Name: The Future of Fintech Payments: The Merchant Playbook for 2026
Uploaded: 2026-01-20T16:16:15.527Z
Duration: 1 h 8 s
Description: The Future of Fintech Payments: The Merchant Playbook for 2026

Transcript for "The Future of Fintech Payments: The Merchant Playbook for 2026": Hello all, and welcome to today's webinar in partnership with Intuit QuickBooks. Today's title is The Future of The Merchant Playbook for 2026. We're at a structural turning point in how money moves. For 2026, the merchant is no longer thinking, how do we take payments? But they're thinking, how do we orchestrate a competitive advantage? I'm Ella Wilkinson from FizzClick, and joining us today are Julia Agniva from Intuit, Nick Maynard from Juniper Research, Ramon Villerole from Red Hat, Charlotte Hill from Charles Russell Speeches, and Steve Whiting from Soldo. I've given you all a very quick introduction there, but I would love if you could give me a little bit more background on yourselves and your companies. So, Julia, can we start with you, please? Yes. Thank you, Ella. Super excited to be here. Julia Okneva, I lead strategic partnerships at Intuit QuickBooks and Mailchimp. Intuit serves about 100,000,000 small business customers around the world across its products with QuickBooks, Credit Karma, TurboTax, Mailchimp, etcetera. And my focus is very much on the international expansion through partnerships, and fintech is absolutely at the heart of that. Fantastic. Lovely to be here with you. Nick. Great. Thanks very much and lovely to be here with you, Ella, and everyone else on the panel. I'm Nick Maynard. I'm VP of fintech market research at Juniper Research. We are a UK based analyst house that covers developments in FinTech and payments across the world. And yeah, happy to contribute lots of my views on that here today. Brilliant, and we look forward to hearing your thoughts. Charlotte, you're next on my screen, so let's go over you. Okay, hello everyone. I'm Charlotte Hill and I'm with Charles Russell Speechleys, which is an international law firm where I'm a partner specializing in advising on FinTech and in particular the regulation of FinTech payments, AI and digital assets. Brilliant. Well, thank you for joining us Charlotte. Thank you, I'm excited to be here. And we've got Steve next on my screen. Thank you Ella, Steve Whiting from Soldo. We're a spend management company which is a fintech we've been going for about eleven years and my role is the payments technology that enables the payments to be provided to the product which is used by our customers to manage their spend and also to the in house regulated entity, the financial services, for providing the oversight and the due diligence on the payments and the payments, let's say, information and data and balances. So there's two kind of areas for the payments technology. One is to serve the end customer and one is to serve the regulator. Well, thank you for joining us today, Steve. We look forward to your input. And last but not least, let's go over to Ramon. Thank you, Emma. Hello, everybody. Ramon Viarelle. I am payments industry global lead in Red Hat. Red Hat is basically a software organization. We provide Red Hat Linux. We provide infrastructure for enterprise around the world. And we are also provider of Red Hat OpenShift AI, which is one of the standards in their enterprise for AI implementation and running. We are the technical guys. Brilliant. And I'm so excited to have so many amazing speakers today. This is my biggest webinar ever. So I think it's gonna be a really interesting one. So shall we just jump straight in? What payments do you actually see what payment methods, sorry, do you actually see that are essential for 2026, and where should they be launched first? Julia, I'm going to throw to you first. Yeah, definitely. And before we start with payment methods, I think it's really important to start with the customer and the merchant. And in my experience, it's the small businesses whose experience we obsess over. And so what I'm seeing is the importance of embedded payments into the workflow of both the merchant accepting payments and thinking about sort of how frictionless and invisible ideally it is for their end users. So before even thinking about the payment method, I think that experience is really important to nail. And the second thing we're seeing as well is really this need for an all in one platform where it's not just about accepting payments, but with having cash flow at the center and having entire money movement from getting paid to actually and I'm sure, Steve, you can relate to this paying bills, paying suppliers, paying your payroll, all coming together. So in terms of payment methods, 2026, we're really seeing a rise of account to account payments and pay by bank. We've recently launched pay by bank payment method on our invoicing platform here at QuickBooks, and it's really seeing rapid adoption. Digital wallets, of course, becoming absolutely ubiquitous, especially here in Europe. And I'm really excited about the growth of AI, agentic commerce and what that has to sort of bring to us within 2026. I think it's going to be really exciting to watch. Brilliant, it wouldn't be a webinar on fintech if we didn't mention AI immediately. Yes, Charlotte, I know you're also very keen on this question. Okay, yes, I was going to actually just add exactly to what Julia's just said, which I agree which I totally, agree with. So I think in 2026, we're talking about essential payment methods, but I think essential really means contextual, and I would prioritize, I think, three categories in this context. So firstly, cards do remain foundational but I think the real shift is towards tokenized network optimized card payments especially for things like subscriptions and repeat purchases. Secondly, to account payments as Julia mentioned, they're now absolutely essential not optional and there's been a real rise in that area. So particularly I think in the area of instant payments. In The UK, we've got faster payments, in