The Banking Buzz: Transforming Teller Capture: Unveiling Next-Gen Teller Capture & Branch Solutions Amidst Emerging Trends

Hello, and thank you for joining us today. We are calling at the Fireside Chat with Ashish Bhatia, Allergan's VP of product management for payment, and Garod Powers, CEO and cofounder of Antwar. Both actually happen to be in the same location today, so this is truly a discussion between industry thought leaders. I'm Wendy Klein, VP of marketing for Alligent, and I will be your moderator. So to kick us off, Alligent recently announced a partnership with AntVar to provide integrated and end to end check processing capabilities for teller capture, modernizing tech stacks and capabilities. In today's session, we'll walk through common questions that we've been hearing in the overall market and around branch transformation, as well as some emerging trends. That said, though, we will also take questions, so please type them in the chat box and go to webinar. And without any further delay, let's jump right in. Ashish, I'll turn the first question over to you. And it asks, knowing that a project of this nature touches many facets of the bank or credit union, What does branch transformation typically mean for a financial institution? Yeah. Thanks, Wendy, and welcome, Kajuraj. Given you all of the things that have happened over the So with the weekend, it's wonderful that you're here and that you made it in. And the fact that we are talking about, yep, all the things related to get transformation and get technology, I think it's a topical time that we are doing it at. So really, if we think about where our branches can began from and what purpose this served for a long period of time. Right? They were the place that people went around and sat down and spoke to the banker. They always had checks that they wanted to can deposit. But since the pandemic thing and also once GetCheck volumes have declined where we are making use of GetCheks today, it's really a different landscape than it was, say, let's say, in the year two thousand. Right? So it's only twenty four years, but it's like a generation, and we've come a long way. So branch transformation really, I think banks and credit unions really need to think about at this time what purpose are the CapRanch is solving. Right? Sure. And so from that, asset, what does it mean in what are the services that they want to cap, provide? So what have you seen, what I think related to this as to what are they looking for. Well, first off, thanks for for, having me here today. Yeah. Great great to be in the same room Yeah. Talking to you. So, that's great. Thanks for the question. For sure. The bank branches were have moved from the transactional branch based transactional efforts that were going on, long queues, pins, all the different things that have to go. Nothing could happen unless you went to the branch. Technology has been done. So branch transformation, why not? I think the key thing that you need to think about is opportunity. Right? Is that there's an opportunity here for you to change what you've got, which may still be based on a transaction based transactional functional feature being offered in the branch to more of a service oriented opportunity. So when I say opportunity, I think of that in three different ways. Right? It's an opportunity for you to now use the branch to be able to differentiate yourself. In the homogenous digital world, everybody's offering a mobile phone technology. Everybody's offering online banking, but you cannot, fold or kind of dismiss the idea of person to person. I mean, the fact that I'm in the room with you today Yeah. Helping our relationship move forward, and it allows a better communication to go on. Not for every transaction, but you need to be able to do it. So differentiation is a key thing. What all these financial institutions do need to consider is that there are still drivers at the branch to drive deposits, to drive sales that you're not getting on the lesser sticky channels like the mobile or the Internet. So it's an opportunity to increase your sales as well. And finally, if you do go down the approach of doing a branch transformation, it's a lot of old technology that can be thrown out, and there's a lot of efficiencies that can be driven into today. So you can reduce your cost of the branch by doing a transformation. But, also, as I said, if you can do this correct and you can try and promote sales, you can increase revenue as well. So I'll always say is that the cost of income ratio can be improved as a great way to justify any of the work that you can do on a branch transformation. The opportunity is there. Yes. So let me follow-up on that with a thought here. So if you can divide the timeline from, let's say, two thousand, if since I brought that up. So if we can look at it from two thousand to the pandemic, during the pandemic and post pandemic, so how do you think there's so if you can look at it from that timeline Sure. Has has it really become more of and I'll think use the term requirement thing very loosely. Do you think it's become more of a requirement post pandemic? Or were these thoughts about get transformation get really kept beginning as get check volumes get declined? Or I in the nature of the visits to the Capa branches can really change? Sure. I think a few things there. One, I would say what's the purpose of the business. The purpose of the business has completely changed from transaction to service based. So that's one thing. But keep that in mind when, yeah, I go back and you