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Moving money internationally is mission-critical for many businesses in the world, particularly those outside the U.S. But, today, for businesses using traditional banks, moving money across borders is often expensive, slow and a terrible user experience. Wherever you have that combination you can be sure a fintech company is attacking the problem aggressively, which is certainly the case here.
My next guest on the Fintech One-on-One podcast is Ravi Adusumilli, the President and GM of the Americas for Airwallex. They have built their own payments rails, as an alternative to SWIFT, to serve businesses who want to move money and accept payments internationally. How they have done that makes for a fascinating conversation.
In this podcast you will learn:
- The target market for Airwallex in the Americas.
- How they help businesses expand internationally.
- Why they decided to build their own payments rails as an alternative to SWIFT.
- How the money moves exactly.
- The percentage of their payments that move in real time.
- What was behind their acquisition of MexPage in Mexico.
- Why they decided to build a business themselves in Brazil.
- How they are working with Brex.
- How Airwallex is able to serve smaller businesses.
- How they help tech companies offer embedded global payments as a profit center.
- How their multi-currency wallets work.
- Ravi’s perspective on stablecoins and other alternative payments rails.
- His view on the future of embedded finance and global payments.
Read a transcription of our conversation below.
FINTECH ONE-ON-ONE PODCAST NO. 533 – RAVI ADUSUMILLI
Episode 533 – Ravi Adusumilli
Ravi Adusumilli: In this network that we built, not only we can control and see the transaction from initiation to delivery, so where things can go wrong or what’s actually happening with the transaction. And more importantly, we can not just the control part of it, Peter, but more importantly, we can give visibility to our customers at any point of time, whether it’s an instant payment or an hourly payment or whatever, where is the transaction, what is going on, give the control, give the confidence, we can also be much better in terms of cost and reliability of these transactions that customers are trusting us for. That’s what we see as the secret sauce and the need to build this over a decade.
Peter Renton: 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. On the show today, I am delighted to welcome Ravi Adusumilli. He is the President of the Americas at Airwallex. Now Airwallex is a global payments and financial platform for growing businesses. They allow their customers to open global business accounts and we talk about that in some depth. Also to accept payments, manage company spend and much more all on one unified platform. The company started in Melbourne, Australia but is now based in Singapore and has 37 offices around the world serving 150,000 businesses. Not bad for a company that didn’t exist 10 years ago. Now let’s get on with the show.
Welcome to the podcast, Ravi.
RA: Thank you for having me, Peter.
PR: My pleasure. So let’s kick it off by giving listeners a little bit of background about yourself. Why don’t you hit on some of the high points of your career to date?
RA: Absolutely. Prior to Airwallex, I’ve held leadership roles at a variety of tech companies, most recently at Pinterest. And prior to that, I’ve held roles at Tile, Facebook, and Netflix. In the last decade or so, I’ve been mostly focused on building businesses and large-scale consumer products through partnerships. So that has been my expertise over the last decade. And I joined here about three and a half years ago to bring that into payments.
PR: So, you know, maybe we can start with, I want to understand what attracted you to Airwallex, but firstly, before we do that, let’s just explain what Airwallex does exactly. And you’re in charge of the Americas operation and it’s not an American company. Why don’t you tell us a little bit about what Airwallex does and how the Americas operation is different from other parts of the world.
RA: Yeah, I think what you said is exactly why I’m here running Airwallex Americas for a non-American company. And I’ll tell you exactly why. I’m currently president of the Americas region and I see operations across all of the regions within what we call Americas. It is US, Canada, and Latam, broadly. What Airwallex is, is a global payments and financial platform for modern businesses. When we say modern businesses, Peter, these are businesses that intend to be global from day one, not after 10 days or like a month or a year. They have global aspirations from day one. Those are the businesses that we serve. We launched in 2015, originally in Melbourne, Australia, but now our headquarters is in Singapore. We’re now serving over 150,000 businesses globally, and business is growing. We have 1,700 employees in about 37 locations, which just underlines the point of us being global, less than 2,000 employees, but we’re spread in 37 offices and counting. And that’s the growth story since 2015.
PR: Right, right. And it’s interesting because the Americas, I mean, obviously the US dominates as far as GDP goes, but it’s also a very different place where you’ve got a lot of companies that are in smaller countries that by necessity operate internationally, whereas you’ve got a lot of American companies that don’t necessarily need to. And so, how are you sort of thinking about those two very different types of companies?