Europe, SIPA instant, and elsewhere we've got real time rails. And those are especially powerful for high value, low margin transactions. And of course, as Julia also mentioned, there's a digital wallets Apple Pay, Google Pay and also various local wallets all of which are critical for mobile conversion and also of course younger demographics. Sorry. I was just going say in terms of where to launch first, if you just wanted to catch that part of the part of the question, I think, it's best to start where you've got customer demand which drives all this, cost savings, and also regulations, so regulatory read readiness intersect. So cards and wallets that can be everywhere in The UK and The EU, A to A first in those sorts of mature real time markets, and then expand to markets where instant payments are becoming the default and not the exception. Brilliant. I was going to say where would we be about our digital wallets? Sorry, No, can you that's alright. I thought I'd just answer the second part the question first. And Nick, I've got you down on this question also. Yeah, thanks very much. I mean, firstly, broadly, I completely agree with Julia and Charlotte on this. Think they've raised some really good points. I think if I step back a little and think about the context, then really what we see as an analyst house is that there's no one size fits all approach in payments. It has to be, as Charlotte said, extremely contextual. Julia talked about the two ends of that. She talked about the businesses making payments and businesses receiving payments. And actually it can be completely different payments are needed for either end of those transactions. It could be and one thing we've seen a lot of interest in is for businesses making payments. We've seen a dramatic rise in the use of virtual cards via expenses management platforms and all those kinds of different things are becoming extremely popular. And for good reasons, spend controls, visibility, dashboards, all extremely helpful. For accepting payments, this really, really depends on actually where you're accepting them from. If it's domestic, then the most important methods are those that, like Charlotte said, are in huge customer demand in those markets. So that could be an A2A based payment, it could be a digital payment, it could be good old cash on delivery, depending on what the product is. But that really has to be led by that user demand. But if you're a cross border business, it could be that actually it's stablecoins is becoming increasingly important and you need to be connected to those rails. So I think in terms of those payment methods, it's highly contextual. It's specific to what that business needs. And actually, I think with the rise of things like orchestration as an industry coming into 2026, I'm very positive about this because we have access to all these tools and the ability to orchestrate these different methods and use the right tool for the right job is becoming increasingly easy. So I think we're in a good place and really the rollout plan has to depend really strongly on those sort of contextual scenarios that businesses are facing in sort of their day to day operations. Thank you. Sorry, can I just add because it's quite interesting what you're all saying, but with the mention of AI, I think it's really interesting that one thing that started as a study trend last year, and we have several organizations that we're working on with AI, with the concept of concept of seamless payments? The concept of abstracting the customer from the idea of I need to choose my payments method and the system provides a recommendation or even makes decisions sometimes. I think that is a little bit extreme, there is a possibility of what is a method of payment, whether it's car, whether it's account to account, whether it's another method. And I think, especially in the next year, maybe in the next two years, we are going to see a lot of those capabilities coming in. Seamless payments is going to be coming something that is more demanded by the market because the customer is going to be overwhelmed by all of the capabilities. I'm sorry, Ella, I jumped in. No, don't worry at all. Feel free to jump in whenever you need. Steve, I've seen you nodding away the whole time as well. Yeah, I would say all the above, you know. If we think just very briefly about some context in terms of history and use case, the history of a payments engineering and technology is in two categories, broadly speaking. One is pre fintech and one is post fintech. You've got the whole thing in the past, which was the most the highest security, the highest throughput, the leanest kind of transactional capabilities, nothing overly clever or fancy. Just make sure you've got a pin and it's fast and it works and it's reliable. And that's not about innovation in a sense of customer experience. It's innovation in technology. If INTECH changed that by adding all these things from the internet technologies and methodologies into the payments and banking world, including things we don't talk about so much anymore, like XML came along and then there was APIs. You know, we're talking about APIs a lot many years ago and now it's just assumed. So the payments technology and the payments products have gone from tech into the business. And so now we have in our company, we have customers 25, 30,000 businesses who use our product and they buy it as a SaaS product. They're not buying the payments technology. They're buying a SaaS product they can use, log into and manage their payments. And the people buying the product and caring about payments are the payments teams, but the FD, the finance director, is more interested in how this works and how the money is being managed than the actual technology underneath. That's the plumbing, that's the rails, it's the old school of making sure this works highly important but less sort of headline. And the next thing they get spoken about is embedded finance and a huge amount of the use case for embedded finance is embedded payments. And