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Follow up on service and old school banking care

Eric,

Wow thank you for the prompt response!

Interested to know what people want from the call centres. Do you care where its located, or is the standard of service the overriding factor?

What is consistent is that the current customer call centres for many corporations are shocking and by having it overseas in a society that can not relate to the Australian market, makes it very frustrating to get real answers and support rather than standard Q&A training responses. As you mentioned that Xinja will be for the customers and have personalized experience to guide and help people get out of debt and grow their wealth just like the old role of the local bank manager, we are interested to understand how that will be done in a nanobank environment.



Coming from the service sector and being passionate about how the past 20 years has seen the decline of service and customer care in exchange for corporate profits could you kindly expand on how customer will receive personalised experiences exceed the current banking levels. I understand tech and AI will be a huge driver of this but how will xinja and your xinjarati help provide service to the average joe blow on a personal level to take their current situation and guide them to a better financial future.

Also, what are the qualifications, background and differentiating skills that are required by the xinjarati to service and guide the average joe blow in this new banking environment. As you mentioned in the old days it was in the best interest for the bank manager to build long term relationships to help customers build wealth and guide them to a win/win proposition where both bank and customer built wealth together.

thank you again for your time and prompt response.

Peter Pysk posted on 14.02.2019
Where will your customer service office be located, Will you have customer service available 24hrs a day through phone, text, online, email etc

Hi Eric,

Thank you for the opportunity for investors to ask questions directly. This one is left of center but important as you consistently mention "Customer service" as something that will differentiate you from the big 4.

Will you be using a call center to handle customer enquiries?
Where will this customer service center be located?

Can you please elaborate further on how you think Xinja will revolutionise the customer service of a bank, and bring back the personalised engagement that you mentioned in the story about your father in law. I understand a lot of the advice (how to manage their money) to customers will be AI driven but what is the human element that will remain

Peter Pysk posted on 14.02.2019

Hi Peter,
Thanks for dropping by, and thanks for the questions.

Our 8am to 8pm call centre (we call them the Xinjerati) is located in our office in Sydney, and will continue to be so.

We currently offer 24 hour customer service, but we use a partners offsite team to offer an emergency service between 8pm and 8am. We really want to bring it all in house for 24 hours a day this year, but there are substantial costs involved both in money, burden on our team, and physical security....besides which we currently get very very few calls outside these hours. We are considering outsourcing the 8pm to 8am hours to somewhere in the world where it is daylight, but finding a provider to meet our exacting standards is not proving easy.

Any thoughts? Interested to know what people want from the call centres. Do you care where its located, or is the standard of service the overriding factor? Or is it something else? Drop me a note at help@xinja.com.au if you have some counsel.

Revolutionising customer service in a bank comes in two parts imo.

The first is culture and corporate DNA. Xinja is built with and for its customers. That means that some of the most important people in the business are the people that talk with and advocate for our customers. The Xinjerati and the social media team. Unlike some banks, customer service and dealing with customers is not a stepping stone to doing something else, it is not an annoying thing we have to do, its one of the most significant and important functions there is at Xinja.
This is reflected in the fact that the Xinjerati have a big presence at our team meetings, a weekly customer feedback email is sent to all staff, we regularly discuss specific customer issues and concerns with the whole team, and we feature specific customers, their lives, hopes and aspirations internally and externally every month at least. Plus all our staff must spend some time listening to customer calls on a regular basis. This means we are always thinking about our customers as people, not statistics and thats important for customer service and ethics.

The second is people. Without exceptional customer advocates in the Xinjerati roles, none of the above matters. We are truly lucky in that our Xinjerati are the best customer advocate team I have ever worked with.. They really genuinely want to revolutionise our industry, and a big part of that is the passion they hold for helping people. We are lucky to have them.

Thanks again!

E

Eric Wilson posted on 14.02.2019

Replied to Peter Pysk

Digital currency and banking

Hi,

With the latest wave of crypto-currency and blockchains, that are taking many institutions with it, what are Xinja's plans to leverage into this space? I am interested to know your view especially as Neobanks are embodiment of modern technology are want to be much more advanced that the other major banks,

Salil Sharma posted on 08.02.2019

Hi Salil,

Firstly please accept my most sincere apologies for taking so long to respond to you. I have been on the road raising capital, and missed the question....which is doubly bad as its a really good one!

I am a big fan of blockchain and crypto, even though we are obviously still at the start of the journey, or perhaps the end of the beginning. As a bank, we look at them as very seperate things in the way we consider them.

Blockchain is already in use in some areas of financial services as I am sure you are aware, and we will look at those commercially available options as we build the bank as and when we think they can help us. The key here of course is satisfying the regulator, and ensuring reliability of service. We do have our own blockchain project in the wings, but its not close to developed enough to share, and may still come to nothing, but we are hopeful.

Regarding crytpo's, we know there is huge demand for these from our customers, and we are working on ways to offer services and products in this space. Again we need to be very conscious of our regulator's requirements and keeping everyone safe.

So without going into to much detail at this stage, I think its safe to say we are very interested in this space, and subject to regulatory approval, would hope to be a part of it.

E

Eric Wilson posted on 13.02.2019

Replied to Salil Sharma

Meaning of Xinja

From Webinar - Anon
What does the name Xinja mean?

Betsy Westcott posted on 08.02.2019

Hi Anon,

Thanks for the fun question :) Obviously Xinja wasn't a real word before we created it (at least I dont think it was!!), but we chose it because we wanted something short, snappy, with a bit of xing :-) plus it rhymed with 'your money ninja'!!!

E

Eric Wilson posted on 08.02.2019

Replied to Betsy Westcott

Competing with others who have a customer first retail experience

From Webinar - Mike
How do neobanks like Xinja seek to compete with the likes of ING, a non-big 4 bank that delivers a customer first retail experience?

Betsy Westcott posted on 08.02.2019

G'Day Mike,

ING is as you say digital (for the main, although for some things you still have to print off forms, sign them, post them, get on the phone etc.) However it hasn't done a great deal to change the banking experience other than making it digital. So far, its mobile app doesn't do much more than any traditional bank. If people are only seeking a traditional bank delivered through a digital channel then ING fits that bill. However, if they are looking for something that is looking to help people track what they are spending, be more mindful about their money, integrate to provide a series of value added services that make it easier to manage their money and make more out of it, in an engaging, and mobile centric way, then they should consider a neobank like Xinja.

Cheers

E

Eric Wilson posted on 08.02.2019

Replied to Betsy Westcott

Consumer lending pipeline

From Webinar - Anon
Is a sales financing product in your unsecured consumer lending pipeline?

Betsy Westcott posted on 08.02.2019

Hi there,

This is not finalised yet and we are still working on finalising the experiences and help we can bring to our customers - various options are being considered and this is one of them, but no decisions have been made yet.

E

Eric Wilson posted on 08.02.2019

Replied to Betsy Westcott

Underwriting process

From Webinar - Eric
Eric, a quick summary of your underwriting process, how much is automated, how much is manual?

Betsy Westcott posted on 08.02.2019

Our lending process is being built to be fully automated however it will always have on going manual checking to ensure it is running correctly and to deal with any exceptions.

Eric Wilson posted on 08.02.2019

Replied to Betsy Westcott

Scaling your approach

From Webinar - Anon
Eric, sounds to me that you are just looking to sell the same products as the banks at a cheaper price point. How do you expect to scale this approach?

Betsy Westcott posted on 08.02.2019

Hi anon from the Webinar (!),
Obviously some of the products or some aspects of the products will be the same. You'll probably still want to pay anyone, set up direct debits etc. when you're talking about a bank account.