RA: When we started the company, we originally were just doing cross-border payments, just moving money from one country to another country. In some ways, it is a unidimensional problem. But then we started adding payments acceptance and card issuing and a whole bunch of other product capabilities. So what we realized on this journey, Peter, is, it’s not just like, you’re based in one country, and you’re selling to customers in that country, and then you expand to other countries as naturally as the business grows. These modern businesses we serve, like from day one or day two, they’re already thinking of, I want to set up international operations, whether you’re in Melbourne, whether you’re in the US, whether in Canada, it does not matter. And that is how we’ve catered all along. And obviously, we’ve been a startup, so we had to pick and choose which regions come first to Airwallex so that we can grow accordingly. And what attracted me here to your earlier question is, wow, I get to build a company within a company, which is pretty rare to do that, especially in the US, right? So I have worked at startups and big companies before coming into Airwallex, but this was quite unique where when I joined, the brand awareness was low. It’s a five and a half billion company, raised $900 million over their existence, yet very few people knew about Airwallex in the US. And my role was to come in and help build that presence. And to your question, when we look at whether you’re a small country or a big country, where do you sell, how do you sell, inside the country or outside the country, those challenges have already been the core of how we’ve been solving business capabilities over in other regions. And I saw the same need here. And the TAM is massive, right?
PR: Right.
RA: Just embedded finance itself, Peter, I’m looking at like a half a trillion dollars time combined with the banking system, which is still quite stuck in the older generation and technology is like, you know, how we bring it all together to address the needs of the businesses.
PR: Right. Okay. So, I’m curious about the fact that you created your own payments rails as an alternative to SWIFT. That’s not a trivial exercise. Maybe explain why you did that, because that’s obviously very expensive and very resource-intensive.
RA: Absolutely. In some sense, the network we’ve built, most recently, Peter, we’ve announced that we’re doing global payments volume of about $130 billion annualized. Most of the payments volume we are serving goes through our own network, like 95 %, and getting bigger. To your question, yes, it is expensive. Yes, it takes a long time to do this, but we feel this is our secret sauce. Our proprietary rails are a way to fulfill our vision of building global banking. And I’ll tell you why: because in this network that we built, not only we can control and see the transaction from initiation to delivery, so where things can go wrong or what’s actually happening with the transaction. And more importantly, we can, not just the control part of it Peter, but more importantly, we can give visibility to our customers at any point of time, whether it’s an instant payment or an hourly payment or whatever, where is the transaction, what is going on, give their control, give their confidence. We can also be much better in terms of cost and reliability of these transactions that customers are trusting us for. That’s what we see as the secret sauce and the need to build this over a decade. And we’re not just stopping there, Peter. It’s not just the infrastructure of this network that we’ve built, but also we have software that goes on top of this. It is this proprietary infrastructure network that we’ve built, plus software we’re now doing, expense management, spend management, multi-entity management, and more and more. The combination of this infra and our software is what really stands us apart compared to any other players that are out there. So yes, to your point, it is a costly, time-consuming exercise, but that is really our secret sauce in building this over the last decade.
PR: Right. So then, do these payments move instantly? I mean, because you’ve got a last-mile problem too, of course. You’ve got, you know, the country pair. Let’s just say you’re sending something that’s like the US to Mexico, for example, where there’s a lot of payments. How does the money actually move? Maybe you could use that as an example.
RA: More than half of what we do today, Peter, is near instant. More than half of our volume. And then more than 75 % the same day, within a few hours. It’s also customer use case dependent, Peter, where not every time a customer of ours wants the payment to be issued in real-time. We do a lot of use cases of supplier payments. In that case, they want the payment to go at the very, very last minute when the deadline is due, right? But in accounts receivable, they want the payments ASAP. So what we do is we program our infrastructure to work the way our customers want. In your example, in your question on how it actually works US to Mexico, everything we do, Peter, is based on this multi-currency wallet infrastructure that we’ve built. What it actually is, we onboard our customers once. We give them local currency accounts in whatever countries they’re interested in. In your example, you can get your US business. You connect to Airwallex. We onboard you. We KYC you. We KYB you. We create an account for you in USD. We can create an account for you in many other currencies. The way this works is these are local bank accounts that are tied to a local license. So that gives us instant payment rails locally. So these are all hyper-local accounts, but they’re all, when you look at it from a customer’s perspective, this looks like one virtual global account that can have a bunch of different currency accounts. The way it works is instead of moving money, physically moving money from the US to Mexico, the US to Canada, and so on. Because we’re licensed locally and these accounts are connected with local financial partners, it almost looks and works like a local bank account. So there’s instant settlement in that model. So that’s how we’ve architected it, which is unique in the fintech world.