so yes, you can start putting payments into your different use cases and underneath that or on top of that comes orchestration. So I would add to this thing specifically for this year is this complexity between dealing with the today and having an eye on the future. So today for sure the number one most important card sorry payment vehicle is the card, know broadly speaking. And of course you have instant payments as well, so faster payments, the local connectivity, the separate instance. So we've gone from the tech into the business, into the finance directors and embedded payments and the user experience. That orchestration comes through with the flexibility. And so to be able to deliver to the business a payments experience that enhances the business and affects the top line, but in a way that is suitable with technology and partners for the next wave that's coming in the future. You've mentioned the future there. If you had a crystal ball then, do you think that silver bullet piece of tech is for the future? Well, I'd hope it wouldn't be a surprise to think that there's no real silver bullet, but there's a lot of vendors or service providers because it's difficult to have one size fits all. So orchestration may also mean orchestration into different aggregation or different service providers or different channels. So the number one most important thing will be flexibility technically and from the business point of view. The card, the instant payments, then maybe the global reals, the international payments, stablecoins will address one of the last remaining problem points. How cards work? You know, there's a lot of internet e commerce sites that are online shopping where you still have to type in your card number and your delivery address. And is the delivery address the same as the billing address? If you're on a Mac, the merchant, the seller should know you're on a Mac. You should just press the button with your finger and it pops up with a payment, it's tokenised, it already knows where you're delivering it to. It's a seamless, very easy experience and that's very accessible today. It's a very simple thing to address anyway today. So that orchestration is short term wins with a long term strategy. Brilliant, making it seamless and easy for the consumer. Brilliant, so let's stay with you Steve and when we look at build versus partners and we're actually talking about building our own payment tools or our own payment tools. Where is it best to actually build and where is it best to plug into an existing partner? There's going to be a mix and match. What we've done at Soldo is we've deliberately built the technology, the tech stack, orchestration and processing and core banking systems and we've created our own financial services teams who face the regulator. This is quite a deep investment and therefore if you're not a spend management company or a specific fintech then for sure you don't repeat that. It's a long hard thing to do and why would you? Because by the time it's done by the people doing it, it's already starting to become something you would rather buy anyway. So partner with people who know their specific domain and have the flexibility to add value and benefits immediately and in a roadmap but also do keep the door open for different type of points of value. For example, if you're a retailer, you may well want to have your cards in one platform and you can start looking at platforms that can go all the way from supply chain all the way through to invoicing and loyalty and card payments. But you may well want a different buy now pay later provider or something like this. The orchestration and the capabilities to be able to use and tune the different touch points is going to be very important for all businesses. But keep it simple and seamless. Ramon, I know you're also keen on this question. Yeah, I mean, you know, build versus partner or even buy has been one of the biggest conversation in the technology industry in years. I think we've gone through cycles with that. We went through a cycle of bill, we go through a cycle of bug, and depending on where you are, whether it's in the commerce, merchants, even banks, there is different approaches in different moments. I think that the key thing to understand is what is it that you're trying to accomplish and how are you going to deliver to the business goals in the best way possible? Sometimes partnering is a great solution because it gives you speed. It gives you ability to come to market faster. Sometimes you want to create a differentiating capability. And when you want to create a differentiating capability, you may want to build yourself. Nowadays also, and the thing, and I always come back in here because I guess AI is in there, but now they would need to think that AI is an enabler to accelerate that process of build. You can speed up that process of delivering some new capabilities through the usage of AI. So there's a lot of different options in there. If you ask me, I think go hybrid. Build what you can build. Take whatever you can partner from with somebody else and bring the value of to the customer faster because that is a market that we are into. The market that we are into is in the moment that you need to bring value there faster because that is the way that enterprises survive. Yeah. It's a really interesting conversation and I always used to change. Now I just say go both. And AI is amazing. Like the ability that AI has to build code, it's so seamlessly and quickly is astonishing. I have a question. Always check it. Don't just trust it. Julia, from an Intuit perspective. Yeah, definitely. I mean, have spent my career in partnerships, so I'm going to be a little bit biased, But just like Ramon, build by partner is definitely a big question and big discussion for us as a leadership team. So I would say, unless you are building a payments or a fintech business, definitely partner. I think the beauty of being sort of in 2026, even compared to a couple of years ago now, the payments and partner options