But we'll also be looking to redesign products themselves - from first principles (ie: not being confined to old constructs/definitions). However, it's the experience we're focusing on.

Even the 'digital' only banks currently still have non digital aspects (many still require physical signatures for some things for example). We're talking 100% digital (so you don't have to go into a branch for anything - there are no branches - and we will be paperless). More to the point, it will be easy, made for mobile (the existing banks weren't) with a focus on a great customer service. Importantly, we're building from scratch which means we won't have product silos. You won't have to open multiple bank accounts to ear mark money for specific things for example. And yes we'll ultimately be cheaper (yeh!) because we won't have expensive clunky legacy systems to maintain, and we will be lean - no branches and no cumbersome, siloed old businesses.

This cost saving can be passed on to customers in the form of lower or no fees or more competitive rates. Being 100% digital and data driven makes us highly scalable.

Looking at the neobanks in the UK like Monzo, they now have almost 1.5million customers - we'd be happy with that kind of scale.

Cheers

E

Eric Wilson posted on 08.02.2019

Replied to Betsy Westcott

About Risk Culture

Eric

A further question if you will indulge me.

A theme I would draw throughout the Royal Commission regards the insidious and arrogant shift toward profit at all costs.

I applaud your start up enthusiasm, but what does it take to engender an appropriate risk culture over the long term. Beyond your leadership tenure.

Thanks

Mark


Mark Woodward posted on 05.02.2019

Hi mate,

No problems with more questions! Keep them coming, especially ones as interesting and topical as this.

This is a problem I and my exec team have chewed over many times in the past year....and for what its worth we reckon there are three parts to building an appropriate risk culture beyond what is required by regulation and legislation.

1. A fish rots from the head down:
If the execs in a business are ethically challenged, it doesn't matter how much culture, risk and compliance mechanics are in place. Its essential that execs lead by example, that they insist that decisions are made in a customers best interest, that they are seen to say no when a product doesn't suit, and that they visibly counter the profit at all cost mindset. That doesn't mean the customer is always right, it doesn't mean the bank cant protect itself and its shareholders, but it sure as hell also doesn't mean that you can step all over your customers just to make a buck.

2. Distance from customer leads to depersonalisation.
When you have team members and execs that dont talk to customers (and no I dont mean a once a quarter sales call to flog them something), or hear about the problems a customer has to deal with, those team members stop thinking about the fact they are making decisions that impact real people, cause real joy or pain, and can alter lives for good or bad. If the customer is just a statistic, moral ambiguity can start to creep in....we try and counter that by making sure our Xinjerati who answer the phone get a loud voice at business huddles, that people know what are customers are happy and sad about, and what people are saying on social media. Of course we also have customers into the office regularly to talk to our teams, test products etc....all aimed at making sure as a banker you know who you are here to help. If we can build this closeness to customers into the DNA of Xinja I think we will have made a good start of building an appropriate culture that will last beyond my tenure.

3. Be clear constantly and punish offenders:
If you dont constantly articulate what you believe in (see our 10 golden rules in another post below), and you dont enforce that, you are effectively condoning bad behaviour. My poor team get sick of me banging on about the Golden Rules, and "Dont break rule 1" is a common refrain between staff at Xinja. Whilst we haven't had to enforce the golden rules or our Code of Conduct at Xinja yet, and my team are all here because of their ethics and urge to revolutionise banking, they know that if anyone crosses that line they will be gone before the end of the day, and if appropriate referred to police. There is no room at Xinja for unethical behaviour, and no one has any doubt about the consequences. We expect everyone here to protect our ethical standards and my team are encouraged and rewarded to speak up if they see something that doesn't belong here.

Is this the right answer? I dont know. The banks clearly havent got it right. Even the Royal Commission is essentially silent on the how. What we can do however is stick to our ethics and never ever breech Rule 4.

Thanks for the interesting question. I hope you didn't lose the will to live in reading my long answer!

All the best

E

Eric Wilson posted on 06.02.2019

Replied to Mark Woodward

About SAP

Hi Eric. I'm about to take the plunge, buoyed by a much needed shake up of the Australian FS sector. My questions regard SAP.

Ten years ago, CBA began their core banking transformation in partnership with SAP. A first mov advantage that didn't last. The rest of the market caught up and CBA caught a cold for entirely non technology reasons.

Please can you describe Xinja's partnership with SAP?
Do they have equity?
What penalty framework exists for delivering on time, to budget and quality?
Convince me that a massive behemoth such as SAP, the tech equivalent of the big 4, is sufficiently agile to meet your aspirations for Xinja?

Many thanks

Mark

Mark Woodward posted on 05.02.2019

Hi Mark,

Thanks so much for thinking about taking the plunge with us! As always please think carefully and dont invest money you cant afford to lose, and in return we will do our absolute best to build a bank you can be proud of.

Lets get into the SAP Partnership...

Xinja works with SAP on a very contained part of our infrastructure, namely our core banking and payments platform. We were the global first implementation of their new S4B product, and to be transparent the experience has been nothing like working with the SAP of 10 years ago. We have been blown away by the quality of resource, pricing and absolute dedication to delivering within their stated time lines...and no I am not being paid to say this!!!! :)

SAP do not have equity in Xinja.

Regarding penalty frameworks, I cant go into the details of the contract as they are commercial in confidence, what I can say is that we were assisted and protected in our negotiations by leading law firm Gilbert and Tobin who have worked on a number of these deals, and SAP have very much acted as a partner during these negotiations...we are well down the line now and they continue to be a strong important part of our business.

As for convincing you...I totally get it...I actually laughed out loud when our techies brought me the results of the market scan and tech reviews with SAP at the top. However once they had walked me through the actual data, and the fit against a bunch of criteria, I was kind of forced to consider it. Once we met the SAP team, saw the global first product they were offering us, the fact it would act as a brilliant backbone to all the awesome tech we are introducing, and the conditions under which they were prepared to work with us, I had to consider the very real possibility we would use them. I have seen SAP go horribly wrong in the past, as we all have, so we started from the position that we had to be sure this wasn't that! SAP made us a number of carefully considered promises, and took the risk on them being able to deliver it. All credit to them they then implemented our core banking platform MVP in 12 weeks! They delivered on budget and one day ahead of schedule. So, so far so good. We have had a really great experience with them, and they continue to deliver in a very high quality fashion and understand our constraints as a start up.

Hope that helps

E

Eric Wilson posted on 06.02.2019

Replied to Mark Woodward

Institutional/wholesale investors during Series C

Just to confirm, is the wholesale Series C tranche being offered at the same price per share as this Equitise crowdfunding offer?

Brendan Lee posted on 25.01.2019

Yes! Absolutely! Yes!

Eric Wilson posted on 26.01.2019

Replied to Brendan Lee

Ethical Charter

You have talked about ethics below and being for purpose but will you be releasing an ethical charter or something similar that puts in writing how you decide whether something is aligned with Xinja's principles?

Phillip Nelson posted on 23.01.2019

Hi Phillip,

At this point we do not have an "ethical charter", but as I mentioned in an answers to Julia below we do have a policy about not working with companies that we consider to be unethical.

The closest we have are our 10 golden rules, which set the ethical and behavioural expectations I have for everyone working at Xinja. They are however very much internal guidelines around diversity, ethics when dealing with customers, pay, pride in making money in an ethical fashion etc. I have enclosed them below if you are interested. These golden rules guide all our decision making, are on every job description and discussed with all new staff, but as I say they are focused on our people rather than business we might work with.

The idea of a specific "ethical charter" setting out the bank's operations at a wider level is a really interesting one, with your permission I will stick that in the back of my brain for a later date!

