The Layer Underneath Payments, Treasury and FX with Vroon Modgill, CEO of Sokin

09/17/2026|Peter Renton

Vroon Modgill spent two decades in payments as an accountant, finance director and CFO before founding Sokin in 2019. The company launched as a subscription-based consumer remittance app and is now a B2B payments and treasury platform running across 170 countries and 70 currencies, growing 100% a year while staying profitable. We talk about the pivot out of consumer, where stablecoins actually earn their place, and why he thinks the moat in agentic finance sits in the regulated plumbing rather than in the agent.

What We Covered

Twenty years in payments before founding Sokin
Watching his father fill out the same compliance forms on every remittance
Why a consumer subscription app was the wrong business to be in
The 2021 decision to go all in on B2B
Sitting underneath the payments, treasury and FX providers
One integration across 170 countries and 70 currencies
Enterprise direct versus the embedded partner channel
Embedded going from zero to 40% of projected US revenue in a year
Why most of the world is not card first
Owning the stablecoin stack instead of renting it
The MCP connector and agent-prepared, human-approved payments
Nine dollars of revenue for every dollar of net cash burned
The Series B, the Oxford Finance debt facility and the licensing build-out
What the Manchester United partnership actually delivers

Key Takeaways

The defensible layer in agentic finance is not the model. An agent that decides to fund payroll still needs an account, a license and a rail, which is why the licensing build-out matters more than the AI demo.
Stablecoins work best treated as a rail rather than a religion. Sokin bought the engineering DNA, runs fiat and stable through the same licensed infrastructure, and lets the route decide.
Consumer remittance is a price and marketing game. Being right about the problem does not make it the right business, and the enterprise version of the same friction is where the money is.
Profitable growth is a capital strategy, not just discipline. It let Sokin raise equity into strength and add debt at a lower cost than dilution.

About Vroon Modgill

Vroon Modgill is the founder and CEO of Sokin, a global business payments and treasury platform he launched in 2019. He trained as an accountant and spent roughly 20 years in payments and finance leadership roles, including finance director positions at startups and, from 2017 to 2019, North America CEO and global CFO of a crypto payments company. Sokin closed a Series B led by Prysm Capital with Morgan Stanley returning, followed by a debt facility from Oxford Finance, and is the official payments partner of Manchester United.

Cleaned Transcript

Vroon (00:10):
We run, let’s say, the whole life of a business’s money on one platform. When you’re receiving money, when you’re converting money, when you’re holding money, when you’re spending and when you’re settling. Across 170 countries with 70 currencies, and we’re replacing five or six providers that most companies are stitching together globally, as I just mentioned, in different areas of the world. We’re basically providing that sort of infrastructure all in one place. So a company can utilise us in, yeah, in one integration essentially.

I think what’s happening now is we’ve now added a new layer of intelligence on top that allows a platform to kind of help and decide what to do with their money when their cash is sitting idle or if exposure needs hedging, not just to move it from one place to the other. And this is kind of the AI layer of intelligence that we’re bringing in. And the end result is one platform, one relationship instead of a different provider doing different jobs in different countries.

Peter (01:05):
This is the Fintech One-on-One Podcast, the show for fintech enthusiasts looking to better understand the leaders shaping fintech and banking today. My name is Peter Renton, and since 2013, I’ve been conducting in-depth interviews with fintech founders and banking executives. My guest today is Vroon Modgill, the founder and CEO of Sokin, a global business payments and treasury platform.

Vroon spent around 20 years in payments before starting Sokin in 2019, including roles as a finance director and CFO, and most recently as North America CEO and global CFO of a crypto payments company. That finance seat shaped everything about the company he went on to build. In our conversation, we talk about Sokin’s move from a subscription based consumer remittance app to a B2B platform covering 170 countries and 70 currencies. Vroon explains why he thinks Sokin sits underneath the payments, treasury and FX providers rather than beside them, how the embedded channel has gone from 0 to 40% of projected revenue in a year, where stablecoins genuinely make sense. We also get into their new MCP connector for AI agents, how the company grows 100% a year while staying profitable, and what the partnership with Manchester United actually delivers. Now let’s get on with the show.

