Why Hustl? Identifying an Overlooked Market
Vantage West recognized that the traditional banking model wasn’t fully serving the needs of freelancers—entrepreneurs and self-employed individuals who rely on technology and seek adaptable, cost-effective solutions for managing their finances. With the gig economy on the rise, freelancers increasingly find themselves between a retail banking model that doesn’t offer enough flexibility and a commercial model that can be overly complex and costly. Hustl aims to bridge this gap by delivering a comprehensive digital platform that aligns with the needs of the “solopreneur” market.
The Journey from Idea to Execution
To bring Hustl to life, Vantage West and Nymbus worked collaboratively from concept to market launch. According to Rob, the process started with identifying the right audience and defining an effective strategy for engagement. Their research led them to focus on highly skilled freelancers who are adaptable, tech-savvy, and growing in numbers, particularly in Arizona. Early discussions revolved around how Vantage West could effectively reach and serve this community without overextending its operational resources. With Nymbus providing end-to-end operational support, Hustl could launch with a streamlined model, focusing solely on user needs.
What Hustl Offers Freelancers
- A Flexible Approach to Financial Services: Freelancers often struggle with tasks such as invoicing, tax management, and cash flow analysis. Hustl provides a platform that accommodates these needs, allowing freelancers to manage finances in a way that aligns with their business model, whether as a sole proprietor, LLC, or other structure.
- Community-Centric Growth Model: Recognizing the importance of community among freelancers, Hustl actively fosters a supportive environment. Vantage West aims to create connections not only within its user base but also across the larger gig economy. This community focus helps freelancers access resources, network, and share solutions, all of which are essential for solo entrepreneurs who lack a corporate support system.
- Continuous Improvement Through Member Feedback: Since its inception, Hustl has embraced an iterative model, using early user feedback to refine and expand its offerings. By focusing on “listening to the jobs that need to be done,” Hustl evolves based on direct feedback, ensuring that it stays relevant and valuable to its members.
Stream the Episode to Learn More
To dive deeper into Hustl and digital branding and to hear about the journey directly from the experts, check out the full episode. Here are three highlights you’ll explore:
- Market Insights: Learn how Vantage West identified skilled freelancers as an underserved community and why they’re poised for growth.
- Innovative Strategies for Growth: Discover how Nymbus supports credit unions in launching and managing digital brands efficiently, allowing them to focus on user engagement and market positioning.
- The Power of Community: Find out why community engagement is essential and how Hustl is tapping into this need to foster connections and support.
This episode of CU On the Show offers a compelling case for the credit union movement to consider digital branding. Listen to the full episode to learn more about Hustl, Nymbus, and how credit unions can benefit from exploring this strategy.
John Janclaes, Rob Hoyle, David Barone, Vantage West and Nymbus are not affiliated with or endorsed by ACT Advisors, LLC.
Audio Transcription
Doug English 00:02
So welcome back, John, to CU On the Show. We’re glad that you’ve come back to us today, and you brought some new friends, David and Rob. Thanks for joining us. The question I always ask is, how did you get started working with credit unions, and what kind of work are you doing today? David, you go first.
David Barone 00:48
Doug, thanks so much for having us. My name is David Barone, Executive Vice President of client growth here at Nymbus. My very first interaction with credit unions is that’s where I primary bank today. And I’m from Kansas City, and I bank with a credit union there, but always really enjoyed that community experience. I’ve always thought that they were so tightly tied to the community in Kansas City, and it felt good to have my primary banking relationships there, and I’m an incredibly sticky member to them. So I mean, they have me for the foreseeable future, and I am in a privileged position now to work with clients like Rob and Vantage West Credit Union to have an impact in the credit union space. So Nymbus has allowed me to deliver to that platform, and couldn’t be more happy to do so. So again, thanks for having me.
Doug English 01:34
Thanks David! Rob from Kansas, we’re glad you can join us today from Vantage West, tell me, how did you get started in the credit union movement?