have become a lot more modular in the way you can build a, you know, a payments business on top. To bring it to life, again, for us to create these embedded pay enabled invoicing experiences within QuickBooks, which is the accounting software, We are partnering with Adyen to provide the plumbing and the infrastructure, if you would, and take a lot of the complexity, of, you know, the regulatory relationship, etc, but allowing us to build the actual competitive advantage, the customer experience, the end to end workflow. And that's really important. And coming back to the modular piece, the platforms have advanced in a way that before it was only sort of either plug and play referral type payment experience or all the way to sort of owning the infrastructure and being sort of a full loan payment facilitator yourself. There wasn't really that sort of sliding scale in between. Now I would say you can start with sort of as low lift experiences as possible with sort of partnering but owning kind of as few pieces as possible of the puzzle. And then as your business grows, as your volume grows, as your sort of desire to control and have more control over the experience, potentially over the risk, risk appetite, sort of those taking on more of the control and more of the risk starts to make sense, sort of reducing the risk on the company as well. And the investment that's required upfront because these things are heavy and big and long So yeah, my advice is sort of doing it gradually and for us doing it with Adyen was the right decision. I would add one thing. I agree entirely about the both the hybrid point and the partnership point of view. And it also there's an evolutionary cycle that we're in anyway with technology on a social and a business level. We have available today certain tools and they're also going to have more powerful tools in the future. We'll be talking about things like, for example, APIs versus agentic and programming versus training. This is the kind of vocabulary that we should be shifting. So today, when we look at orchestration, it's about the appetite of the business. We're talking, I think, about businesses who are on this call listening to this webinar who are doing their own business and focusing on whatever it is they do their specialty. They're not necessarily a payments business. They need to have payments and that's why embedded payments is so powerful in partnerships that Julia you're talking about. And in this domain is an appetite of technology. So if there is an opportunity to embrace the newer technologies with embedded payments, with the different workflows, orchestration can become workflow. It can be managed instead of having to be programmed. And we're finding that a lot with our customers who use our APIs, who like to say at this point in a payments use case, we'd like a certain amount of money to be available on that virtual card. And then we'd like it to be spent automatically behind the scenes as part of the workflow of the business and then the money comes back off again. That's really a programmable user experience that works with the partner using the orchestration layer. So talking about that user experience, and obviously you mentioned that slightly earlier, we talked about the what of orchestration layers. But let's talk about how, like how can orchestration, smart retries, tokenization and network tools boost approvals without adding friction at that payment layer? If I throw to Nick first on this one. Yeah, thank you. I think from this point of view, if I sort of put my analyst hat on, then if I had a pound for every time somebody talks to me about a tool that can do some of these things, I would be sat on a beach somewhere. Actually, from my perspective and industry point of view, there are an awful lot of tools that have these capabilities now. So we've got to a really good position. As with the payment methods, there's no one size fits all approach here. There are lots of different ways to do this. So if we call out one capability here, let's look at network tokenization, for example, with card payments, then this is something that actually rarely the industry agrees about. Everybody in the industry says that this will cause a several percentage point increase in approvals at checkout. And that's something we've seen in the data we've seen is that network tokens are quite easy to implement. They have a really strong ability to increase approvals without increasing friction. So there's a really, real strong capability here. If we look at something like orchestration, then we've seen if we talk specifically about e commerce merchants for a sec here, we've seen a lot of cases where merchants have moved from sort of a single gateway approach to more of a multi gateway approach to the market. That has enabled lots of different capabilities, whether that's being able to retry the payment with a different gateway, with a different approval route, whether that's having a cross border business that uses the right gateway for the right market. There's lots of different orchestration capabilities there, We're seeing huge amounts of impact from that. Actually that sort of multi gateway, multi payment methods orchestration capability is something we're seeing really increase in popularity. I think the other thing I'd highlight here is how we are seeing a lot of change in fraud management processes. And again, this is leading an uplift in approvals. To use sort of the word that everyone seems to be using, AI is extremely important here. We're seeing a lot of AI risk based scoring. Interruptions to the checkout flow are decreasing and actually more behavioural factors are being used in terms of what this means for approvals. Can you do more behind the scenes? Are you using geolocation to see where the purchase is coming from? Are they on the same device? Does it match their transaction behaviour? So all of this is sort of inexorably moving us towards a situation where there is less payment flow interruption and we're seeing a high level of