E

XINJA'S TEN GOLDEN RULES

1. No dickheads... however good they may be. No dress code. No power trips because of a hierarchy. Intellect, customer experience and implementation is all that matters.


2. Everything is in the cloud.

3. We use real time data to evaluate our business and we reward staff on a quarterly basis with an entirely discretionary profit share. No one gets a share of the profit if our investors aren't making money and our customers aren't happy.


4. We are here to make money, that's why we exist, and we don’t screw people over to do it. We don’t lie to our clients in person or in marketing. We don’t engage in immoral lending, if our grandmother would think it was wrong, then it is. We aim to make lots of money ethically and we are proud of it.


5. No one is entitled to work at Xinja. It a huge honour to represent people’s hopes of a new bank and we earn that honour every day.

6. We look after our people bloody well. We stand by them if they are in genuine need.


7. We are truthful and direct with each other. Everyone says what they think in a robust, challenging, edgy environment. That means we won’t be the right place for everyone to work, and that's ok.

8. We only hire people better than us. We never, ever settle because we need a body. We do psychometric testing to get the best people, every time.

9. About half our team, executive and board will be female, if they aren’t we aren’t recruiting the best people.
 We actively seek all types of diversity combined with brilliance.

10. If you discriminate against someone because of who they love/sleep with, you're a dickhead…please see rule 1.

Eric Wilson posted on 24.01.2019

Replied to Phillip Nelson

Capability and Structure

Hi Eric,

I have a few question based on the offer document, would be great to get your insight. Thanks.
1. How will XINJA underwrite credit risk for home loan products? Who's going to drive the AI and Machine Learning capability in your current structure?
2. Is your corporate structure streamlined to provide shiny customer front-end experience? e.g. what's the difference in Jonathan Mogg vs Michele Davenport's role and Van Le vs Andy Rigg?
3. Who's running the technology front within Technology Council?

Yee Ken Chong posted on 23.01.2019

Hi there!

Quite a few questions there! Let me pick them apart for you.

1. Xinja will underwrite credit risk via a combination of an automated credit engine and a specific credit underwriting team aligned to our risk appetite.
AI and Machine learning sit within the Technical Architects at the moment, but as you would expect that will transition to a specific data and AI team.
2. Re the shiny customer front end experience, the members of the executive team you have mentioned above span a number of functional areas...for example Michele is our Chief Risk Officer. Van Le however is our Chief Strategy, Innovation and Design Officer. She owns the customer experience ultimately, but that of course is dependent on a number of areas such as Technology, Customer Service, Product etc etc.
3. Alistair Thomas our CTO runs the technology front end within the Technology Council.

All the best

E

Eric Wilson posted on 23.01.2019

Replied to Yee Ken Chong

Are there 5 year forward budgets available

Prior to investing is it possible to see some projections of what the business could be once it has finished being built

Andrew Macdonald posted on 22.01.2019

Hi Andrew,

Thats a very reasonable question. It is my understanding however that we are prevented from providing long term financial forecasts for equity crowd funding beyond 2 years, and have to stick to what is provided in the information paper.

To be honest its bloody annoying, because we of course have all the modelling however the argument, which is reasonable, is that long term forecasts by their nature have a high degree of inaccuracy and there is a substantial possibility of them not materialising...therefore they stand a high risk of being inaccurate and misleading.

So I am afraid all I can offer you is the information in the documents here. :(

Cheers

E

Eric Wilson posted on 23.01.2019

Replied to Andrew Macdonald

Volt's full banking license

How important is it to get a 'full banking license' similar to Volt announced today? It seems like this gave them free marketing at very least to make them more of a household name.

Julius Schoenfeld posted on 22.01.2019

Hi Julius,

I think the response below answers your question to some degree. The next stage in the licensing process is important, but I dont think Xinja can complain about the amount of free press we get!!! We are extraordinarily fortunate to receive a great deal of interest and opportunity from the mainstream media, and we appreciate their willingness to give us a voice!

E

Eric Wilson posted on 22.01.2019

Replied to Julius Schoenfeld

Differentiation strategy from Volt BANK

Hi Eric,

A returning investor here.

I read the news that today Volt was given their ADI and are now officially a bank.

We know that Xinja is most likely to be second in line but still few months away from getting ADI. Is there any particular strategy that Xinja's management have in mind to differentiate from Volt, who may now have a first mover's advantage or is the management more interested in taking on only the traditional & digital banks at this stage. I am sure they are going to be all over the news promoting themselves as a bank, while we wait patiently.

Regards
Milan

Milan Bawa posted on 22.01.2019

Hi Milan,

How bloody good is this! We are absolutely stoked to see Volt move onto the next stage of their license with the unrestricted ADI! Its well deserved and we wish them all the very best of luck with their version of a neo bank.

Just a little correction though, both Xinja and Volt are already officially banks! We even have the statutory instruments to prove it! :)

We think we are very different to Volt, both are valid models no doubt, but Xinja is built around our customers and our customer community. We are both for purpose and for profit. We demonstrate this in a number of ways...one of which is by allowing our customers to own us via this very crowdfunding! We released a beta product last year to let people get a feel for us and for us to learn what they need and want. We already have customers, revenue and tens of thousands of people signed up. We focus on helping our customers get the most out of their money and get out of debt as fast as possible....and we use some seriously cutting edge technology to do that.

Its also worth remembering that Volt are not the competition for us, and we are not for them...the existing banks are....and we wish Steve and the team over in North Sydney all the very best as they, like us, try to bring some competition to Australia.

Cheers

E

Eric Wilson posted on 22.01.2019

Replied to Milan Bawa

What's the long term vision for a Neobank in Australia

Hi! Could you let me know how a neobank might compare to a system such as Wechat Wallet in China? It seems that the notion of Neobanks is a shift in the way of thinking about banking which hopefully will have long term benefits for the Australian consumer market. However, I wonder, would the concept of a Neobank also (in the future) allow merchants to receive money without transaction fees as Wechat has done in China?

Brian t Hart posted on 21.01.2019

Hi Brian,

Its such an interesting area of development. The merging of banking and payments spaces is accelerating and becoming less and less defined outside of Australia. You would have to think looking at the way this effect is rippling around the world that Australia is going to see this convergence as well. Happily these types of technological shifts are usually very positive for neo banks as they have highly flexible, low cost, technologies allowing them to adapt and profit (or at least not suffer) in these fast moving process areas. My bet is that you are absolutely right and many neobanks will have to adapt to cope with WeChat commerical models. A refusal to move with the times, usually means irrelevance, at least in a competitive market...and this is one area that is going to continue to develop rapidly. What is going to be interesting is to see if it spreads to the lending products, which is where banks make money.

E

Eric Wilson posted on 22.01.2019

Replied to Brian t Hart

About ethics and responsibility towards a better society and planet

I have an account with Xinja and I am interested in investing in Xinja equity crowdfunding.

I am trying to find out about Xinja's ethic policies / visions on how its money is invested. What is the bank's ethics/ responsibility for example regarding the weapon industry? Is the bank committed to a pro-life and regenerative society? Or for the bank it doesn't matter what sorts of industry it is financing? Would love to know more about this, where can I find it?

Thanks for your great work and look forward to learning more about you.

Julia Ribeiro posted on 21.01.2019

Hi Julia,

Thanks so much for your kind words, being a customer and thinking about an investment. Your praise makes a huge difference to me and the team here, it makes us even more hungry to do this right!

Xinja has a policy that we will not finance companies that we consider to be unethical. Your example of the weapons industry for example would fall into that category. It is worth pointing out at this point however that Xinja does not conduct business banking so we dont lend to businesses or finance an industry, so we dont have an externally available policy...we focus exclusively on retail customers, and expect to do so for a while yet. However when/if we do start lending to businesses we will be doing our utmost to behave in an ethical fashion.