Rob Hoyle 01:43
Yes, sir, Doug, thank you for having us. I’m glad to be here. Kind of like Dave, I think I’m a serial credit union member. I collect credit union memberships at this point, many apps on my phone. I came to credit union movement in 2018 for a credit union in Wichita, Credit Union of America, and subsequently moved to Vantage West. We’re headquartered in Tucson, Arizona, in 2021. Most of my career had been in healthcare, but I’ve always been interested in places where we could apply technology to better people’s lives, and I think credit unions are uniquely situated to do just that. So I’m happy to be here.
Doug English 02:16
What kind of work are you doing? At Vantage now, Rob?
Rob Hoyle 02:19
I’m the CIO advantage West. We are doing a lot of good things. We’re a CDFI, and we’re trying to find ways to improve the lives of people in southern Arizona, in many cases, doing it through the application of technology, like we have with Nymbus and our Hustl brand for entrepreneurs, but we have other programs in the mortgage and lending arenas as well.
Doug English 02:38
When John and I did the last episode, the Hustl brand idea really struck me. So let’s just walk it back for a second for our listeners. A, if you haven’t listened to my first interview with John Janclaes, please go back and do that so you’ll understand what we’re going to talk about today, which is how Nymbus, which is a CUSO, is serving the needs for credit unions to create a instant digital brand, an end to end digital brand, from the interface with the member all the way through as far as a call center. I get that right, John?
John Janclaes 03:11
You got it right. It was a great visit that we had, and glad to be back. And at that time, we said, hey, wouldn’t it be great? More than talking about 50,000 feet with this strategy is for niche banking to actually have a kind of a use case. And Rob and Dave, graciously, are joining us today so we can dig in here a little bit.
Doug English 03:27
Yeah, so walk me back, if you can Rob to what was the origin? How did Vantage West identify the need to partner for a digital brand? Help us to understand where Vantage West was at the point before the engagement, and then let’s go through how it’s worked.
Rob Hoyle 03:46
That’s a great question. If I go back to the initial conversations we had with Nymbus and think about where we were as a credit union. We had new leadership, myself included, our CEO was relatively new, and we took a step back and looked at what Vantage West did and what we were really good at. We’re strong, we’re growing at a nice clip and serving the people that we serve, but we recognize that if we kept doing the things we were doing, there’s an end to that runway. The world is evolving and changing, and we needed to find a way to reach a different audience. So right out of the gate, we didn’t know exactly what audience would make sense. We had some conversations with Nymbus. We said, what does this look like? How would it work? One of the things we couldn’t do as a credit union based on just trying to be an efficient credit union, was staff up an entire launch of a whole new brand. We’re not built for that. We don’t have that kind of excess capacity in our people. So we went to Nymbus and talked to them about this kind of end to end solution. And said, who would make sense? What are the parts of our field of membership or our community that need some help, that aren’t being served? And we looked at a few different options. Nymbus actually went to the data, which is a really good idea, go look at what the numbers say. And we found some potential opportunities. If you, if you wrap it all the way up, growth is the objective. Continue to grow as a credit union. And I’ve said this before, you have to grow in a way as a credit union that makes sense for a credit union. There’s lots of ways we could deploy our capital. We could do things that are very uncredit Uniony, and we didn’t want to do that. We wanted to stay true to who we were and what our purpose is. When Nymbus came back and said, here are some potential opportunities, we really gravitated towards the highly skilled freelancer, which became Hustl. Looking at the marketplace that serves them. There is no solution that makes a lot of sense today, having formerly been one myself, it’s a little near and dear to my heart. I understood the actual challenge.
Doug English 05:39
I just want to go back a second. I want to understand what that means. What was the process like of figuring out that that was the demographic that you guys were going to go after, and then Can you unpack that demographic a little bit? Who is that? What did you figure out about them and within your membership?
Rob Hoyle 05:58
Yeah, the process was, I mean, Nymbus came to us with a few different potentials based on the population and what the needs were. I won’t go into the ones we didn’t choose, but we selected the highly skilled freelancers for a few reasons. One, I think maybe most important, is that these are people who are technologically savvy, they’re not afraid of changing, and they will go where they need to, to find the solution that meets their needs. Two there are a lot of them, specifically in Arizona, in the Phoenix area, but also nationally, there are a lot of people doing this gig work, this side hustle economy, if you will, and it’s growing. So who they are in full transparency, we started out with just technology freelancers. We were thinking about people doing some some moonlighting and Systems Administration, or writing some code or what have you. And we actually thought that was potentially a viable niche. As we got further down the path with them, we decided to expand it to this highly skilled Freelancer nomenclature or group that includes other things. Could be a videographer, it could be a wedding planner, Esthetician came up. Our very first member is an artist, anybody who does things on their own. They’re solopreneurs, if you will that require some level of skill. I used an example. We moved into a new house in July, and the locksmith handed me a receipt with a carbon. You know, he had to, remember that where you had the yellow and the white and the pink copy? And I thought, hey, let me show you this.