PR: Right, right. That’s really excellent. Then speaking of Mexico, because you acquired MexPago, a Mexican payments company, fairly recently. What was sort of the thinking there? Was that about solving that last-mile problem?
RA: It was about what I mentioned early on, where we see the need of bringing companies, these modern businesses, addressing their needs, helping them grow. We’ve seen that from day one, whether we’re helping businesses that are in Australia wanting to do business in the US and Europe, or businesses in the US wanting to do business in Mexico and Brazil, or vice versa. Those two countries, Brazil and Mexico, contribute about half of the entire Latam’s GDP. We see the opportunity, Peter, in both ways. Our existing 150,000 businesses that are operating on top of Airwallex, they want us to help them to go serve businesses in Latin America. That’s an existing problem opportunity that I have today. The second order opportunity is we can go serve local businesses that are in Latin America who want to do business, not only in Latam, but in the US and Canada and so on. So it’s a double-sided opportunity, our problem, how you look at it. And when we looked at what is the best strategy to go serve those businesses in those two markets, the two markets that came very important because of this 50% GDP I mentioned, Brazil and Mexico. Mexico, given the regulatory landscape and how long it takes to do this organically, we made a bet. It is the best opportunity for us to go buy a company, and that could significantly scale down the amount of time it takes to launch in Mexico. And that’s what we did. We found a bunch of companies there. We wanted to look at a company that has similar DNA as Airwallex in building products. They also think multi-currency, they think of broader products, that were not just a payments company. We do everything, the full financial suite of software we provide. They operate in a similar way. They have the right licenses. We’ve acquired them. Now, about a few months ago, Peter, we also got the government approval for change of control. Now, we’re in the process of integrating Mexico. And I’ll tell you another fascinating stat, I was just looking at it the other day. We’re still in the early stages of integrating the product into Airwallex, Peter.
PR: Mmhmm.
RA: Since September, when the early integration has started, both revenue and volume that again, it’s early days, smaller numbers, the growth percent I’m seeing just in the last five to six months is off the charts. I’m seeing 410% growth on volume and more than 450% growth on revenue, just with basic integration we’ve done. And we’re building all those products back into Airwallex. And I haven’t even started selling to new customers yet, right? So this is a great opportunity for us to further grow from here.
PR: So the growth is coming from word of mouth in Mexico?
RA: Word of mouth, existing customers who, like, for example, Telcel, which is a massive carrier in Mexico, they probably touch 70, 80% of consumers in Mexico. They’re one of our largest customers through MexPago, right? So they can see what Airwallex can bring in terms of additional capabilities to them. Existing customers are already starting to grow, and we haven’t even done any marketing yet, which is, will come later this year.
PR: Right. And before we move on, I want to talk about Brazil because you took a different approach there. You actually secured your own payments license. Obviously, the Brazilian Central Bank is notoriously fintech-friendly these days. Maybe you just talk about what went into your decision to do it yourself in a country like Brazil.
RA: A bit of context here, this is not new to us in terms of global expansion. We’ve been expanding literally from when we started the company. And every country slash region, we look at, what is the fastest and the most efficient way to go to market, but also the most compliant. Because ultimately, we have 60-plus licenses globally, and we see that as a big moat. When we look at Mexico, given the state of regulatory infrastructure there, an acquisition made the most sense. In Brazil, to your point on being notoriously friendly. Those are two words that are almost never used together, but we’ll take it. We also saw the regulatory framework in Brazil is surprisingly straightforward and friendly to fintechs like Airwallex. So, it was the most effective and capital-efficient decision to do it organically in a, you know, true to our strategy working in place, we got both of those licenses in very different, tactical ways, roughly around the same time. We’re now doing change of control on MexPago. We are now operationalizing the payment institution license we’ve gotten. But again, this isn’t, and we’ve also announced like two other Southeast Asian markets recently that also made sense to go acquire versus go build our own, right? So we’ll make these market-specific decisions. They are more sense and I will take notoriously friendly any day over notoriously unfriendly.