Sometimes we have to "store" money somewhere, for example funds that investors have given us, and in the future, deposits customers have given us. These will never be placed directly in organisations we judge to be unethical, and where possible we will do everything reasonably possible to ensure the organisations we place these monies with, do not then in turn, finance unethical businesses.

I hope that helps!

Thanks again

E

Eric Wilson posted on 22.01.2019

Replied to Julia Ribeiro

Lessons and learnings from NeoBanks in UK and USA

I have two questions for you.

Firstly, what are some of the lessons that you have learnt and mistakes that you think you can avoid when compared with similar NeoBanks in UK and the USA? Being at a big position in Xinja, you must be aware of the issues and troubles that were faced by Monza (UK) and Simple (US).

Secondly, although going digital and being an independent bank is great, however what draws customers is primarily the price for the products. There are already many lending sites that offer competitive rates for home lending such as loans.com.au. What is your plan for your business model to compete with such competitors? They may not be a bank like Xinja, but the lending business is common for their taking.

Thank.

Salil Sharma posted on 18.01.2019

Hi Salil,

What an excellent question! We spent a lot of time considering this exact thing when we started Xinja....how do we avoid the difficulties other neobanks around the world have faced and make our pathway smoother.

Its funny you mention the massively successful Monzo, as you may know we have one of the co-founders of Monzo as an advisor to our Board, Mr Jason Bates.

Jason is an old mate of mine (we started our first job out of uni together) and he has been very helpful over the past couple of years working with me and the team to advance Xinja. The big lesson we learnt from Monzo is that building a great neo bank requires a community behind it, lots and lots of transparency, and an unrelenting drive to genuinely revolutionise the way banking is done, not just build an old bank that is delivered digitally. Monzo as you know, after 4 years is worth over US$1billion now, has over a million customers, and is now expanding into the US.

As well as Jason we also have the world famous Brett King as a permanent advisor to our Board. Brett is basically the grandfather of neo banking, he has written a ton of best selling books on the future of banking, advised the Obama White House on banking, been quoted by Xi JinPing, President of the Peoples Republic of China, and he founded the first neo bank in the US, Moven.

TLDR: We have made sure we have a lot of international neobank experience at the Board level to help us avoid pitfalls and use proven strategies.

For your second question...you are right, everyone knows you have to be competitive price wise to win homeloans...and we will be. Our beta test in October was priced at 3.64% for a P&I fully offset loan. However all the research and experience shows that it is absolutely not the only factor. Speed of processing and decision making, amount of recurring fees, the ability to have your homeloan and other banking seemlessly connected, and the levels of customer service provided when you need help are also significant influencing decisions. Again though these are all existing bank commercial models. We can and will compete in this arena, but being a true neo bank, with an ADI, and modern technologies allows us to offer a whole range of other capabilities aimed at helping our customer get out of debt faster, and make the most of the money they have.

All the best

E

Eric Wilson posted on 20.01.2019

Replied to Salil Sharma

Delayed by the federal government.

Hi Eric,

https://www.innovationaus.com/2019/01/Open-banking-quietly-delayed

According to the news above, the launch of open banking has been delayed by the federal government. On the other hand, BIG4 banks have got the green light and being able to conduct a pilot program. It seems that Xinja would be affected.

If the news is true, how would you & your team respond to this delay?

Philip W posted on 17.01.2019

Hi Philip,

Open banking is an essential and critical step forward for Australia and its financial services industry. Neo-banks are designed to operate best in an open banking environment. Whilst it is disappointing that the role out of open banking has been delayed, it has come as a surprise to absolutely no one in the fin tech industry considering the speed at which our industry adapts to change. To be honest, its not going to effect Xinja massively at this point, beyond shuffling some development horizons around and dedicating some resource to advocacy to try and ensure than neo banks and fintechs generally are not shut out of the pilot process and handicapped by old legacy technologies becoming standard.

E

Eric Wilson posted on 18.01.2019

Replied to Philip W

How do you compete/compare with UP

Hi Eric,

I've been following the neo-banking space in the UK and Australia and have you heard of UP - https://up.com.au?

I've used their service and it is pretty slick, they're already in market attracting 500-1000 customers per day according to this: https://up.com.au/blog/top-10-highlights-from-2018/, have apple pay etc etc.

What is Xinja going to do differently/better in order to attract more customers and how far off being similar/better in features are you to them?

Dave Anthony posted on 17.01.2019

Hi Dave,

Thanks for the thoughtful question.

It’s important to consider here that UP is not a neo bank but a front end digital distribution strategy for Bendigo Bank. It is my understanding that it does not own its own ADI and offers rebranded Bendigo products. You should of course do your own investigations to confirm that. It’s a smart move by Bendigo to attract customers and to improve their customer service. Bendigo is a good bank and the people I have met there are pretty decent, but it’s not a neo bank as such, and we consider UP as part of Bendigo and treat them competitively in that way. In our minds it is much the same as UBank being owned by NAB.

Your question highlights excellently what I believe is a common misconception about neo banks in that they are all about the technology, and digitising the existing banking model. Neo banks are of course about technology, Apple Pay, AI etc etc, but that is not what defines them. What defines a neo bank is a fundamental challenge to the existing banking players and banking model., they reinvent how banking is done, how it provides services and customer experiences. A neo bank doesn’t just make it possible to interact with an existing bank in a new way. Xinja isn’t just about offering banking products through your phone, It’s about revolutionising banking to help customers make more out of their money, and if they have to be in debt, to get out of debt faster.

We wish Bendigo all the very best with Up, as I said Bendigo are one of the better banks, but we think customers are looking for a new type of bank, with a fundamentally disruptive model. Time will tell who is right!

E

Eric Wilson posted on 17.01.2019

Replied to Dave Anthony

Security and Fraudulent behavior

Just to follow on from my previous question. I have quoted from an article i found about another neo bank...

"Monzo, for example, recently noticed a data breach of the ticketing platform Ticketmaster and took action to replace all cards that had used Ticketmaster, without waiting to receive customer requests."

Will this be a standard protocol for Xinja as well? What sort of security measures and solutions does Xinja propose to implement?

Thanks again
Ross

Ross Clarke posted on 17.01.2019

Hello again Ross,

We know Monzo in the UK well, and are lucky to have one of their co-founders as a Board Advisor.

I hope you will forgive me, but its not appropriate for me to discuss security measures and solutions on a public forum such as this. Fraudsters are exceptionally clever, and we try to give them as little assistance as possible!

That said we take security very seriously indeed. Monzo is about 3-4 years ahead of us in their development cycle and there is much we can learn from them. Their fraud systems have to date been very successful indeed, and absolutely represent a possible pathway for us.

Coincidentally we are starting the hunt for our new Chief Information Security Officer this week to head the team already in place and expanding....so if you know anyone!

E

Eric Wilson posted on 17.01.2019

Replied to Ross Clarke

Security and Fraudulent behavior

Hi, I have just invested in Xinja as I like the concept of a truly independent, customer focused, ethical system for our fiat currency. So I applaud you for making it happen and giving me the opportunity to become part owner.
I just have a question regarding security and preventing fraudulent behavior. Will this be looked after via Xinja or via a third party? Will it be AI Based?
And how many people are on the waiting list for transaction accounts?
Thanks
Ross.

Ross Clarke posted on 17.01.2019

Hi Ross,

Thank you for making an investment in Xinja. I and my team will do our utmost to build you a bank you can be proud of. Thank you as well for your kind words, you may not see it but it means a lot to us, and encourages us no end.