Doug English 07:27
They had the thing that slides back and forth too?
Rob Hoyle 07:31
No. But I joked about it. I asked that same questions, like, if I pay you with a credit card? And he said, Well, I need a check, it makes it even worse. So that’s who these people are. And like I said, I’ve been in this demographic early in my career. I was doing some strategic work for other healthcare organizations. And you have to manage a lot of things, and none of them are the actual work. Invoicing, accounts, receivable, your taxes, all of the things that a business has to do a highly skilled Freelancer has to do too, but there’s nobody making it easy. So when I was doing it, it was a combination of like, three different pieces of software, Microsoft Excel and Gmail.
Doug English 08:11
So does this mean A. it sounds like the first characteristic is they’re self employed, and is the second characteristic that it’s just them by themselves?
Rob Hoyle 08:22
I think the first characteristic is that they’re doing something that earns them income, whether it’s their full time job or a side thing. They’re doing something that brings income to them. It could be selling a service, it could be selling a good, whatever it is. I think the primary target for Hustl is people who are solo. There’s probably room for growth, and we can have conversations with folks there about, what if I have an employee or two, the idea behind and the data that we’ve seen and the numbers we ran were solo.
Doug English 08:50
You identified this demographic, and then you talk me through it. What happens next?
Rob Hoyle 08:55
Oh, boy, that’s when the fun started. Once we picked something, the fun started naming it was probably the very first thing, the name and then what the offering to the market would be. And I will shout out the Nymbus labs team here and the entire Nymbus organization, because they really helped us learn about the expectation in the marketplace that a brand evolves. So many credit unions that I talk to want to have a fully functional product before they’ll even talk about it, and they want everything to work and be 100% and that’s just not what we do anymore. The phone is the easy example, right? When Apple gives you a phone, there’s gonna be a software update within a week. They never get it right on that first release, you know? And you expect it to evolve, and that’s moved into cars, that’s moved into refrigerators. It’s crazy. It’s everywhere. So why not in financial services too? I think especially this audience wants to see an evolution, and they want to be a part of it as things grow. So we had to name it, and we had to decide what we were going to go to market with at first, I won’t say minimum viable product, but it’s on that same kind of wavelength.
Doug English 09:55
Yeah, you were sort of testing the market to see if the data was telling you the truth. And you branded it Hustl, H U S T L, E, h u s t l, no, E, h u s t l, okay. And how is that brand manifested to the members? Is it in an app or is it in an email? How did the membership get an introduction to the brand?
Rob Hoyle 10:17
The brand was actually not targeting our existing members necessarily. Well, to be to be candid, Doug, if they wanted to bank with us, they would be already be doing so. So, we’re looking to expand and go into our Field of Membership elsewhere. So Hustl was introduced to the marketplace via a coordinated marketing campaign across socials and organic media. Our very first customer found us in the Tucson Business Journal based on the press release and thought this resonates with me, I want to give it a shot. The very beginnings we’re just introducing it you know, hello world. There was no targeted marketing inside of our existing membership base. Now, obviously they’ll see it, because they’re in our field of membership.
Doug English 10:56
Purely a growth engine to bring in new members, new deposits, new loans. We’ll get to the punchline in a while. Did you retain any of the operational functions inside or did you offload all of it to Nymbus?
Rob Hoyle 11:10
It’s all Nymbus. Nymbus is the operational engine. It’s their technology. We work closely together on marketing efforts and in decision making. But the operations, the interface for the members, the core, the call center, is all in the Nymbus world.
Doug English 11:29
Very good. Obviously, John and David, I’ve been kind of dominating the conversation. Is there anything I’ve missed so far that you wanted to bring up?