PR: Right. I know. That’s where Brazil is sort of somewhat unique, I think, in the world with their central bank there, and other regulators. Okay. So, let’s come back to the US here. I want to dive into your partnership with Brex. Obviously, Brex is a major success story in fintech. A global company, almost from the get-go. And they also have a lot of their clients are now global brands operating in many, many countries around the world and expanding. So explain how you’re working exactly with a company like Brex and helping them with their clients.
RA: We’re very happy with Brex, and we’re happy that we’re making Brex even more global than they set out to be. A bit of context here, this applies for Brex and several of our other partners. When you look at the last three, four years of the economic environment and the reason for this fast growth, American companies are doing really, really well within the country but also looking at expanding the amazing products they’ve built, right? It’s either a corporate card, expense management, bill pay, whatever you have. The product market fit is there globally, but the current partners or the current setup does not help them scale. So when you look at these founders at Brex or Rippling or Navan or Deel, like, you all these amazing companies that have built multi-billion dollar businesses, they have this challenge of how do I grow my operations, but also at the same time, cut costs, right? I’m not trying to grow my operations and increasing costs. Like those things cannot go together. So that’s where the current banking system, the current payment rails are not able to meet that objective. That’s where Airwallex comes in because we built our infrastructure global from day one and plug into Airwallex like whatever is your need today, whatever is the gap you have today, you can come in and take advantage of Airwallex. So specifically to Brex, their need was the large enterprises of Brex that are global, much larger, they have customers, they have employees all over the world. How does Brex help them collect card payments outside of the US without moving money around and incurring expensive FX costs? So the way Brex works with us is local collection capability, which is not only instant, but it avoids the money movement costs. And Brex also does employee reimbursements as well. If Brex is helping their customers’ employees being reimbursed in currencies or countries outside of the US, Airwallex can do it much faster and cheaper. So they’re growing their business in all these countries using a partner like Airwallex for collections, reimbursements, in the case of a Bill.com, for example, their global bill pay is powered by Airwallex, so they don’t have to go get all these licenses. You don’t have to go build all these different partnerships. One integration can serve you more in all these regions. So that’s exactly how Brex works with us.
PR: Right, right. And then, are you also looking, I’m thinking like Brex is obviously, as you said, a multi-billion dollar company when it comes to at least valuation. What about smaller companies that want to operate internationally? Is it approachable for a smaller company? Do you have like a stripped-down feature set or at least a feature set that is not as expensive as this all-encompassing feature set like Brex might want?
PR: Great question, Peter, and thank you for asking that. Absolutely. Actually, when you look at the 150,000 businesses that I mentioned that are using us globally, when I look at, again, outside of my remit, when I look at the entire Airwallex revenue universe, customer universe, more than 80 % of our customers fall into that segment you’re talking about, small businesses. They may be small the way we’ve defined them as small, but their intention is definitely not small, right? They may be small as in 20, 30, 40, 50 people, but they’re using Airwallex to be taking on bigger companies, going after global opportunities, right? Because you no longer need licenses and capital infrastructure and people and offices and all of this like you did back in the day to be running a global operation. So, absolutely, even though I’m talking about Brex and Bill.com, there are several customers, like for example, JetPens. They’re a very small business. They’re focused on these high-end pens and it’s a niche market. They work with us. There is ski.com, where they’re focused on customers who are interested in buying skiing packages. They work with us. So there’s like many, many businesses, Peter, where their need is to address their customers or their suppliers globally. And they want a simple solution. That’s where Airwallex is very handy. Cause you don’t have to take this entire, amazing infrastructure that we built. Actually, in most cases, Peter, whether you’re a Brex or whether you’re Peter.com, you come to us because you have a specific gap you’re looking to fill, and you can start with just that specific gap, and you grow from there. We’re not this all-encompassing tech guerrilla where you have it all or nothing. Where we really shine, Peter, is this modular approach.
PR: So do most small businesses come looking like, particularly I imagine in the e-commerce space, looking for sort of a multi-currency checkout type thing. Is that a starting point that a lot of companies take?