Peter (02:38):
Welcome to the podcast, Vroon.

Vroon (02:40):
Good to meet you.

Peter (02:41):
Great to meet you as well, and thanks for coming on. So I’d like to get these things started by giving the listeners some context and background about yourself. Why don’t you just hit on some of the high points of your career to date? I know it’s, you’re still relatively young, so tell us a little bit about what you’ve done so far.

Vroon (03:02):
Yeah, I’m, I’m flattered by that compliment. But I definitely don’t feel young, you know, I’ve probably spent about 20 odd years in payments before founding Sokin. So I’ve been around the block, as they say, and as an ex CFO of a lot of companies and finance director of a couple of startups as well, I’ve kind of first hand seen how slow, expensive, and fragmented a lot of the like sort of cross border like money movement is. And I’ve been heavily involved, especially with global companies, you know, when we’re moving things, when we’re handling treasury, when we’re handling settlement, all of the money flows. So yeah, I guess the background of, you know, before Sokin is very much from a CFO lens. And I’ve kind of decided, yeah, in 2019 to kind of go after the infrastructure myself rather than work around someone else’s. And that was the basis of founding Sokin and before starting Sokin.

Peter (03:53):
So tell us a little bit about that founding story, because I read somewhere that you were watching your father, you know, pay high fees on remittances back to India. So what was it that convinced you there was room for a new approach to this?

Vroon (04:07):
It’s true. I kind of saw it firsthand with my dad when he was sending large amounts of money, I would say, to family members in India. And I think one of the big problems that I was seeing, not only just a case of just money remittances that were going to India, but it was also the issues around compliance, onboarding, providing documentation every time that money was being sent. Like I said, I had a history in payments. So I kind of saw it firsthand as to some of the problems that this was causing and him personally filling out compliance documents every single time he’s been sending money with repetitive providers that he’d been using for many years. It just seemed like there was a whole infrastructure problem, like I said, not just on the basis of just sending money, but then also who’s sending the money, how are they sending the money, where it’s coming from. So, look, the same friction that families feel on remittances, what I was seeing firsthand is kind of what companies are feeling on every sort of cross-border flow. And that’s kind of how, initially, yeah, we started on a consumer product and then we kind of pivoted to like the B2B sort of motion.

Peter (05:11):
Let’s talk about that. So you started on consumer. It was a subscription based money transfer app, which was innovative. Today you’re a B2B payments and treasury platform. So walk me through the pivot, particularly from a consumer facing app to a B2B company.

Vroon (05:27):
Yeah, absolutely. And like I said, the basis of starting that consumer app was it was driven by a lot of the compliance onboarding. So I wanted to create an app which was almost like a closed loop system globally, which was sending money remittances back and forth, where we’d already sort of KYC’d the sender and receiver, so we didn’t have to have that repetitive information that I kind of saw my dad being asked every time that he was sending money. And we would create an app that could be able to handle that and charge a price for it.

Now, I think one of the challenges with consumer remittance apps or consumer apps is you’re one of three or four apps that people are already using. It’s very much a price play, it’s very much a marketing dominant solution. Unless you’re getting significant amounts of funding, which I think some of the guys in that space kind of got during those years and you’re putting a lot of capital behind it. You’re gonna find a hard place to keep that repetitive sort of customer motion. You may get one or two months of like high send, but then after that it’s gonna be, that sticking point is always going to be there. And I realized very early on, probably about a couple of years on during that whole process, while we were building that global infrastructure. So even when we created that consumer app, we were thinking globally. So we’ve always been thinking globally day one. But when we were doing this, we were kind of realizing that enterprise is probably the real opportunity. And we were getting sort of inbounds from a lot of businesses who’ve been seeing a lot of mainly the marketing work that we’d been doing and realizing that actually we were not a business banking solution, but we were a consumer solution. And we were getting so many inbounds at the time that we were kind of asking ourselves the same question as to why were we not doing B2B? And essentially, when we started realizing the enterprises that were kind of having similar sort of problems at an enterprise level, we made a decisive call in sort of 2021, I would say, or late 2021, to go in on B2B. And the great thing about Sokin, 90% of my senior team are still with me during that process. So they’ve seen that transition of consumer to business. They’ve seen the pitfalls of consumer that we’re mindful of when we’re doing B2B. And look, we made a call and luckily for us it’s paying dividends right now.

