serious student of the Bible.
A popular belief among many Christians is that the people in heaven would not know what is happening on earth. They thus justify their belief:
Pastor John Macarthur's teaching website, Grace to You, says, "Some teach that our deceased Christian loved ones can see us from heaven. They frequently cite from Hebrews 12:1, which says: "Therefore we also, since we are surrounded by so great a cloud of witnesses, let us . . . run with endurance the race that is set before us."
They interpret that to mean our departed loved ones watch us like spectators do in a stadium, seeing our every move and cheering us on. While that may seem comforting, we don't believe the Bible is really teaching that.
The witnesses in that verse are not modern-day loved ones, but the faithful saints in Hebrews 11 who lived victorious lives by trusting God. Those saints are witnesses to us because their lives testify about the value of trusting God no matter what hardships we face. They are active witnesses who speak to us by their example; not passive witnesses who watch us with their eyes.
Consequently, when we understand Hebrews 12:1 in its context, we realize that it doesn't really support the idea that our loved ones are watching us from heaven. Our comfort comes not from knowing they can see us, but that they can see Jesus and one day we will see Him with them as well-never to be separated again."1
Another popular Christian ministry, Gotquestions.org says, "The Bible doesn't specifically say that people in heaven cannot look down on us, so we can't be dogmatic. However, it is unlikely that they can. People in heaven are likely preoccupied with other things such as worshipping God and enjoying the glories of heaven."2
Even if people in heaven would not know the happenings of earth, there seems to be a possibility of sadness remaining in their minds, just by virtue of their memory of their loved ones on earth, especially if their loved ones are in pain or in the state of being unsaved.
How does the Bible resolve this predicament?
Let us consider the memory of the loved one who's in horrendous pain.
Perfect knowledge is a hallmark of the people in heaven (cf. 1 Corinthians 13:9-12). If the person on earth who suffers horrendous pain is saved (believes in Christ) or will be saved, then his loved one in heaven would be aware of this fact. Ergo, the person in heaven need not necessarily be sad for he knows that his loved one will soon be in heaven with God unto all eternity. The fact that his loved one is secure unto eternity is of invaluable worth, especially when it's equated with the temporary pain on earth. This knowledge is adequate to replace the possibility of sadness with joy.
The other possibility is more complicated. What if the person in heaven knows that his unsaved loved one is destined to hell because he will never believe in Christ? Would this knowledge not usher an immeasurable sadness in the person in heaven?
When people in heaven possess perfect knowledge, they would also know, for sure, what God has done to save their loved one. Thus they would know that God has done everything possible to bring everyone to HIMSELF – even their loved one. The knowledge that their loved one consciously rejected God in spite of God's every effort to draw this person to HIMSELF, would ensure an absence of sadness.
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Opening Becker Goodey in 2014 with her legal partner, Jessica Goodey, was the next key in the rise to becoming one of Las Vegas' legal elite. The small, powerful firm allows for personal, caring service some larger firms can miss, but brought more to the table than a one-lawyer practice. Both attorneys bring unique skill sets to the practice. This has allowed their clients to be well served with untiring commitment and relentless pursuit of justice. Never backing down from a tough fight, April always makes her clients the number one priority.
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Listen To A$AP Rocky's New Song 'Raf' With Frank Ocean, Quavo, Lil Uzi Vert And Playboi Carti
Sunday morning fans got the latest episode of Frank Ocean's Blonded Radio and a few surprises to go with it. Ocean debuted two versions of a song by A$AP Rocky called "RAF." Snippets of the track first appea... Read Article


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Searchers look for missing helicopter crew in frigid waters of Alaska
ANCHORAGE, Alaska – Frustrated by furious winds, mountainous seas and a mere five-hour window of December daylight, rescuers searched Thursday for six people lost in the Bering Sea after the Coast Guard helicopter that had plucked them from a crippled freighter crashed in the darkness.
The ship they left behind ran aground and split apart, spilling thousands of gallons of fuel that threatened sensitive wildlife habitats on the western side of Unalaska Island in the Aleutian chain. Environmental officials said it could take months to clean up.
"You've got bunker oil streaming from a ship that's broken in half," said Kurt Fredriksson, acting commissioner for the Department of Environmental Conservation, said Thursday. "We are in winter and in a very difficult Aleutian Island environment that will put everybody to the test."
Searchers hoped the missing crew had somehow lived through the night, but 43-degree waters reduced survival estimates to about three hours. Rescuers were hampered by seas that swelled to 20 feet and wind that howled at 35 mph.
"Those high winds make flying difficult and is going to make for choppy seas," Coast Guard Chief Petty Officer Roger Wetherell said. "If somebody is out there riding a wave, you may not see them."
Searchers reported improving visibility, but limited daylight forced them to wait until after sunrise at 10 a.m. to resume rescue flights. They continued searching after darkness fell Thursday.
The rescue helicopter crashed into the sea Wednesday carrying 10 people – seven crew members and three Coast Guard personnel. Four were rescued by a second helicopter and in good condition Thursday. The cause of the crash was not immediately known.
The missing crew members included one Filipino and five people from India.
The freighter's captain and a rescue swimmer who had remained on the vessel were also rescued shortly before the ship broke up. Eighteen other crew members were previously evacuated.
The 738-foot freighter Selendang Ayu was carrying 480,000 gallons of heavy fuel oil and 21,000 gallons of diesel fuel on board along with its cargo of soybeans that were destined for China.
The ship split neatly in two, both pieces grounded about 200 feet from the coast of Unalaska Island, about 800 miles southwest of Anchorage.
The area near Skan Bay is a wildlife refuge that is home to sea lions, harbor seals, sea otters, tanner crabs and halibut, according to Alena Syverson of the area convention and visitors bureau.
Officials were still trying to determine how much of the fuel spilled.
Lynda Giguere, a spokeswoman for the state conservation department, said it is a dense, viscous oil that is not easy to clean up. "It's not good stuff," she said.
The Coast Guard had been struggling to help the 40,000-ton freighter since Tuesday when it began drifting after its main engine failed, but bad weather hindered the efforts.
A tug boat had attached a line to the freighter on Tuesday evening, securing it for 12 hours. But then the line broke and the vessel resumed its path to the Unalaska Island shore.
The crew dropped anchor when it reached shallow water, but it was lost in the rough seas after just a half hour.
The crew later dropped its other anchor, which for a while held the freighter nearly a mile from shore, Olson said.
But sometime around 6 p.m. Wednesday, the captain of the freighter requested the remaining crew members be evacuated from the vessel, as the anchor had begun to give way and the freighter had started to flood.
The helicopter crashed into the sea soon after picking up crew members. Around 7:15 p.m., the freighter broke in half.
The freighter was registered under a Malaysian flag and owned by Singapore-based IMC Group.
The company's crew manager in Singapore, Loh C.W. Weng, said agents in India and the Philippines had contacted families of the missing crew : Indian citizens Z.M. Vaz, 46; Blaise M. Mascarenhas, 33; Narendra S. Yadav, 52; Durg V. Singh, 54; and Didlar Singh, 44; and Carlos Flores Santiago, 45, of the Philippines.
"Of course, they feel very sad and want to know what is going on. They are praying very hard that everyone is OK. We are praying very hard for them," Weng said.
Fredriksson said conservation officials were on their way to the scene and that containment equipment was still being located, but the rescue mission and continued bad weather could delay oil containment efforts.
"There are only so many boats and so many planes, and they have been directed to the search for life," Fredriksson said.
IMC has contracted a private spill response company, Fredriksson said. He said the rough seas could help break up some of the oil.