Re security and fraudulent behavior. There are multiple layers of defence in our business model and technical architectures which encompass both Xinja looked after efforts as well as third party efforts. Without going into too much detail for obvious reasons the level of defence reflects the level of threat. The threat around a bank account is greater than a fixed amount prepaid card for example. I would also point out that our regulator APRA also pays extensive attention to the cyber security and fraud processes that RADI's and ADI have.

It terms of our waiting list we have 23,000 people signed up to it.

Hope that helps, and thank you again.

E

Eric Wilson posted on 17.01.2019

Replied to Ross Clarke

Valuation question

Hi - I got a small parcel of shares in your first crowd funded raise as I like the thinking behind Xinja very much and I believe that you could get significant traction in the Australian market. I'm considering a second purchase in this round given your progress.

I would also like some clarification of your valuation. It seems very high for what is essentially still a start up with a very small customer base and a number of hurdles to clear before you are a full fledged bank.

Andrew McGregor posted on 16.01.2019

Hi Andrew,

Firstly, thank you so much for being a founding investor in Xinja. I and the team very much appreciate your support, and the progress we have made so far wouldn't have been possible without you.

Your question around valuation is a good one, and as you are aware the valuation of a start up company like Xinja is part science, part art. In order to reach a valuation we went through a long process to try and make a good estimate, balance a number of factors, and make sure the company got the capital it requires whilst also giving investors plenty of potential upside.

Its also worth noting that this share price is not just for the Crowd Funding, it is also the price being used for the remainder of the Series C raise ($15m) with larger professional and institutional investors. What this means is the valuation has been tested many times by potential investors. That said you must, of course, conduct your own independent assessment of the valuation or seek professional assistance to do so. Also I think worth pointing out, in case people dont understand, none of the money raised in this ECF is being given to other shareholders, it is all going straight into the development of Xinja.

Below I have tried to set out the factors we used to develop the valuation, I hope its helpful in forming your own judgement on valuation. Please feel free to come back with further questions if I miss something you are concerned about.

So how did we reach this valuation?

We started by looking at the UK and European neobanks overseas and what they were valued at when they were at a similar stage of development, we made some subjective estimates of how similar our business models were and scaled down for population size.

We then compared ourselves to Australia's only other neobank and their valuations, and tried to assess ourselves fairly against them.

We also looked at the size of the market opportunity here and the environmental factors such as the regulatory environment for new players and how very hard it is to get a banking license. The RADI banking license we now hold, has some degree of inherent value to it.

Finally, since our last crowd fund, the risk in investing in Xinja has decreased as we have proven our ability to acquire material numbers of customers, develop and implement a number of important technology systems and attract world class partners. We have designed, built, run, and maintained two financial products, have generated small amounts of revenue acting as a proof of concept, have sucessfully implemented our core banking platform MVP, built the Xinja front end app, and developed one of the most advanced banking micro-services data layers out there.
Plus of course we are now a bank with a Restricted banking license. I hope it goes without saying but these RADI's are exceptionally difficult to acquire, as they it should be. Being granted RADI status by APRA is a significant milestone on our journey.
We believe all that translates into an appropriate uplift on the previous valuation. Remember a year ago at the last valuation we had few customers, no RADI, and no significant banking systems in place.

All that said at the end of the day, as a potential investor, you must draw your own conclusions based on your own assessments. I would strongly encourage you to look overseas at businesses like Monzo, Atom, Revolut, and N27 to see what a potential path for Xinja might be, and then decide if the team here is capable of delivering such an outcome. Study the offer document, seek advice and draw your own conclusions.

Whatever your decision on investing again, thank you so much for taking the time to consider backing us. We really appreciate your support and kindness.

E

Eric Wilson posted on 17.01.2019

Replied to Andrew McGregor

Evaluation

I don't understand how your evaluation can be so over valued.

How was the $89,306,194 Pre market value evaluated since the last capital raise back in March 2018 when Xinja was valued at $44,268,192 pre evaluation it seems finances have gotten worse and the only difference since is the Finance license.

Can you please explain whats happened since for the company to add an extra nearly approx $45 million in less than a year which is slightly short of a miracle ?

Joshua Louey posted on 16.01.2019

PS...I also note you work for National Australia Bank :)

Eric Wilson posted on 17.01.2019

Replied to Joshua Louey

Hi Joshua,
Thank you for the question, as it is essentially the same as the one above by Andrew McGregor, with your permission I will answer it there.

I would say however that if in your opinion Xinja is over valued, you absolutely should not invest.

Whilst I will explain our reasoning behind the valuation of Xinja above, each person must make their own assessment based on what they feel is important, what the opportunities are, and their understanding of the market. If you continue to have the same opinion, please please do not invest.

You being happy with a decision to become an owner of Xinja, and being happy with the price you have paid, is far more important to me than any investment you might make.

All the best

E

Eric Wilson posted on 17.01.2019

Replied to Joshua Louey

Questions around product road map and mortgage distribution

Hi Eric,
Congratulations on your progress so far. I had a couple of questions I was hoping you could answer:
- What is your longer term product road map - more specifically, which products and when? Understand that a lot can change, but it would be great to understand your priorities.
- To what extent do you anticipate your mortgage distribution rely on mortgage brokers? What will be your value proposition to this segment (ie brokers)?

Thank you for your time,
Ryan

Ryan Holman posted on 16.01.2019

Hi Ryan,

Thanks for the kind words, really appreciate your support.

Ok, lets get into your questions!

Whats the longer term product road map? - First up, this year is all about retail bank accounts, deposit accounts and home loans. This is the bread and butter of a retail bank, and we need to get them up and running, regulatory approval, and customers absolutely loving the experience. We are pretty certain that will fill most of 2019. Beyond that, as you mention things can change, but my thinking at this point is that 2019/2020 will see us developing unsecured lending, car loans, and an alternative to a credit card...ie it does the same thing, smoothing out a customer's cash flow, but is more ethical and doesn't encourage customers to get deep into debt. We will also start looking at developing our platform model which I hope will give our customers access to a wide range of financial products that we have "curated" but dont actually deliver ourselves....perhaps a couple of insurance providers, perhaps a couple of the new fantastic digital superannuation providers, or possibly access to some decent ETF's or robo advice. Obviously none of this is set in stone, and would all be subject to regulatory approval, so please use it as interesting possibilities, but dont rely on it for your investment decision.

Mortgage Brokers? Yes, absolutely we will seek to engage the broker community. We will of course have a direct to consumer pathway, but without doubt brokers will be an important part of our distribution strategy.

In my opinion a good mortgage broker is an essential tool for a customer seeking to make what is often the most significant debt decision of their lives. More than 50% of mortgages in Australia are, I believe, done through a mortgage broker. Our value proposition for brokers is not yet finalised, plus of course we have to wait to see if Justice Hayne has anything to say about brokerage commercial models before finalising it. What I can say is that we will treat the development of the broker proposition exactly the same as we do with building a customer proposition. We seek to have a number of brokers work alongside us as we build it, guiding us, telling us what works and what doesn't, and make sure we deliver something innovative, responsive and that meets both the broker's needs and of course the needs of customers. We have already had a number of very kind brokers reach out to work with us, and will be able to be a bit more transparent later in the year.

Thanks for the insightful questions.

E

Eric Wilson posted on 17.01.2019

Replied to Ryan Holman

Future direction and shares

Hi,

I had a few questions regarding your offer:
- Are you expecting to list on the asx in the future or will you stay privately owned?
- Upon someone wishing to sell their shares or acquire more, how do we go about that? Is this a possibility?

Cheers
N

Nathaniel Martin posted on 16.01.2019

Hi Nathaniel,

Thanks for the questions, they are important ones.