Peter (07:34):
Okay. So in the B2B space, I mean, you’re not alone, as I touched on earlier, but you’ve got, you know, it’s relatively crowded, this particular niche, I would say. You’re, you know, Wise, Airwallex, Nium, dLocal, just to name a few. When you’re talking to a prospect that is comparing you head to head with some of those names, what is the honest reason that they choose Sokin?

Vroon (08:01):
Yeah, so look, great names, great companies doing, you know, doing good things. But I think most of these companies that you’ve mentioned are kind of either doing payments or they’re doing treasury or they’re doing FX. I would say we’re the layer underneath of it all. So CFOs get to work with fewer vendors. And I think that’s kind of one of the things from my own experience that I saw as a CFO, that when I was dealing with the US or I was dealing with the UK or I was dealing with Asia, different treasury management platforms, different banking partners, different API integrations. Banks are still giving, you know, 45 page documents into how to API your treasury management system into your banking systems. It’s kind of ridiculous. So we were kind of seeing that. And what we, like I said, what we did was create an infrastructure layer that kind of combines all of that into one area. And I guess that’s why we’re kind of, we’re profitable, we’re growing 100% year on year, with a fraction of the headcount of a lot of these companies that you’ve kind of mentioned. And the best thing about Sokin is like we meet businesses where their software already lives.

So it’s not kind of like a rip and replace. We kind of coexist with a lot of those solutions that they’re kind of using. And it’s exactly why we’re positioned to win as AI agents are being more used by CFOs and companies and commercial teams, because our whole infrastructure is built that way, which makes it easy to work with Sokin and it’s reachable through our MCP or our API. And we’re at a great time. Like I said, we’re building at a really good time right now. Which means we don’t have to rip and replace our own infrastructure and equally we don’t have to rip and replace our customers’ infrastructure at the same time.

Peter (09:35):
So for those people who aren’t aware of Sokin, who are listening in, can you just give us a quick kind of overview, maybe just describe the suite of products that you offer today?

Vroon (09:47):
Yeah, absolutely. So look, we run, let’s say, the whole life of a business’s money on one platform. When you’re receiving money, when you’re converting money, when you’re holding money, when you’re spending and when you’re settling. Across 170 countries with 70 currencies, and we’re replacing five or six providers that most companies are stitching together globally, as I just mentioned, in different areas of the world. We’re basically providing that sort of infrastructure all in one place. So a company can utilize us in, yeah, in one integration, essentially.

Peter (10:44):
So then who is your target market exactly? I mean, what industries fit you guys best?

Vroon (10:51):
So look, our go to market motion is very much thought of in the company in two ways. We have, we go after enterprise clients, where we provide local accounts, we provide integrations into treasury management platforms that they’re kind of utilising. And then now we also provide a payment gateway so that they can accept payment via invoicing that they might do. The second part is also embedded partners. So this is where we provide, you know, white label solutions, integrations into that infrastructure that we’ve designed and built for enterprises. That fintechs, payroll techs, travel techs, all of these guys that are servicing SMBs typically globally can utilize that infrastructure. So while we have a direct motion that goes after enterprise, our embedded motion goes after small, medium businesses. So our direct will always, you know, it best fits travel, food and beverage, manufacturing, logistics, shipping. Payroll would be on the embedded side, fintechs, MSBs globally that we’re working with, expense management platforms that we’re working with that want to provide banking accounts or banking solutions to their end customers, which kind of makes sense. So the common thread across all of these for us is high volume, multi-market, multi-currency flows, where settlement speeds and trapped liquidity are the real costs. And that’s the pain point that Sokin is built to solve for.