approvals. Now, just a thought to end on before we throw this to anyone else. In an agentic commerce world, does this all work? And that's the question that I think we will all be thinking about increasingly going forward, because those behavioural indicators, for example, an agent doesn't do those. Agentic commerce, that's based on different protocols, is based on different payment methods. So a lot of what we've learned to apply in a current e commerce model may not necessarily automatically translate into something like an Agentic commerce model. So this could be an interesting one to watch and actually see how this space evolves and how some of these techniques get adapted as the wider market shifts. Thank you, Nick. Charlotte, have you seen any trends on approvals in your industry? Yeah, absolutely, but I think and I agree with all of that and the thing that really strikes me though is that all these tools work best when they're actually invisible to the, customer. So orchestration, which is one of the things you mentioned, orchestration allows you to, dynamically route transactions to the best acquirer or the best rail based on cost performance or geography. Smart retries improve approvals by changing how and when a transaction might be retried, not just repeating the same old failed request. I think tokenization also needs to be mentioned, and that tokenization reduces friction and fraud simultaneously and that works especially in the area of repeat transactions and subscriptions. And we've also got network tools such as, accounts up data services or, network, tokens and, those sorts of things. They very quietly keep credentials fresh which is one of the biggest drivers, I think, of, approval uplift. But I think if I had to think of one key point on this, it is, as I said at the beginning, optimization should happen very much behind the scenes, not by adding extra steps at the checkout, which is always annoying for the end user. I think that's absolutely right. The less we see as a consumer, the less the better. Julia, I see you smiling I away was just wondering, maybe a question for Nick, if that's okay. At what scale do you feel orchestration and redundancy becomes a necessity? Because it is very complex to build, right? I think I think that's a great question. I think it's increasingly becoming the norm. But as with every conversation we have around this, we've got to remember that there's a long tail involved. Actually, you know, if we're talking about large cross border international multinational merchants, they've already built multi gateway. They've built resiliency. They've built best cost routing. They've got those tools. However, if you're talking about your local shop that are just dabbling in selling things online, I've recently been going through the process of buying a house and I had to send a check. Like, if you think about that long tail, that is going to take an awful lot of a long time to adopt these tools. You know, that's actually where guys such as yourself, you know, Intuit have an important role. It's where people like Soldo have an important role. It's where people like Red Hat have an important role. It's actually, I think, democratising access to some of these tools, because actually building it yourself, as we've talked about, is a right old pain. But having access to that with a partner ecosystem is very important. So I think, you know, to go back to the point, we're seeing a lot of development and it's become very, very important for larger merchants, but it will take a lot of work and a lot of time for it to filter out to the wider market. And also it's a lead time, so it's sort of like when is the right tipping point to start thinking about it and give yourself enough time to build the right orchestration. Absolutely. Okay. So let's look at the data and analytics for payment decisions. So how should you use your payment data to choose which markets or products you should focus on next? If I'm gonna refer to you, Julia. Yeah, definitely. Going back to Charlotte's point right at the beginning, it's really looking at demand and sort of leading indicators. To bring it to life, obviously Intuit is small business accounting software platform. And as I mentioned in the beginning, embedded payments and embedded workflows and experiences are really important. So we are looking at where organically the behavior is happening. So again, in our case, it's invoicing. And we're seeing customers globally creating and sending invoices within QuickBooks. And we are sort of actively thinking about analyzing that data and thinking about where do we actually add the payments infrastructure into those workflows to have that competitive advantage, but also where it makes sense to scale and grow. Because as we just talked about with Nick, it's expensive, so we really need to be thoughtful about the markets and payment methods that we roll out based on the data then and demand we're seeing from our merchants. Fantastic. And Charlotte, I can see you nodding away in agreement. Yes, absolutely. I do agree with that. And Julia mentioned data, which I think is well, payment data is I think one of the most, honest signals that you have in this, context. And, so, good things to look for are markets with high demand but low approval rates and that's often an infrastructure problem that you can fix relatively straightforwardly or payment methods that convert disproportionately well for certain customer segments and products where payment friction is driving, abandonment. So, in other words, I think use payment data not just to report on the past but to identify where, better payments can actually unlock growth. Fantastic. So this really brings us on to question five here actually, and that is what metrics merchant should be looking at to get the best ROI. You know, how should companies be monitoring their metrics? If I stay with you Charlotte, because you're on my screen. Okay. So so whether every single company should build those dashboards and alerts, certainly yes to some