David Barone 11:35
I actually wanted to build on something that Rob said and why we believe this is such an incredible opportunity for the Skilled Freelancer market is, for so long, they’ve been forced to choose between either a retail account, that doesn’t have the bells and whistles and the capabilities to manage my small business, or they’ve had to choose a commercial banking product that is too much for what I need. It’s too expensive, the fees hit into my margins. And what Hustl is building is they’re filling the gap for this target audience’s need in the market, which is, hey, I can have the flexibility and the power of a commercial banking product, but it kind of fits in the middle, and that’s where we’ve had to work with Rob and team. And Rob had mentioned the go to market strategy, and I agree with you, Robert. I wouldn’t even call it a minimal viable product in terms of MVP. I think when we think about growth in the market, we want to start with at least coming to market at parity, right? It’s making it competitive enough where something about your value proposition has caught my eye, and then the second stage of that is really digging into what makes it different, and that’s what we’re working on with Rob right now, that’s the second stage, right? So that very first stage is almost the right to play in the market. Your second stage is your right to win. And then once you’ve identified that point of differentiation, you move to the third phase, which is really scale and your right to grow. So, it’s very okay to treat this in phases. Growth is a marathon. It’s not a sprint, and this is just what’s so enjoyable. Working with Rob and team is understanding that this does happen in phases, and we move to the next stage when we feel like we’re ready.
John Janclaes 13:15
This opportunity for credit unions is really big, this idea of niche for entrepreneurs or solopreneurs, we did a research paper with Filene, and it was really highlighted in that for me, that four out of ten of your members have a side hustle or something going on. It may not be as we identified or talked about them, if you want, I’ll offer that paper as a link to the show notes, because it’s a sizable opportunity and credit unions, our birthright has been mostly dealing with households, retail households, retail banking. Right underneath us is the small business opportunity that is growing, is becoming more significant. Almost everybody here knows somebody who’s got a side hustle. The idea for branding, which we should get back to how they picked the name. Actually, they picked the name, Vantage West did it.
Doug English 14:03
It’s a great name.
John Janclaes 14:04
It’s very catchy, yeah, but it’s a sizable opportunity to serve that market, in that segment.
Doug English 14:10
In the development did you come up with any new products and services to serve the niche, or is it strictly a different interface? What were the changes that were developed?
Rob Hoyle 14:21
Stay tuned on the new products and services. I think the packaging, like Dave mentioned, it is the gray area between a commercial and a retail account. It’s more about what services are offered to who and at what cost at the moment, but stay tuned. There will be some new in the future. I think everything old is new again kind of is what comes to mind when you ask that question. It’s more about the way we’re approaching it and the pieces that we’re putting into this particular puzzle than something crazy and new.
John Janclaes 14:48
Now, what we’re learning with these brands is you need to pay attention to who is signing up and really listen for the jobs to be done. Like, what do they need to get done as a small business person? Rob mentioned, like, invoicing is a pain in the neck to do that as a separate system, right? Or tracking my bills and my budgets are kind of establishing my first level of discipline on running a business, and so those tools are part of the Hustl. But I think Dave, who’s got the deep background in this, is keep listening for those jobs to be done, and that becomes your next offering and how you build on right? So being very purposely built for what they actually need and want.
Doug English 15:22
Tell me about the numbers, like, what has happened, as far as how many new members have engaged? Have you seen both deposit and loan volume? What kind of numbers can you tell us about?