Peter (12:06):
That’s interesting, because you’ve, so you’ve, you’re going direct with a bunch of different industries and you’re also doing the embedded finance piece where you’re sort of the rails. I mean, one is, they’re slightly different when it comes to approaches. I mean, is your goal ultimately to keep both as sort of equal parts of your business or do you want to be the rails behind some of these other brands?

Vroon (12:34):
Yeah, look, I think direct is still our base, I would say, but embedded is now our fastest growing motion. In the US in particular, it’s gone from zero probably this time last year to about 40% of revenue, projected revenues as well. So it’s both brand and rails for us. I guess we run our own platform and let partners embed on that same infrastructure. So our brand earns trust while the rails scale our reach, if that kind of makes sense.

Peter (13:04):
Sure. So I want to just talk about e-commerce payments for a second. Because, you know, what here in the US, we are very much a credit card-centric economy, shall we say. And that’s not the case in most other countries of the world, I would say. So for the US audience, what’s sort of the lay of the land when it comes to, you know, particularly for e-commerce payments? And I know that like, is having a multi-currency e-commerce payments tool is often critical in other countries, certainly not here. So just give us a lay of the land.

Vroon (13:39):
Yeah, so look, most of the world isn’t card first. I would say local payment methods and currencies dominate outside of the US. I think settling in local currency is the difference between converting a sale and losing it when you’re selling globally. Multi currency capabilities is table stakes once you operate outside the US, not a nice to have. And I think this is kind of where our solution, providing those local accounts for those local settlements, makes it a lot easier, a lot faster, and a lot easier to settle with the US as well at the same time.

Peter (14:07):
Okay, so then I want to talk about stablecoins, which is obviously, it’s hot right now. I mean, you’ve got a bit of a crypto background. I mean, there’s cross border volume going through stablecoins, there’s treasury management now happening with stablecoin rails. I mean, what is your approach here? And do you see this as an opportunity, a threat, or both?

Vroon (14:28):
The way that we think about it, Peter, I’ll be honest with you, we built and own our own stablecoin stack, essentially. So we treat it as a rail, not as a philosophy, right? So for us, fiat and stable move through the same licensed infrastructure that we’ve created over the last few years. There’s opportunities to earn yield on stablecoin balances. E-commerce acceptance are coming later in the year for us so that we can make settlements easier. But like I said, we want to treat it as a settlement layer that coexists with fiat as well, rather than just going all in, yes, 100% all on stablecoins. For us, it’s important that our customers, they’re getting what they need out of the solution that we’re providing. Some rails make sense where you say, you know, where it’s difficult to get your hands on US dollars, stablecoins might be the way to go. But some routes, US to the UK, for example, during Monday to Friday, is pretty quick on faster payments fiat. So we can make that happen as well. So I think it’s a, we want to leave that judgment to the customer and what the customer specifically requires. But yeah, we did an acquisition early in the year. We wanted to bring that sort of blockchain native engineering DNA to Sokin because we want to be close to infrastructure. We want to have the capabilities to manage across multiple blockchain networks without having a partner in between. And it allowed us to give wallet as a service with full custody client solutions, which people on the embedded side are kind of lapping up right now. So it’s worked out quite well for us.

Peter (15:57):
So then are you finding interest increasing significantly, increasing a little bit? What is happening when it comes to demand for stablecoin rails?