you wrote up two thousand Yep. Dot com, the dot bomb. Right. And in that situation, I would say that the pendulum of interest, and I've always used this analogy, was swinging away from branch. Mhmm. Why? Because everybody was told everything is gonna be moving online. Mhmm. Everything was gonna be digitized. Everything is going to be delivered to your door. You're never gonna have to go into a shop again. Right. And as a result, all of the investments from the technology companies and financial institutions got to the point of investing in the digital channel and rightly so. That is where the trend was. But I would say that in around twenty fourteen, twenty fifteen, maybe even a little bit later, people said, oh, hold on a second. I have no people to sell to anymore. How do I do that? Yeah. We we've made a mistake. Maybe we've gone a bit too far. Yeah. And the pendulum of interest started to swing back towards the branch. However, that meant that we were twenty years of investments in the branch technologies and the branch thinking, so therefore behind where we would have been if the digital dot com hadn't come. Right? So when that happens, it's a case of right now you look at the opportunity, should people invest in it now? It's about to a large extent, a lot of systems are antiquated. Mhmm. They're expensive to run. They're not easy to change, and potentially they're not fit for purpose. Right? So now you kind of bring that up to speed and kind of go, okay. Everybody's heard of, okay, what are the purpose of the branch now? And we're getting to the point of saying, well, okay, maybe it's more about consultative. Maybe it's more about service, less about the transaction. Mhmm. But they are still critical points that need to be supported by branch systems and branch technology. Okay. So now post pandemic Yeah. When everybody rushed out of the branches are now kind of some people are going back in just to have a conversation. Right? But at the same time, I think that they are seeing an awful lot of reasons for keeping the branches. But typically, if you're in a branch that has technology that's more than twenty years old, you're not getting the most out of your branch. Alright? So now is the time and an opportunity to think about improving on that. So because then what Oh, I was just gonna say that's a perfect segue into our next, question, which is Yeah. Around, what is involved and when is the right time to actually kick off a transformation journey. Yeah. That's I think where I've, was kept going with that is that given that we have seen this cataractics shift and as you brought up, it's really I think the branch technology or what's really in our branch, it is about twenty years old because the way that I can look at it is once the Check twenty one hack was passed out here and getting the US, I think Check Care truncation became a mandate. Sure. That I think was the last time that anyone could do anything with the branch technology. Right? So that forced the digitization. But now, as you have mentioned and as we have seen that people are here going back to the Capaa branches because just I would think they're doing whatever they think they need to do or are so again so I can direct it to do from the web portal or through the mobile device. They often is not this simplest way to go about it. So, really, has the thinking now shifted more towards or should this thinking now shift more towards, okay, we've done what we needed to from a customer facing portal or a customer facing app. Now we really need to look at what it is from the, branch infrastructure and really look at, do we need to move towards, I think, tablets or do we need to move towards mobile devices? Maybe tablets are the right way to go. And then what all really should be factored into that together to look at the branch transformation journey? It's a it's a very broad question. Right? Sure. And the reality of it is that the technology, as I said, for no further branches, it's quite years old. Yes. I'm sure people have newer phones Oh, yeah. You know, in their drawers at home that haven't been used in ten years that are old. Yeah. So I think that from a technology point of view, yes, you have to embrace that. We've all moved on. Right. I think that in reality, if you think about the the mobile phone, what's that matters done to our life Mhmm. For the majority of us. Yeah. But we also have to appreciate that not everybody has the latest iPhone. Right? I'm sure there are people that don't even have an old Nokia thirty two ten. Right? And then that's showing my age, but it's a case of going you need to embrace the capabilities that are there because I'm probably jumping ahead with some of the questions is that the customer expectation nowadays is to have technology savvy banks or credit unions that are up to speed, are flexible with the way their clients want to be able to live their lives. Right. I want to be able to go on a hike and and do my banking at the same time. But I think that the key thing about the technology is that if we can map what you're trying to do and the service you're offering, the the branch still has to complement some of the digital channels. However, that's easier said than done, and there still has to be a lowest common denominator of being able to go into a branch and do whatever it is that you're trying to do. Yeah. So from that perspective, let's say if someone has and I'll jump into it. I think a a Telesystem or, I think, TeleCapture solution. I think that's maybe twenty years old or even fifteen years old, we assure