Firstly I think its important to call out that shares in early stage businesses like Xinja are illiquid by nature, you should be thinking of any investment in Xinja as having a medium term horizon. Dont invest in us if you cant afford to have the money tied up for at least a couple of years.

As to selling or buying shares, there is nothing preventing you conducting a private sale or purchase of shares with someone you find and agree terms with at any point. However you do have to find the person, agree terms, inform the share registry etc.

We would love to be able to establish a secondary market to help shareholders trade with each other, but its a complicated area from a regulatory perspective as we need to be careful not to become an "exchange". We will continue to look into it, but dont base your investment decision on us being able to provide a secondary market.

If anyone reading this knows of an organisation that specialises in providing secondary markets for businesses do drop me an email!

As for listing on a stock exchange, we might consider an IPO in a couple of years as its a strong way to raise capital, and of course there are other potential liquidity events such as trade sales. To be clear however there are no immediate plans for either of these.

E

Eric Wilson posted on 16.01.2019

Replied to Nathaniel Martin

Not a Question and Not for Publication

Eric,

I am about to invest after finishing my due diligence by reading your answers in this Q&A. May I say you are not alone as I have seen other references in the financial press to 'Principle and Interest Loans', as you have in one of your answers. the correct word to use is 'Principal'.

Russell Byers posted on 16.01.2019

Oops! Thank you! Thank you as well for deciding to invest in Xinja, we know putting your cold, hard cash at risk is a big decision.
E

Eric Wilson posted on 16.01.2019

Replied to Russell Byers

Competitions

Hi,

There are a lot of elaborations on how Xinja is different from traditional banks as a NeoBank. However, I want to know the difference between Xinja and the other NeoBanks available in the market.

Can you please list out the main competitors within the industry of NeoBank and how Xinja is going to lead or differ with the others?

Much thanks.

Wyatt Ng posted on 15.01.2019

Hi Wyatt,
Good question! I will give you my views on the Australian neo-bank market, but obviously I am somewhat conflicted! Please make sure you do your own research and draw your own conclusions.

Firstly we believe that other neo-banks are not the competition. The experiences in the UK and Europe show that neo banks dont seem to take customers off each other, but take them off the incumbent legacy banks. They also show that once there is a critical mass of neo banks in the market, the customer acquisition for all of them seems to rise, I suspect due to customers feeling comfortable with the new market segment.

I think the second key point here is that there is in fact currently only one other neo-bank in the Australian market and that is Volt. The other brands I am aware of that are being spoken about are simply digital distribution strategies for existing ADI's (banks). What you are getting is a shiny new front end on top of the same legacy ADI. Will customers care?...we think they will.

How do Xinja and Volt differ? The honest answer is that I dont know. Volt have yet to release any products or have any customers, so its impossible for me to tell. Once they open for business i am sure we will all get a good look!

Appreciate the interesting question!

E

Eric Wilson posted on 16.01.2019

Replied to Wyatt Ng

shareholdings of board members

appreciate your reply : ) Rather than giving out those names, would you be able to disclose more information about number of shares & options directly/indirectly being held by each of board member please?

Philip W posted on 15.01.2019

Hello again Philip!
With your permission, to protect people's privacy I wont give out exact numbers tied to Directors beyond what has already been disclosed publicly, but I can perhaps give you some general statements about their shareholdings that should, I hope, answer your question a different way.
Regarding the Non Executive Directors that sit on the Board (ie not Van and I who are Executive Directors), none of them with one exception, have what I would consider to be significant share holdings, they aren't in the Top 20 largest shareholders for example.
One NED on the Board however was one of the very first investors in Xinja, and has continued to invest in Xinja throughout our development. As a result that NED is one of the Top 20 largest shareholders.
As far as Executive Directors, thats Van and I, like all the team that helped me start Xinja way back, we hold our shares in a unit trust. That unit trust holding the starting team's shares, is at this point still the largest single shareholder in Xinja.
I hope that helps!
E

Eric Wilson posted on 16.01.2019

Replied to Philip W

Loan details

Hi Eric, can you tell us what funding rate you've based your lending models on? Either on an absolute basis or at least relative to other online only lenders (e.g. ING, UBank, ME) and vs the Big 4? Also, can you clarify how many customers are currently trialing Xinja's home loan product, the value of those loans and rate charged?

Thanks!

Yili Hu posted on 14.01.2019

Hi there, sorry its taken me 48 hours to come back to your question. It pretty busy here as you can imagine!
I will try and answer your question as plainly as I can, however this stuff is commercially very sensitive... so I will do my best and hopefully still meet the needs of your question. The home loans trialed were priced at 3.64% for an owner occupied, variable, full offset, Principle and Interest loan. That was the interest rate charged in October 2018 when we conducted the test, and the margin achieved was as we expected. The number of home loans done was very small, as you would also expect from a test run, and all were less than A$1m in value.
In terms of the funding rate used for the model relative to the Big 4, we have used a more expensive funding rate as you would expect. The Big 4 have a significant commercial advantage over us in that they can access wholesale funding more cheaply. We believe however we can balance the scales by having a lower cost of operations and higher customer service levels.
I hope that helps! Thanks again for your interest in us.
E

Eric Wilson posted on 16.01.2019

Replied to Yili Hu

substantial shareholders

Can I know more about the details of substantial shareholders (eg. The top 20 shareholders) ? How many/percentage shares are being held by those top 20? Thank you.

Philip W posted on 14.01.2019

Hi Philip,
Thanks for the question. Obviously its important that we respect the privacy of individuals, so I cant give out names beyond whats already public, but perhaps if its helpful I can give you a feel for the types of people that are in there, and those that aren't? The top 20 shareholders hold a substantial majority of the shares in Xinja, more than 85%, and they are at this stage almost exclusively private individuals investing their own money. Some of them of course have invested through other vehicles such as family trusts etc, but behind that it is an individual person or family. The majority of these people are business people who have done well and want to invest in what they see as a potential game changing company. (You should of course make your own informed decision!) These investors come from all over Australia and the Asian region. An exception to that is one of our major technical partners who has a material investment in us, which for obvious reasons is a good thing!
What we do not have on our shareholder list is any Australian Legacy Banks AT ALL.
Xinja is entirely independent of the existing Australian Banking industry, and I will be doing my absolute best to ensure it stays that way. We might consider an investment from an overseas bank that had no presence in Australia, as that type of partner could be very useful, but for what I think are obvious reasons we wont be accepting any investment from the Australian Legacy Banks.
Over the next few months we will probably seek to expand our investor base into some of the more institutional investors around the region, but again to be very clear, that will not include investors that compromise our independence in the Australian market.
Hope that helps, and dont hesitate to come back with a follow up question if I missed anything you want to know.
E

Eric Wilson posted on 15.01.2019

Replied to Philip W

We are limiting the use of the funds raised under this offer to technology build.

Can you elaborate on what components of the technology build the funds are targeted for?

Jono Walker posted on 14.01.2019

Hi Jono,
Firstly, thanks for your question and interest mate, much appreciated. The money raised will be invested across our technology architecture including back end banking platform, micro-services data layer, and front end app. It will also be used for data and IT security. If its helpful, this crowdfunding is part of a larger A$20m Series C raise which will fund the development and scaling of the bank as a whole and cover IT costs as well as marketing, product development, staff, risk and ADI license application.
Cheers
E

Eric Wilson posted on 14.01.2019

Replied to Jono Walker

How many converted customers

With greater than 23K sign-ups, having spent over $500K on marketing at $21.73 CPA, what metrics have been used to qualify someone moving from a sign-up to a customer?

How many customers do you have?

How do customers use the platform?

What is the retention?