Vroon (16:08):
Look, we’re doing roughly about five to seven percent on a monthly basis in terms of volume on our platform, which is around about a hundred to two hundred million or whatever it might be on a monthly basis on stablecoins. So there’s definitely an interest. I’d be lying if I said not one customer asked us about this, right? Because of the amount of attention that’s kind of around it. It’s only natural, similar to like the AI products that we’re kind of doing. So I think it’s only natural that people are going to ask us. I think what we wanted to be, we made a conscious decision. And we’ve been looking at it for the last 18 months before we made our acquisition, because we were looking at all the players that are kind of in the market. We’ve never rushed, like I said, we’re customer first. So when it becomes a problem, we kind of address it. Or when it becomes a requirement, I would say we kind of address it. And that’s kind of what we did with stablecoins. So we see it coexisting with fiat. It’s working really well for us. Do I see it as an adoption layer that’s gonna compete with Swift over the next few years? Yeah, absolutely. I think, you know, the struggles with Swift are still there that everyone’s kind of aware of. So now we’ve got two options of doing high transactional volume flow rather than just having one. That’s kind of historically been the case.

Peter (17:14):
Right. So I want to go back to something you said earlier, which I think is really interesting. You said that you are profitable while you’re also growing at 100% year over year. Now that kind of growth rate is not something that is typically associated with profitability in fintech startups. You obviously have discipline on the expense side, otherwise you wouldn’t be. So what are you saying no to? What do you kind of attribute your ability to grow so fast and remain profitable?

Vroon (17:45):
Yeah, look, I think being an accountant and being an ex CFO and FD, you know, I probably realize the P&L and balance sheet better than most, I would say. And probably most VCs out there as well, without mentioning anyone. But look, I said no to growth that didn’t pay back, essentially. So the question that I always ask, and I think having a senior management team that’s kind of with me for so long, if we spend a hundred bucks of cash, when do we get it back? Sounds super simple, but it’s one of the most difficult things to understand when you’re running a business and when you’ve got the pressures of growing high growth. When we generate roughly about $9 of revenue for every $1 of net cash we’ve burnt with the 300 people that we’ve got, we’re out shipping larger rivals. That’s discipline, and AI is removing sort of bureaucracy as well. So we’ve raised our money in the company. We’ve raised it into profitability and not to chase it. And that gives us now the firepower to like invest margin to take share now. And that’s kind of what we’re doing and why we’re aggressively going into pretty much every market, because we’re so well licensed now that, you know, we’ve got the balance sheet and the capital to kind of move that pace. Right.

Peter (18:58):
So let’s dive into AI for a minute, because obviously you’ve touched on it already, but I want to know what are you doing when it comes to not just coding? I feel like that’s every single fintech startup is using AI for coding these days, but on the agentic side, what are you doing there as well?

Vroon (19:19):
So look, our MCP connector went live in August, and essentially it lets finance teams run money operations through either Claude or ChatGPT in plain language. The agent prepares the work, a person approves every payment. I think that’s where we’re at at the moment in the stage of AI within payments. Internally for us, AI has cut our onboarding time for clients by about 80% and it’s moved compliance checks from days to hours. That’s how we’ve scaled revenue without scaling the team at the same rate, I would say. Our moat isn’t the AI agent, it’s the infrastructure that it connects to. An agent that decides to fund payroll still needs an account, a license, a rail, and that’s kind of what we provide. And you know, when I spoke to CFOs at an event recently, 71% said that manual work was the issue and not necessarily moving money. And that’s what we’ve directed our product releases on when we’ve looked at AI, as to how we can help a lot of these CFOs to automate as much as possible. But I must stress that the decision making at the end of it still has to be approved by someone in the finance team or the treasury teams or the CFOs or the CEOs of the companies. We’re just providing the ability for the agent to prepare the work.

Peter (20:39):
That’s one of your moats as well, right? The fact that you are licensed in so many jurisdictions. That’s, when you’re thinking about AI, you’re also thinking about what AI can’t do, right?