that it cannot meet the changing needs of how you want to transform the CapRanch, right? Yeah. I I think that's a reality. I mean, you know, our our application, you know, which is a full service teller application, uses teller capture. Yeah. Funny enough, we were talking to a bank recently, and they had branch capture because with the Check twenty one act, they had to deliver that at one stage. And we were talking to them and saying, okay. Well, we were demonstrating. It didn't even occur to us that branch capture was an option, and they were blown away by what this is tele capturing, and they started reeling out all of the benefits of tele capturing. Right? And that's just a small increment of technology and capability that, you know, in real terms, in terms of the solution, but it has a huge knock on impact in terms of the the friction of the customer, the efficiency of the branch, and the staff, the efficiency of the back office and everything that goes with that. So with small increments, you can have a huge gain in efficiency, customer satisfaction, all things that go with it. And if you think nothing really has happened in twenty years apart from maybe the the Checkatrade one Act to be delivered in the branches, there's a lot of technology improvements that have happened since then that you can say, well, we can really make a step change in terms of how the the branch and the applications can make a difference to efficiency, customer satisfaction, even even staff satisfaction, you know, for that good. Yes. So is the right way to look at this is okay. Let's define what really we want from, I think, people sitting across each other and why they kept visiting the branch. Right? I think that has to be getting the first get definition any financial institution needs to set about is what purpose is the CapEx serving in today's day and age. Right? You know, and and, you know, this is great as a conversation. I'm sure for everybody out there, we've got a bunch of questions that we're trying to navigate through, but we're probably jumping through Yeah. Some of them. But, there's a few points on that. I would say, you know, that when you're doing any branch transformation Mhmm. You need to start at the strategic level at the bank or the credit union. That informs the channel strategy. That informs the the the branch channel and what you're going to do there. You should not do that in isolation. It has to be part of the bigger picture. Right? You need to have joined up thinking about how you're dealing with your client base. So that that's for sure one of the big kind of things about why and how you go about that. And I think that if you can do that Mhmm. You know, regardless of why you got to the point of deciding you need to do branch transformation, you need to understand what it is that you're trying to get there. And I think that an awful lot of people that haven't invested in the branch for the last number of years, they don't quite understand the possibility of and opportunities that are there to improve, reduce costs, become more efficient, more lean, everything that goes with it, more efficient in terms of how you deliver services to the customers. So that power of opportunity is there for you to embrace. Yes. And I think, like you said, we kind of moved forward a little bit, but, I mean, that's basically the, question. Yeah. Wendy, sorry. Was there something you were gonna say there? No. I was going to say you've, you've actually followed the the path that we wanted to take, into the next question and touched upon it already around Perfect. Success metrics and, the branch of the future. What does that look like? And how do you design the branch of the future for success? Yeah. So thanks. So, when you say we, I think financial institution can begins getting that journey, can you can mention that they need to look at the total picture. Right? From the time a customer or a member of the credit union comes and sits down with a banker or a, in front of a cadeteller, what exactly thing the person across the desk wants to do from a transaction perspective or so or getting the information thing that they need, then I'll kind of bring in the situation, which I have heard about is that if someone is sitting in the back office and they need to work on, something to do thing with a get check that was get deposited get twice. Right? Usually, with the assistance that they may have, they have to look at two or three different screens or two or three different reports, or it may not be a duplicate check. It may be a new read or something. Right. So they're looking at two or three different screens or picking up a report to look at the latest account openings and so on and so forth. So kind of taking a holistic view where they have to look at three or four different systems to get put that information together. But when you have a person standing across from you wanting thing all of that information, you can't have the same approach because this system that the banker or the teller is making use of has them switching between those screens. Right? So that's one of the things I think really a SuccessCare matrix that they need to look at is, is there one system and one screen that gives that entire view of the customer or the member? And what all is that information? Defined to make that a successful transaction. Right? I I I wanna answer that by by kind of maybe take a step back and go, and let's look at what makes a successful branch. Right. Okay? And and I I'm gonna say there are three components. Mhmm. And I I was