RA: It can be. Multi-currency is the key thing why those small businesses, especially in e-commerce, come to us. In some cases, Peter, especially if you’re in the U S, you may already be using a checkout or a payment acceptance solution because that is a well-addressed problem. But what they come to us is like, well, I have collected the money, but I have my suppliers in bunch of different other markets or I have my employees or I have needs to pay this money in other markets. Airwallex, can you help me move this money outside of the U S or, I also am collecting money outside of the US. Can you help me bring that money into the US? So, for both these bi-dimensional money movements, they come to us. And then when they see, Airwallex, you can also help me do the checkout. Let me move my checkout option. Or like in some cases, if you’re a big enough business, you don’t want to put all your eggs in one basket, like Stripe, for example. So we also have a lot of our businesses, a lot of our customers, Peter, who use us for not just payment acceptance but payouts, card issuing, and so on. Historically, Peter, they’ve come to us for money movement, like I’m talking five years ago, primarily, hey, I need currency X to move to currency Y. Lately, they’re coming to us also for payment acceptance and card issuing.
PR: And then what about, like, I was reading somewhere where you guys can help when you’ve got embedded payments and particularly embedded global payments, you can help fintech companies sort of have this particular part of their business become a profit center. Maybe you could explain how you do that.
RA: I think the best example or one of the examples, to look at, is if you look at a company like Toast, right? All they were doing initially was providing a point-of-sale opportunity for primarily food restaurant businesses. And then they started adding payroll and cards, and like other financial services, where it becomes not just easy for a small business to use one solution, but they’re also now converting their costs into profit. We take a similar approach because, your first question earlier, right? Why did we build an alternate network without relying on something like SWIFT? Because we own our own destiny for the most part in this massive network that we built. We can bring that cost and reliability and the efficiency of their network to a lot of businesses that historically have seen building financial services as a cost center because they have to pay many intermediaries in taking this acceptance. A lot of different companies take a piece of that pie before you actually touch the money. It’s very expensive to build a service. It’s very expensive to go get your license. So all of these mechanics of building an embedded finance service was historically seen as a cost center, not a profit center. And then, what would then happen is the UX, they would not have a lot of control because it’s a very crappy experience on the customer who comes to, I’m just saying, Peter.com, then you hand off to someone else and then they go there, they give the credit card, you come back and never know what happens. It feels like a very disjointed experience. What we’ve done since then is we basically bring our entire infrastructure with a set of APIs. We make it so easy. For example, Peter, if you want to do something as intensive and as boring as KYC. We built a module, and you just drop it on your website or your app, zero coding, right? Everything happens in that module. Or you want to do like a mass payout, we built a module for that. So we make it super easy for our clients to drag and drop this component. Don’t have to worry about licenses, don’t have to worry about expensive software. You just like, you know, our incentives are aligned, meaning we make money when they make money. We make money when they save money, right? So now instead of looking at it as like, it’s going to cost me X millions of dollars to give this FX or car savings to my customers, I can work with Airwallex. I save money, I save my customers money. And more importantly, I am building a P&L profit line, not a cost center. So that’s how we’re doing it. And I think I touched on that early on. In 2027, we see this, like generally the M5 opportunity, because banks are not going to help you build this tech globally. This is like almost a half a trillion dollar opportunity the way you look at this. And it’s not just the infrastructure and the buildability, Peter. It’s also, how are you putting it in? Can it be as easy as you and I using Uber or Lyft or DoorDash? Underlying there’s a massive amount of fintech that’s happening in the consumer businesses. Businesses are just waking up to this now and we’re excited to bring the capabilities into businesses.
PR: Right. Okay. So without getting too technical, my audience doesn’t sort of skew too technical, I’d like to kind of get a sense of how the multi-currency wallet works. Are you using stablecoins in the background? How are you moving money between currencies?