Vroon (20:50):
Hundred percent. Yeah, absolutely. I think you have to respect the kind of regulations that you’re kind of operating under. And I think, you know, we don’t want to be one of those companies being called out by compliance and all of these sort of issues that some of these kind of the high growth companies have kind of had in their history. So we know what we’re operating in, the space. We know, like I said, for us it’s making the CFO and commercial teams and treasury teams, is making their life easier. And that’s what we’re focused on.

Peter (21:17):
Okay, so I want to switch gears and, with the risk of alienating my US centric audience, I’m going to talk about the Premier League, because I’m a huge Premier League fan. I’m an Arsenal fan, have been for many years, went through very lean times for a couple of decades or more. But I saw that you are the official, I can’t remember what, maybe you could tell me what you’re doing with Manchester United, obviously one of the biggest global sports brands imaginable. So what are you doing there?

Vroon (21:45):
Yeah, look, we’re the official sort of payments partner for the club. For us, it’s always about partnership, not just sponsorship and sort of brand awareness. So we actually work with the financial operations team a lot. And I think this kind of sits into our direct motion of how we think about our go to market strategy, where we think about servicing the club with FX, accounts, multi-currency accounts, local accounts globally, because they operate at a global level. We then work with the treasury management teams to provide hedging solutions and integrations of those accounts into that treasury platform that they are utilizing. And then if there’s a layer that we can help with payment acceptance, whether it’s invoicing from a receivables or payables perspective, they can utilise that integration all in one stack. So it’s great that we’re working with a club that provides that brand awareness. But like I said, it’s more of a partnership. So we’ve been deep, you know, that relationship’s now like 18 months, or 14 months now. And we’ve kind of been working deep with the finance teams who have also been helping us expand our product offering and learnings about what enterprise level clients kind of need. So yeah, we’ve improved FX flow, we’ve improved with different ERP integrations, we’ve provided savings. And it’s a great case study for us, not just, like I said, from a sponsorship perspective, but it’s a true partnership.

Peter (23:05):
Yeah, because I imagine like a sports team like Manchester United would have incredibly complex payments needs, because they’re traveling all over, like particularly in preseason, they travel all over the world. Even during the regular season, they have Champions League games in different countries and different currencies. I imagine it’s not a trivial operation. It sounds like it’s quite complex.

Vroon (23:27):
Yeah, absolutely. And you know, there’s reputational risk that’s kind of involved when they’re working with payments companies as well. And I think this is kind of like what I hone, what I’m gonna focus on. It’s the sponsorship side, it’s the partnership side. So it gives a lot of companies, whether you support them or not, it gives a lot of companies trust that when they’re doing a search on Sokin, that, you know, we’re affiliated with great businesses like them. And it kind of helps us as well when we’re working with customers.

Peter (23:51):
So I take it you are, are you a Manchester United fan, then?

Vroon (23:55):
I am a Manchester United fan, yeah.

Peter (23:57):
Well, yes. I mean, everyone understands there’s always one club, but take a step back, like sports partnerships in general. What are they buying you? Do you think like, is this money, sounds like you said you’re disciplined with your money. You’re not doing it just to be, because you’re a fan of the club, you’re doing it for commercial reasons. I mean, what is it actually getting you at the end of the day?

Vroon (24:16):
Yeah, like I said, it gets eyes. It gets people thinking of us as a billion dollar company. It gets us in the conversations of competitors as well, you know, when people are assessing whether to use Sokin or whether, you know, whether to use someone else. I think it puts us in that bracket. And that’s probably the sponsorship side and the brand awareness side that it kind of helps us with. But at the same time, like I said, that partnership in particular has helped us grow our product suite a lot and understand working with CFOs, treasury teams, the FX side. You know, our hedging product that we released this year, they played quite an integral part in releasing that. That’s now being used by quite a lot of our customers. So I think that’s kind of what it buys. We’re a customer-first company. So the reason why we have so much stickiness on our platform and why we have such a huge retention rate is because we’ve built products for our customers and not worrying too much about what our competitors are doing. Like if there’s no point in me worrying about what my competitor’s going to do and build it out, but none of my customers are going to use it. So it’s very important for us that we listen to what our customers are saying.