trying to think about this the other day, and and, obviously, I'm a nerd because I'm thinking about this type of thing, but all the time. But think of, you know, everybody's sort of a Maslow's triangle. Right? Yeah. Levels of need. And I think for a successful branch, it has to have three things. Right? It has to have a good culture behind the organization and staff that were ready to help and and be knowledgeable. So that has to be supported by training and all of it. They have to have the products that are ready to be sold. So there's no point in having a, car loan for forty percent. Nobody's gonna buy it. Right? So you need to do that. And then finally, you need the systems that will support the staff in order to be able to sell the products and deal with the customers in an efficient way. So that's where it kinda touches on your question, I think, is that our application, we we've built it up to be modular, for example, and it is one system that you can add on more modules and reduce the need to add another screen or another application. And then we've we've heard the term swivel chair Right. Where, you know, where you've got ten different systems and the conflict going between them. So we try and get to that point where if you can provide the systems at the right time for the right people and you make them efficient, then that's what your goal is. Yeah. Right? And to your point is that there might be ten different systems that hold information about checks. Mhmm. With our application, we have that view altogether and then the back office view of your system to look at the checks in total that are going out to the fed and back. Right? So it's broken down. I mean, going from, if you like, branch capture where you've got stacks of checks hanging around the place and you've gotta try and do references to and from different transactions. Maybe you miskeyed them, maybe not. All of those things that go through. So now it's a much more efficient process. With us, you scan the check, we send it to you guys, you do the OCR, you do the collation of it. Once we process the transaction, post it in real time, it already has all of the check details. And then you guys take care of posting that to send in real time or whenever it's required. So by streamlining those technology services, the overhead and efficiencies that you've driven are are huge. Right? Because not only are you doing less back finger typing, you're you're making sure that all transactions are matched and and reconciled at the time of transaction, and all the holes are put on correct at the time of transaction without having their cross referencing. Then again, it's all done digitally Yeah. And it's end to end, and it becomes seamless. But the efficiencies that you're driving there are affording you the ability based on the technologies to use that time to reengage with your your client. Yeah. And that's where the relationship, that's where the sales but that's where the benefit of the branch is to be able to look at it. If I'm looking at you eyeball to eyeball, you don't have that in any other channel. Correct. And you should use those touch touch point opportunities the best you can. Right. Having better technology enables Yeah. Right? No. Absolutely. It just since you can made use of the terms swivel chair. Right? So if so if the Capella is really looking at four or five different things, screens on their monitor or picking up piece of paper. I think the touch point with the customer or the member is get lost because then they're trying to get referred to the notes that they may be reading, which should really be available upfront. And you're talking about technology. Sorry. Yeah. I know this is an older technology, but even cash counters or cash cash devices. Right. You know, we've had a client that used the term is that if you're counting cash and processing checks Yeah. And the customer is having a conversation with the top of your head Exactly. And that's not good. Right? So by putting in some of these technologies Yeah. The proper check scanning, the cash recyclers, whatever, you're opening up that opportunity to embrace the customer experience. Right. So I think what both of us are really saying is one of the key ingredients is whatever is getting the direction that you take should really facilitate more of a conversation with and it should be, so it shouldn't be given like the top of my head rather. Yeah. I I both drive off. Yeah. I I both Or and and this is the other technology that you you mentioned. Right? Yeah. Is tablet. Right. Right now, it has been a derogatory conversation to use the term, you know, universal banker. Right. There's lots of different terms there. Absolutely. But what is that? Right? It it's taking your interface and sitting in what I would term shoulder to shoulder with customer. It's no longer over a counter with a security shield. You're right. It is I'm sitting down with you. I'm working with you to solve a problem. I may be doing the transaction with you. Mhmm. And if I can then take that from my tablet or my workstation with mobile, scan a check or or process a cash payment from a cash recycler Mhmm. Right, that frictionless opportunity to engage with the customer at the customer's eyeball shoulder adds value to that interaction. And that's something you cannot do in any other channel. Right. And then what that is doing is that that's using technology, whether it's cash, recycle from a from a tablet Mhmm. That's not necessarily connected. Right. That's impressing on the customer base as well that, yes, you are