extent, but I think it's important to keep them simple and actionable. And, where things become too complicated, you magnify the possibility of human error and it becomes, not quite so useful. So keep it simple, keep it actionable. And I always think that, and I always advise people, dashboards should answer three questions and that is our approvals going up or down, are the costs drifting, and thirdly, is the customer experience degrading, anywhere? Alerts should be threshold based and automated. So for example, an approval rate dropping in a specific market, a sudden increase in soft, declines or a spike in, charge backs or refunds. So the aim is continuous light touch tuning, not having sort of quarterly post mortems. Brilliant. So Nick, what do you think of those metrics that companies really should be monitoring? Broadly, I agree with Charlotte here. I think there's so much payments data that's available, actually distilling it to two or three metrics that you can keep an eye on, that you can monitor spikes in, is the way to do it. And I've worked with payments teams at different businesses and you know, overanalyzing data that way madness lies. There's sort of diminishing returns if you go too far into that and you try and sort of make all your decisions based on that. So I think keep it simple, focus on several key metrics and monitor those and adjust those as your business evolves. But yeah, I think keep it simple is the right method here. Keeping it simple is always good. Julia, I'll give you the last word on this one. Yeah, definitely. I'd say very simply, I think it's worth separating the business metrics from the technical and sort of platform health metrics. So on the business side, definitely looking at sort of leading indicators and growth metrics, like growth new subscribers, for example, or retention of merchants, at least, again, at our scale, total payment volume that goes through. And then the growth signals is, are we seeing share of wallet increase through payments processed on our platform, how recurring and repeat it is, And then looking actually at more technical health metrics, as you said, all the auth rates and all that good stuff at scale becomes really important. And it's important that they two talk to each other, right, where the technical metrics actually flag and inform where opportunities might be to create more more more value for for the user, for the for the customer. Brilliant. Well, thank you all, so much for joining me today. We like to end here at BizClick on one piece of advice. And for this, it's what what piece of advice would you give to a small business or a merchant on the future of fintech payments? If we start with you, Julia, because you're already on my screen. Yeah, definitely. Again, make payments seamless and within your existing workflow because that small 2% increase in approval or activation for a small business can actually mean next month payroll. Fabulous, and Charlotte you're next. Okay, so I think if I were to leave people with just one thought on this, I would say treat payments as a strategic product, not a back office function. And I think that in, this year, in 2026, I think the competitive advantage will come from merchants who are designing payments intentionally and using data relentlessly, as we said before, and also those stay flexible enough to adapt as rails regulation and customer expectations change and evolve. Because I think payments are no longer just how money moves, they're also how value is created. Very, very nice. Nick? I'll keep it simple from my perspective. Don't worry too much about the hype around payments and particular payment methods. Figure out what works for you as a business and keep it grounded. Keep it based on what works for you. Be willing to look at new tools, but don't go chasing stablecoins or something if it doesn't make sense for your business. And Ramon? Yeah. I mean, what Nick said is really, really important. I think for me, it's what is the future? What is the next level of technology? What are we gonna do in the next step? It's important. Innovation is really relevant. But as I always said, innovation has to be paired with a with a hand to the stability and the business continuity. Just not only innovating for the sake of innovation is important. You need to make sure that at the end of the day, those systems are never going to fail because at the end of the day, that is what we are guaranteeing. The payment is so important that it is kind of like the blood in the veins of the system and you need that to never fail. So reliability and business continuity is really, really important. Thank you so much. And last but not least, Steve. Thank you. I would say for the businesses out there, you know, who are not payments businesses, the payments are like the lifeblood and vital, but also they're complex and painful to do and expensive to provide. Work with partners, choose partners who are investing in the payments, are investing in the future, who specialise in payments and payments related services and products. And once that's in place, then start looking forward and working together on the future roadmaps. And most importantly, from our experiences, engage and empower the finance teams. Finance teams are much more a leading light in how to innovate and add value to the business than ever before. Thank you so much you guys. You've all been absolutely amazing and I'm sure our audience is going to have so many takeaways from this webinar. I'm afraid that's actually all we have time for. So thank you so much to our speakers. It's been a pleasure. Thank you all for watching. The recording of this webinar will be available shortly, so you can come back. You can watch it again. You can share it with your friends, your family. You can share it anywhere. If you have any further questions, please, you can connect with any of our speakers on LinkedIn, or you can drop questions in the chat, and we will send them to the speakers after this webinar. So thanks again for watching, and bye bye.