David Brown posted on 14.01.2019

Hi David! We define someone as a customer as soon as they have registered in full for a card (supplied all their details) and been sent a card. As per the offer document, we currently have 9,031 'customers' therefore. We only launched Android in mid December and we would expect a portion of the remaining base to register over time as was our experience with iOS, plus there is a % of sign ups who are waiting for the bank account (don't want a prepaid card).
Customers use the platform/card for general daily spend, international spend (we refund 100% of currency conversion fees), as a travel card and to split bills or ask people for payments.
We have only had a handful of people cancel their account - the reason given most commonly is the lack of apple pay (given we've only just launched Android, iOS customers still dominate over time) which is something we're planning to launch with with the bank account.

Eric Wilson posted on 14.01.2019

Replied to David Brown

  • > Offer Type: Australian Retail (CSF) Offer This offer is open to Retail and Wholesale/Sophisticated investors in Australia. Whilst in New Zealand the offer is open to Wholesale investors.
  • > Company: Xinja Bank Limited Securities purchased are for direct equity in Xinja Bank Limited.
  • > Security Type: Ordinary Shares
  • > Fees Paid by Issuer: 4.00% of funds raised Upon successful completion of this funding round a total of 4.00% of capital raised will be paid by the Issuer to Equitise.
  • > Cooling-Off Rights: 5 working days - Retail investors in Australia are able to withdraw their applications for securities with accordance to the Australian Crowd Source Funding (CSF) regulations. For more information please click on the link supplied.
    More Info
  • > Related Parties: None

More detailed information about this offer is contained in this Offer Document

Offer Document
Offer overview

 The Company is offering 245,099 to 2,382,260 ordinary shares under the following terms:

Executive summary

 

WHAT IS A NEOBANK?

The term neobank is synonymous with a purely digital bank. An app with a powerful set of banking functions that are designed to allow an individual to interact entirely through their smartphone. A true neobank as we define it is one designed in its customers' interests.

OVERVIEW OF XINJA

Xinja is building an independent, Australian neobank, designed with and trusted by customers, using technology and data to give people easy, enjoyable, educational and ethical ways to get more from their money. Our purpose is to create financial hope and remove financial fear to help people get ahead.

We are working hard to give Australians a choice between traditional banks and a new, transparent, digital banking experience.

Xinja seeks to revolutionise our customers’ banking experience, not just making it quick, but also fun and helpful, allowing them to easily track their spending and save for what they want. Xinja will be more than a mobile banking app because it aims to help customers make the most out of their money. It will be more than a money management app because it’s instant, allowing banking and money management to be combined.

And more than both of these, because it is intuitive, easy and fun to use.

We want to help millions of people, every day, become more financially secure, resilient, confident and independent.

INVESTMENT HIGHLIGHTS

Business model

 

CORE BUSINESS MODEL

Xinja will make money mostly by lending money to borrowers at a higher price (interest rate) than we pay to borrow it from depositors and other sources. The difference between the two rates is called the Net Interest Margin (NIM). This will be the principal source of revenue for Xinja.


Currently Xinja has over 23,000 signed up for its prepaid card or bank account waitlist; the prepaid card has been released to more than 8,000 customers so far and is used in 17 countries per day on average.

 HOW IS OUR BUSINESS MODEL DIFFERENT TO THAT OF LEGACY BANKS?

Unlike a legacy bank, apart from initial start up costs, Xinja is expected to have lower operating costs. We are uniquely positioned to continue to develop and adopt new innovative fintech solutions to create new banking services and customer experiences quicker and cheaper than existing banks while operating within the Australian regulatory and compliance frameworks.

  • Legacy free technology - allows us to operate faster and at a fraction of the cost of a traditional bank.
  • Digital footprint & customer support - no branches further reduces our costs
  • Data driven customer experience - ultimately, data and AI will allow us to scale a hyperpersonalised service to customers

 

Key Achievements to Date

 

Xinja has achieved some key milestones so far:

Current customers: We have over 8,000 customers with our prepaid travel and spend card as of December 2018, and the card is used on average in 17 countries daily. We have a small number of home loan customers trialling the beta version of the Xinja home loan as of late September 2018. 

Customer sign-ups: We have had over 23,000 Xinjas sign up for the prepaid spend and travel card or on the waitlist for our bank accounts (which we will launch subject to Xinja receiving a full banking licence). We have 100’s on the waiting list for our home loan, and both waitlists continue to grow. 

Licensing: We have been granted the three licenses we need to conduct banking business.

  • The Australian Credit Licence (ACL #501764), allowing us to engage in credit activities and offer home loans.
  • The Australian Financial Services Licence (AFSL #501764), allowing us to carry on a financial services business, including the provision of general financial product advice and being able to deal in financial products.
  • The RADI licence that allows us to operate as a bank under certain conditions – further information is available via the APRA website: https://www.apra.gov.au/sites/default/files/xinja_banking_authority_statutory_instrument.pdf.

We are seeking to upgrade to full banking licence/becoming an ADI in 2019 (subject to regulatory approval).

Product development: We released the Xinja app in February 2018 and the Android app in December 2018. Our prepaid card is in market and servicing thousands of customers. This is now generating revenue and more importantly at this point, attracting customers.  Our beta home loan product has been released to friends and staff, with a digital version planned for release in 2019. Subject to receiving APRA’s regulatory approval we hope to release our bank accounts to customers in 2019.

Brand: We have started to build our brand with multiple media profiles and stories across The Australian Financial Review, The Australian, The Sydney Morning Herald, The Canberra Times, The Brisbane Times, Bloomberg, Sky News Business, Channel 7, Channel 9 as well as multiple web news sites and blogs. The name “Xinja” has also been registered as a trade mark in Australia, which gives us exclusive rights to use that name in connection with financial services and banking, in Australia.

Technology: In November 2018, we implemented a state of the art core banking system on time and on budget with our partners SAP. This is the first global implementation of their cutting edge, next generation core Neobanking platform and - according to SAP - this was the fastest delivery of a core banking platform in the world. We have also delivered the technically advanced platform and microservices data layer needed to run Xinja. 

Strategy & Vision

 

BUSINESS STRATEGY

Xinja’s strategic objective is to be an independent digital neobank where long term sustainable profits are entirely consistent with being customer centric, behaving ethically and helping people get out of debt faster.

Our primary point of difference is that Xinja is built with our customers and in their interests.

The Xinja experience differs from a typical banking experience in 4 key respects:

  • Working for you: At Xinja we are passionate about increasing money mindfulness and financial literacy, and this will become a by-product of using the app on an ongoing basis. The app is being designed to prompt users to better financial behaviour such as setting and sticking to targets, saving on an ongoing basis, ring-fencing particular funds without opening separate accounts, or moving their money around to pay minimum interest on their borrowings. Central to this is automation, so that the optimisation of our customers finances can take place with minimum effort from customers.
  • Easy as… & fun: We are building an entire retail bank for the mobile phone. This means setting up an account in seconds, zero/limited paperwork, tapping to pay a bill and saving with a single swipe. There is friendly, fast support via chat, and ultimately with Xinja it will be much simpler and easier for users to understand and interact with their money, so better, faster money decisions without the angst. Adding to that gamification and rewards, and managing money becomes less of a chore, and more fun. Xinja will gradually release new features to the Australian market.
  • A win-win: Striving for 100% digital and having modern technology lowers our costs, and these savings can be passed on to customers in the form of competitive rates and low or no fees. In addition to that, we are designing our products to help our customers get ahead and so that, if they do well, so do we.
  • Building a bank together: We are building a bank with our customers to address their needs and resolve their problems. To date we have talked to hundreds of Australians about what they find challenging in managing their finances and what they are looking for. Developing the app we’ve run ongoing usability sessions giving pre-registered customers a chance to see early versions and feedback on its design and features; these sessions will carry on after launch so that we can iterate the Beta release with customer input. We will continue to bring customers into all parts of the design process, to help us make decisions and shape our thinking.