a tech savvy bank and technology works. Customer expectations now are that technology works and things should be simple and sophisticatedly simple as well. Right. I mean, you can't sit in front of the customer with a tablet and then say, oh, I have to go to another station, get a scan, get a check. Yeah. Right? I mean, that and you're losing that touch point. You're losing the touch point. And and and while it's somewhat acceptable Right. It doesn't have to be. Correct. Do you know what I mean? Yeah. You said is that there are certain customer expectations that are starting to become a bit higher that things should you should sit down there and solve my problems for me. Right. And if you have technology to enable that, that friction you're removing the bad friction. Let's put it that way. Absolutely. Right. Okay. I didn't wanna interrupt you, but you've, actually carried through very nicely through our next topic. So this is going to be about user experience. So Yeah. If we move to the next question, I'd like to really dive into the technology aspect and recipes for success? Or what does a bank or credit union really need to look at, when they're looking to select the right technology, for their branch transformation? Right. So as I think we have covered a bit of it in the previous, the question that we were talking about is technology should help and technology should not be getting an income. Should not should not bring that. Right. It should be behind the scenes. Right. Right. Later. Right. It can be behind the scenes. But, really, if a banker or or a teller or whatever thing whatever is getting the role of the person dealing with the customer or or and so the credit union's member, if they have a tablet or whatever thing, piece of hardware in their hands and they're having that conversation, from a technology point of view, it should not be that they have to move from desk to desk to desk to try and finish in the transaction that the customer or the member has come to make with them. Because I think as we've had right at the beginning is the role of the branches get changing. Right? So at the end of it, they may pull out a check and say, hey. I wanna get deposit this in my savings account or my checking account or whatever else. And at that time, if it is that, okay, I have to go away for five minutes, log into another system, that, like you said, yeah, previously thing that we were discussing, that just loses the touch point and it is while it may be acceptable, think it doesn't have to be. Right? So from a technology perspective, there needs to be just something within the cap branches, branches, cap transformation where you can looking at technology that facilitates a seamless cat transaction. Sure. I would think regardless of what the person has come to do to catransact business. Right? Sure. So so again, I go back to what I was saying about our vision of a teller system. Our our teller system is going towards this vision. Yeah. Is that you have a single point of single system for that branch staff to use. Right. Right? That's not always entirely possible. Yeah. But the more that you contain within one system, you're removing that single chair. Right. Right. So, you know, if we look at the question, it's like, you know, what's the technology around that? Well, some of that obviously is newer technology. Correct. Right? We all know about, let's say, wind off. Oh, yeah. Sure. We're we're there are some younger people that aren't familiar with with that, but but the reality to change any of that was difficult. To integrate was difficult. And that's where potentially, I know a lot of the software, not just old seller systems, but some of the core systems, some of the Internet banking systems where they're all almost to the point of what we might term legacy now. They're not necessarily built on the latest technologies. Right. So what I'm seeing in the industry is that, you know, we're we're starting to see more born in the cloud courses Mhmm. More cloud native systems, and systems that are seamless or provided as a service. So for example, your, unified service business service. Right. Where are the benefits of this? And and they're they're manifold. You get to the point of saying that, well, you're reducing the infrastructure potentially that a a financial institution has on their own application or their own technology space. You're outsourcing some of that work, and that that's not necessarily a bad thing. You're outsourcing to experts in their field. Right. Right? So you guys are experts in doing all of the the check processing. So, you know, how many people would an institution have to hire to either maintain or write your software and it just doesn't add up. Right? So think of it as your expert does. So that's one part of it. But all of these newer systems as we go are able to work together much more seamlessly. And that seamlessness of of transaction, of interaction with the system means that the the user experience, the staff experience is much better. And what does that translate to efficiencies and also customer experience? K. So, again, if I had to to log in to five different systems to get your transaction done, That's a pain in the bum for Yeah. Customers to wait. Yeah. Customer expectations should be, hey. I have this thing. I want you to sort this in two minutes. Yep. Right? And the clock starts as soon as I walk into the into the branch, not when I start talking to you. Right? So we need to be able to keep up with that. Yeah. So from that point of view, the the technology the more modern