RA: Yeah, let me try to simplify. We do not use stablecoins yet. I can address that in another question. These multi-currency accounts, fundamentally what they do, they let our customers accept money, hold that money however they want to, and then send to different currencies from a single account. But underlying what’s happening is this one account globally is powered by a bunch of different local currency accounts that are powered by a local bank in that region that’s also tied to a license in that region. For example, in the US, you’re a US business. We onboard you, we give you an account. That account is, let’s say you’re in Denver. So, that account is tied. We can do this because we can give you that account through a banking partner in the US, and we have a money transfer license in Colorado, right? So that’s the USD account. And we have a local money pool here for that account. Let’s say now Peter wants to do business in GBP. We have a banking partner and e-money license in Europe, in the UK specifically, we can give you a GBP account and more currency accounts, right? What’s happening is, in each region, each country, you get a multi-currency account that is powered by the local license and the local banking partner. To you as a customer, it looks like one Airwallex account with a bunch of different currencies. And when you’re trying to move money, you pay, you accept, we’re tapping into our local money pools. We’re tapping into our local licenses, our local banking partners. So money physically rarely ever moves from US to GBP or like vice versa. Everything that we’ve ever built is hyper-local. But to the customer, it looks like one global bank that does not exist.
PR: Right. Okay. Okay. So then, what do you think about, there’s lots of companies looking at building alternative payments rails. You know, like some that are in production right now that are backed by stablecoins, particularly in Latin America, there’s a lot of traction happening there. And how do you kind of view all these other, I mean, obviously, you’ve also got the, you know, the SWIFT, the Visa, MasterCard networks that are moving money internationally, you know, on traditional rails, but how do you view the new rails that have been built over the last five years?
RA: I think the overall regulatory situation is still a bit clumsy and lacks clarity when you look at this globally. There is definitely some clarity emerging in economies like the Middle East, Latin America. Typically, what you see is in countries where there is a lot of inflation or that local currency is not very stable, you see stablecoins as well as a definition, right? As a stable way of holding currency, and typically in USD. The way we generally build our product roadmap is, what are the customer needs and gaps we’re looking at. Although today, it’s not necessarily a burning desire or gap from what customers are telling us, we are bullish on the future of stablecoin payments in terms of cross-border use cases specific to e-commerce, payroll, and gig economy workers. There are definitely some use cases we’re excited about, but we don’t think it is a problem or an opportunity we need to invest in today. We’re looking into this, we’re evaluating as the clarity comes out, even in the US, right? There’s increasingly more clarity on what the US will do. Will we create another currency? Like, you know, what is the institutional overall monetization policy here? So we’re definitely plugged into it and looking into it. We will consider use cases in that, where we see customers are telling us like, hey, I want to be able to move money or pay my bills in a currency or in a country where the economy is historically very unstable, or inflation is extremely high. So those are specific use cases we’re hearing, but by and large, it is not a massive issue for our customers yet.
PR: Okay, so the last question then, let’s end with sort of looking at the future a bit. I’d love to kind of get your sense of how at Airwallex you view the future of embedded finance when it comes to banking and payments.
RA: I mean, the way I look at this is, more specifically, the M5 number I was telling you about earlier, right? $570 billion by 2027 is what we are excited about is a total addressable market opportunity we can build after. And we are only at a $600 million run rate now today. And our network, as strong as it is, is $130 billion, right? So we see there is still a significant amount of addressable market for Airwallex to go out there. Even though we are more global than anybody else out there, Peter, at this point, I can confidently say that there are still areas and countries we would like to invest in, like India. There’s like other countries in Africa, right? I like to think of our network, Peter, as a living, breathing thing because it continues to evolve and expand and get better over time. So there’s a lot more to come, not just building additional software for our customers, giving them more and more countries and regions for them to scale their business is what I’m looking at. Even though we’re more global, I like to think we’re only 1% done and a lot to come.
PR: Okay, that’s a good place to leave it. Really, really interesting learning more about what you guys do and I really enjoyed chatting with you Ravi. Thanks for coming on the show.
RA: Thank you for having me, Peter. Appreciate it.
PR: In this country, because we are the largest market in the world, it is easy to forget how important it is to be able to send and receive money in multiple currencies quickly and inexpensively. That is mission-critical for most businesses in the world. The fact that Airwallex created their own alternative payments rails gives them more control and allows them to build a richer feature set than those that rely on SWIFT.
And what about stablecoins? It was interesting to hear Ravi say he was bullish on the future of stablecoins but for the specific use case of cross-border e-commerce. From my viewpoint, we are now in a world where there are multiple efficient ways to send and receive money internationally with many more options coming on board in the next couple of years. That will be great for consumers and small businesses.
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.