INTENDED PRODUCT ROAD MAP

Customer Acquisition

 

TARGET AUDIENCE DEFINITION

Our broad demographic is 25-45 year olds (particularly 25-37 - “millennials” - within that).

EARLY ADOPTERS

For the first year, we have been targeting 'early adopters' - these are people who have a higher propensity for a new type of product or service or Xinja's offering in particular. 

EXTENDING TO A MORE MAINSTREAM AUDIENCE

As a new category and brand, it is important that we provide reasons to engage with Xinja that would appeal to a more mainstream audience.

This comes down to including competitive product messaging in our marketing - our no fee prepaid card with zero international atm fees and 100% refund of currency conversion fees, for example, has proved popular as a travel card. Similarly, we plan to launch home loans to the public with a very competitive rate so that there is a strong reason to adopt Xinja outside of any appreciation of the experience, our approach or the longer term benefits.

BRAND POSITIONING AND MESSAGING

We are positioning Xinja as working in our customers’ interests. This has been and will be evident in our communications, however the tactical messaging for customer acquisition will (and already does) focus on key themes that are likely to attract attention, for example, that this is a new kind of experience. 

The initial acquisition activity has been and will continue to be categorised by a strong and consistent brand personality and visualisation, to help us build awareness and recognition in early phases

CHANNEL STRATEGY

Customer acquisition will be primarily driven by customer advocacy, digital channels and partners, to keep cost per acquisition low

Market Overview

 

THE RISE OF NEOBANKS GLOBALLY

Over the past 6 years there has been a global wave of neobanks emerging in most developed financial services economies. This has been made possible by shifting legislative environments, and driven by the mass adoption of smartphones and by customer dissatisfaction with traditional banking institutions.

Retail banks are heavily regulated institutions that hold, and provide access to, everyday people’s money through bank accounts. For any change to have occurred in this landscape the first step is for regulatory bodies in that country’s jurisdiction to adapt legislation and allow a pathway for new entrants to enter the market. These changes have already materialised in the United Kingdom (UK), the United States of America (USA), across Europe and parts of Asia. In mid 2018 Australia followed suit.

This innovation in retail banking is typified by Monzo in the UK. The regulatory body there has enacted laws that allow Monzo (and others like it) to hold everyday citizens’ money. The regulatory changes have introduced a phased approach to issuing banking licences, rather than the previous “all-or-nothing” approach which presented almost insurmountable barriers to entry. As a result the UK has seen an influx of financial technology entrants that are targeting the most profitable elements of consumer banking. The retail consumers in the UK have benefited greatly from these changes through increased price competition, with improvements including enhanced customer service, more powerful banking technology and lower foreign exchange costs.

The following chart is illustrative of the rise of neobanks globally. For further information on the global neobank landscape please see section 2.2.4 of the Offer Document.

CURRENT RETAIL BANKING LANDSCAPE

Australia’s Financial Services sector is the largest contributor to the national economy, contributing on average $150B to GDP each year. The home loan market in Australia is significant at $1.63T growing at a rate of 3.8% p.a.. Our current analysis shows that Xinja needs to acquire less than 1% of this market in order to be profitable. The deposit market has a current value of $2.7T and there are 16.7M credit cards in the market with an outstanding balance of $52.2B.

Banks cash profits for 2018 were $29.5B and the Return On Equity across the four major banks was 12.5%. These figures are amongst the highest levels of return generated across global financial markets and present a significant opportunity for Xinja to disrupt.

Use of funds

 

TIMELINE OF XINJA'S CAPITAL RAISING

 

The total Series C fund raising will be used to support the growth of Xinja. This includes allocating the funds towards operational expenses, technology build, marketing costs and ensuring we hold sufficient capital to meet our regulatory requirements at all times.

We are limiting the use of the funds raised under this offer to technology build.

The table below sets out the intended use of funds raised under this Offer based on the minimum and maximum subscription amounts (for further information please see section 3.2 of the Offer Document).

Financial summary

 

Below are the consolidated financial statements for reporting period ended 30 June 2018 and for the 4 months to 31 October 2018. The reporting period ended 30 June 2018 represents the financial results for the period 5 May 2017 to 30 June 2018. The financial statements for the period ended 30 June 2018 have been audited by Grant Thornton (please refer to Appendix 1 for the full Annual Financial Report). The management accounts for the 4 months ended 31 October 2018 have been reviewed by Grant Thornton.

For a full breakdown of the financials please refer to sections 2.10 and 2.11 of the Offer Document.

Risks Facing the Business

 

In the table below is a summary of the main risks facing Xinja, however we recommend reading the detailed risk assessment in section 2.12 of the offer document for more information.

Eric Wilson

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Van Le

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Jonathan Mogg

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Michele Davenport

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Andy Rigg

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Michael Book

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Camilla Cooke

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Xinja CSF Offer Document

This is the Xinja CSF Offer Document as at 14 January 2019.

Download

Appendix A - Annual Report and Audited Accounts

These are the Annual Report and Audited Accounts accompanying the Xinja CSF Offer dated 14 January 2019.

Download

The investors below have committed capital to the business in this funding round.

Clive Rodda

15-02-2019

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ThisIsMyName

15-02-2019

Peter Fleming

15-02-2019

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Diana

15-02-2019

LFirstArch

15-02-2019

Teresa Bui

15-02-2019

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ROSS BAKKER

15-02-2019

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nnarsey

15-02-2019

Antony Thomas

15-02-2019

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Dieter Kraus

15-02-2019

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Chels Kneale

15-02-2019

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Alex le Grand

15-02-2019

Alexander Bongers

15-02-2019

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Daniel Chambers

15-02-2019

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15-02-2019

Karan Mehta

15-02-2019

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15-02-2019

Jamie Fitzsimons

15-02-2019

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Emmanuel Chandran

15-02-2019

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Christopher Westcott

15-02-2019

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Paul Matthews

15-02-2019

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Joanna Guzinski

14-02-2019

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Sandeep Gandhi

14-02-2019

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14-02-2019

Jamie Condon

14-02-2019

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MD

14-02-2019

Laurence Osen

14-02-2019

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Krishna Gautam

14-02-2019

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perrocontodo

14-02-2019

overtaker

14-02-2019

Charles Jenkinson

13-02-2019

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13-02-2019

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13-02-2019

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13-02-2019

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13-02-2019

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13-02-2019

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13-02-2019

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13-02-2019

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13-02-2019

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Tom

13-02-2019

Michael Richardson

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JEAN VINCENT NG KWING CHEUNG

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12-02-2019

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Rachel Gardner

31-01-2019

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31-01-2019

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Tirumal Dhulipudi

31-01-2019

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31-01-2019

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31-01-2019

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31-01-2019

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31-01-2019

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31-01-2019

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Steve

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Barbara Read

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Richard Bolitho

30-01-2019

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30-01-2019

Graeme Dean

30-01-2019

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xinja paul

30-01-2019

anonymous

30-01-2019

K Chong K

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30-01-2019

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29-01-2019

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29-01-2019

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Joy Gao

29-01-2019

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Interim

29-01-2019

Bing Cheng

29-01-2019

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wingdawongno

28-01-2019

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28-01-2019

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Christian Meier

28-01-2019

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Mustafa Arsiwala

28-01-2019

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Abhishek Bhatnagar

27-01-2019

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27-01-2019

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26-01-2019

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