technologies lend themselves to that interoperability. Yeah. And that in turn has knock on positive impacts on lower interest rate. Yes. One of the things that I have been hearing for the longest time and I think we've solved with the latest product, Unify, one of the things that I've heard whether it's from some of getting the the largest financial institutions in the world, the smallest credit union, I think to install the Intelli workstation takes two to three hours. What can you do to solve that problem? Right? Yeah. Because whether it is kept one workstation, ten workstations, hundred thousand, ten thousand, whatever the number may be All those errors are done. Okay. All those are how it had up. And then just the way those systems were, built. Right? Just keeping the software and making sure that your business rules or whatever else are the same. Oh, you missed a registry entry on this, workstation, and that's why it That's that's not work. Have an error to define that one. Right. And so you had people from, let's say, the bank or the credit union, they're looking at it as to what could go wrong with that one workstation. They would swear up and down that they've kept building exactly the same way, and then someone logs it from Hey. We're human. Right? Right. So so I think think the technology that you make use of, like you said, should not only smooth out that process, but also keep up to date with all of this security. The the app the app putting protocols together out there because getting more the product was kept built, let's say, fifteen years ago, the less it is secure from that perspective. Right? So So I just wanted to talk one anecdotal piece about that is that, you know, we when we started installing our software, Tyler, it's browser based. Mhmm. So we went from taking seven days in one institution and put a hundred plus branches to deploy a new version of a teller application, a new upgrade Yeah. To being able to do it in an hour and a half. Wow. Right? Yeah. So don't even if you take the hours out of it, and I say seven days because as you said, you have to install it. Lots of different ways of technology has moved on. They were in their browser based. So we're updating the server. Everybody has those. Yep. But it was the potential problems of some users having one piece of functionality at a different version than the next set of users. So the the pain that went through there. So that's leaning into the technology and kind of going, look, there's savings to be had there. Right? Where we're getting to now is that it's all on all the logic is on the servers in one place. And if we're solving a problem, we have the logs straight away. We don't have to get on to a particular machine Right. To do it. Right? We're talking to a particular, opportunity at the moment where we're actually considering virtualizing all of the teller stations Okay. To be potentially Linux but virtual machine. Yeah. So that all that you have in a on the teller desktop is just a display. Right. Effectively. Right? Yeah. So, again, we're leaning into the technology. And and why do we say that? Well, as you said, the security elements of it, the speed at which things can be done, being able to control the the whole fleet of workstations within the branch. You know what I mean? And and all of those benefits are knock on Yeah. Improvements to efficiency and control and cost. Yeah. Because now if we do that virtualization on Linux boxes, dare I say it, it might not have the the cry vote on it. But the reality of it is is that, like, there's licenses that you don't have to buy. Exactly. And and again, all these are knock on Yeah. Little things that incrementally improve not just the service but the cost, but Absolutely. So Andrew, can I piggyback on what you said think about the virtual workstations? We do have a very large cap bank that all of their two thousand plus catela workstations are virtualized. And I think they can use so they don't have to use getting the traditional scanners, the USB scanners, but think of all of the catellers are making use of IP addressable scanners. Mhmm. So branches that may be, let's say, less busy thing than the others, you can have one scanner that can be shared to get Yeah. Because they're not Right. Right. I mean, it's saves get pause from that perspective also because if you have get three freezing tellers over there, think in the traditional world, you need three scanners thing to be deployed because any customer And the third there's a balance. Right? Because you you had as I mentioned earlier, you had branch to to capture where it was all done at the end of the day and everybody arriving around the one or two machines Yeah. To putting it to everybody. Yeah. But it drove so much efficiency. Exactly. Who's to say that it's one extreme or the other? Maybe the middle ground is is where it needs to be. And not every branch and not every institution will have the same needs. Yes. So you've gotta be have systems that are flexible for that. Exactly. I think, Wendy, how are we doing on time? So I will go good. We have a little bit less than ten minutes. So Okay. Let's combine the next two questions. They're interconnected. Yep. So Yep. If we move a little bit out from the in branch transformation, let's look a little bit further into mobile and digital transformation. How is in branch connected? And Mhmm. What does the full transformation picture look for both the institution and for account holders. Okay. Great. So when you can look at it, I think if you can look at, we'll get in the