Peter (25:16):
So I want to talk about fundraising. I saw you closed a Series B. Well, you announced it in December. I don’t know when it closed, but, and then soon after you announced a debt facility with Oxford Finance. Tell us a little bit about these two particular deals. Obviously, one was equity, one was debt. What is that providing you?

Vroon (25:35):
Yeah, so look, let’s cover off the equity side, I guess. So Series B was led by Prysm Capital, who led our round. Morgan Stanley returned. So obviously they did the Series A. We had Aurum Partners as well. And then the investor base, the current investor base, also followed on. So PayPal veterans like Gary Marino, Mark Britto reinvested. Great investors. They pushed for some fundamentals, unit economics, you know, disciplined expansion, which kind of is the ethos of the company as well. And I think Morgan Stanley doubling down is kind of like a proof point, I guess, of the business. And, you know, they’ve come in a couple of times now, so it kind of really helps the business. And I think on the Oxford side, look, we’re a profitable company, we’re doing well. A profitable company raising debt is a maturity signal, I would say. It’s cheaper than equity. So there’s no dilution. So we think about that. But then we also think about how the liquidity can help us on the liquidity management side when we’re expanding and accelerating growth. So both elements work well for the business. And it’s worked, I remember a time when equity funding was drying up for fintech companies back in sort of 2022, 2023, and, you know, we got to profitability probably on the back end of 2022. And we’ve had great relationships with debt providers in the past and that capital source has kind of worked really well for the business historically. And we can continue to grow utilizing that facility as well without, like I said, diluting too much.

Peter (26:55):
You’re a global company. So where are you targeting? And maybe we could, I’d love to include the US in this. What is Sokin planning for the US and the rest of the world as well?

Vroon (27:06):
Yeah, so look, we’re gonna focus obviously on our licensing expansion. We are interested in, you know, the US is kind of like home for us. You know, 40% of our revenues are built in the US market. So it’s where our brand has probably space to catch up to the traction that we’re getting, if that kind of makes sense. We’re growing, like I said, 100% year on year. We’ve got ambitions to be a standout global payments infrastructure company, and I think we’re working towards that. I think of us as a sort of super compounder essentially. So our growth gets faster as we get bigger. We’re built to like compound rather than sprint and stall, which is the key success to the business. Over the next 18 months, it’s key for us to continue to deliver profitability growth, land our sort of licensing build out, get our US brand visibility to catch up to our US customer traction. I think that’s kind of the main aim of the company for sure.

Peter (27:59):
It’s really great to chat with you, Vroon. I’ve learned a lot today and certainly appreciate your time and best of luck within the US and elsewhere. Thanks for coming on the show.

Vroon (28:08):
Yeah, I appreciate the chat.

Peter (28:15):
The line that stuck with me was Vroon’s point that the moat isn’t the AI agent, it’s the infrastructure the agent connects to. An agent that decides to fund payroll still needs an account, a license, and a rail. And none of those things can be conjured up by an LLM. We spend a lot of time talking about what agents will automate inside finance teams, and not nearly enough about the regulated plumbing sitting underneath them.

He also cited a survey where 71% of CFOs said manual work was their problem, not moving money. If that’s right, the winners in agentic finance may well be the companies that have also done the boring work of collecting licenses.

Anyway, that’s it for today’s show. If you enjoy these episodes, please go ahead and subscribe, tell a friend, or leave a review. And thanks so much for listening.

AI, Sokin, cross border payments, embedded finance, payments, treasury management

Fintech One on One Podcast

Fintech One on One Podcast

The Layer Underneath Payments, Treasury and FX with Vroon Modgill, CEO of Sokin

Cleaned Transcript