traditional, let's say, the software that's been deployed whether to capture a mobile, mobile deposit or commercial desktop or it's on the tele side. Right? If we just look at at these three, each one today has different application. Each one today has its own set of rules and everything else and leading to, I think, a different customer experience. So I'm not talking about getting the person making the deposit, but also the person processing the deposit in the back office. Right? Because they are coming from three different channels. There are different pieces of data that are being captured with it. The only commonality by and large thing is the code line of the item thing as well as the front and rear image of the check. And I like using it as an example. I'm sure there are people on the call who've heard me say this think, a million times already. But I think that's something that you have to really keep in mind from the perspective of the technology that you make use of, right? I think the applications when they were built really serve the purpose at that time. But now with with fraud fraud, becoming looking large, not only out here in getting the US, it's in Canada, it's in getting the UK as well now that they have rarely taken up, taken up check truncation over there. So every channel has its own different experience. Every channel has its own limitations that way. And I think people are trying to trying to game the system to Of course. There's there's no way to walk into to mobile and then walk into the tele lines. Right? And and while you get duplicates may or may not be a big problem, but really from a total experience for the person kept processing the items having the different pieces of data and not a not a not a contiguous set of data where we are putting regardless of where the deposit came from, I think that can present its own challenges. Right? It does, but almost, you know, when we talked about going to the cloud or providing you're providing yourself with the service. Yeah. You you guys don't really care what channel it came from. Exactly. With Unify. Right? Because within Unify, it's like you get the check. Yeah. Maybe at that point, you go out to EWS. Maybe you you do your own fraud checks. Maybe you do your own duplicate checking at that point in time. But because it's centralized, it's more efficient. Right. You could reduce fraud. You could reduce effort on on duplicates Mhmm. Because you're doing it in real time. So all of those, I think, are are scenarios where the technology, you know, isn't just the user experience for the customer. Yeah. Because here's the thing, it used to be the case that what? Your guy would go into the check or into the branch deposit a check. Right. And guess what? That had to be shipped to the feds to do the steering before. Right? Yeah. So the that experience is terrible. Yeah. We all accepted it because that's the way it was. Right. But now here's the thing is that if you can capture an issue with the check at transaction time and set the expectations of the customer before he leaves the branch or before he finishes his session on the phone, then that's a better customer experience or, you know, member experience. Yep. But from the back office point of view is that look at all the people who are benefiting from that. Your fraud team, you know, we've reduced fraud by ten, twenty percent, whatever list. Right. They're gonna be happy. You know, from the people processing duplicate checks, if we're doing that as part of the process and and we don't have to chase up afterwards, they're gonna be happy. If we're doing the I'm sending this stuff for for clearing to the Fed and that's all coming back seamlessly, it all makes sense. Right? So the technology improvements are twofold. Right? They are customer experience improvement, but they're also back office experience, the institution they're benefiting from it. But it's not as expensive as as you might think. I mean, you know, for stuff like that, if you were to remove a ten percent of fraud, you probably paid for five years of of of development work anyway. Right. Right. So I don't know if if we wanted to dive into that any any deeper really, but I think that for sure that that to me is a good example of new technology improving both the customer facing, and the back office. Right. But I I say customer facing because the people in the branch are more concerned about. Right. But also the customers themselves. So it's two or three, front office, back office, and and take that. And all Wendy, we are getting a little time. Right? Yes. I was going to say we are just about at time. So, we will look to, you know, schedule a a second session. We didn't get to touch on all of the content, but, we do have another minute if you have any quick closing comments that you'd like to share, before we wrap up. And, thank everybody for joining us. And go ahead. Sure. Yeah. Well, thanks everybody that that was tuned in today to to listen to us, Rabalan. I think we you're seeing that we're passionate. Myself and Ashish were talking earlier on so that we could probably both talk for a couple of hours, without a breath on the topics, we're kind of ingrained into it. But the reality of it is that the branch transformation is you got to look at it as an opportunity, and you will benefit from it in the long run. Well, thank you for being here and I hope Thanks, Eric. Yes. Session we do is face to face again. Yeah, hopefully. Hopefully, it's been great. Thanks, Wendy. Thanks. Thank you, Wendy. Thank you, everyone. Great. Thank you, everyone.