Rob Hoyle 15:35
So, we’ve seen steady growth. Dave mentioned, we’re not running a sprint. Unfortunately, we didn’t have a million new members on the first day. We only had half a million. Just kidding, we’ve seen steady growth. It has not been earth shattering, but we are starting, and we are actually onboarding soon our first FTE, which will be our only FTE for a long time. At Vantage West devoted to Hustl to go and put boots in the community. We’ve started with some of our Vantage West business development folks to host some happy hours and things like that around this community, and had tremendous feedback. This is one of the lessons that we’ve learned, and one of the things that we didn’t necessarily fully consider up front was that digital delivery is important, and a digital only brand, meaning there’s no branches, is completely viable. But to really boost the engagement, you might have to put people on the ground. There might need to be a physical contact, and that’s what we’re going to do. I think previous niches that Nymbus has launched have borne that out as well. We’ve seen it elsewhere, so we’re excited about that. Right now, we’re not offering a lending product. We’re on the cusp. We’re very, very close. It’s been an iteration between us and Nymbus about how to do this the best, but what technologies to deploy to provide the absolute highest levels of automation. Our goal is always to be as hands off as we can. We want it to run itself, or have Nymbus run it to the extent possible, so deposits only, and we’ve had good adoption early on. We’re seven months in, very early, very early, but we’re happy with the continued growth. People seem to be coming and staying. The industry has really been very positive, and the members that we’ve onboarded have been very positive. We’ve asked them for feedback. Hey, help be a part of this. Be in this community. Shape the future, and they’re communicative, and they’re sharing what they need. It’s, as John said, listening, asking and listening. What do you need?
Doug English 17:36
Reminds me of, I did an interview a couple of years ago that is a part of this podcast series with the state, SECU charitable arm, one of the things that they bring to their charitable activity, if they give your business a loan or a grant, they also bring a network, and the network is sort of a vetted group of professionals that they know to be able to help the folks that receive those funds to be more successful. It seemed like the same kind of thing that I imagine you’re thinking about for the folks that are a part of the Hustl brand, is there’s a potential for a community there that is larger than just membership.
Rob Hoyle 18:21
We are confident that community is key here, especially if you consider what we’re talking about. We’re talking about people who are skilled in a specific area, but they’re going to need the full gamut of a business, but they’re one person, so we believe they can help each other. And quite frankly, the community is larger than our membership. My ideal end state is that the Hustl brand serves the entire community, without regard to whether they’re members of Hustl, of entrepreneurs. So we can build a mechanism for people to find advertising help or marketing help or finance help or technology help, or whatever it is, through this group of skilled freelancers, we think community, quite candidly, one of the I don’t know if that we considered it upfront, but as one of the turbochargers on this particular niche that some of the others might not have, because they really can and will help each other.
David Barone 19:16
Doug, I’d love to build on that too, because I was lucky enough to be a part of Rob’s journey from the beginning, and Rob, I know at the beginning, when we were talking through the go to market strategy, there’s this idea and concept around, especially since we’re dealing with the niche audience, and they, they have a common bond of being an identifying as skilled freelancers. And there’s a community there, and it’s a national community, and we talk a lot about that go to market strategy really around like winning the community from the inside out versus buying it from the outside in. Rob, we talked a lot about that as how that strategy progresses with your maturity in the market. And even as we get bigger, it’s still so important to bring that community along in the journey. And Rob had mentioned, what I think that he and his team are doing incredibly well right now in that first year, is sure, we would love to have opened up the floodgates and then we have a million members. But what’s even more valuable is we’re getting key learnings from the early adopters that are with Hustl from the beginning and want to be on their journey. And they’re giving us great feedback. They’re giving us feedback that we didn’t consider when we went to market, and that’s part of the journey. Is addressing that, showing up in a way where we’re the most relevant for them, and then, like I had mentioned, in that tiered approach, really getting ourselves ready for prime time on the backs of what we’ve already been told by our most valuable members, and they might have been member 1, 2, 3, Rob had mentioned the artist. It’s just so incredibly important to listen to the feedback that they’re giving us the moment that we hit the market.
Doug English 20:45
So, what I’m hearing is that if you were to back yourself up seven months and to restart the program, you might have had an individual on payroll right from the beginning to try to foster that community start, because you’re seeing that as a key part of the community creation for Hustl, is that, right? Are there other things that maybe you wish you would have started with? I know it’s only seven months in, but just anything else that you’ve identified already?
Rob Hoyle 21:13
I think to your question about this individual, I think we probably, if we started over, would have had that person, if not seven months ago, maybe six or five, ready to go on that. But I also am pretty comfortable with where we are. We’re pretty early here, and it’s good. We’ve gotten good industry and brand awareness in the community, so it’s the right time. The other thing where we’re trying to understand and where we’ve been listening and Dave, please chime in. We’ve made an assumption people were going to want to come in as an individual, and what we’re seeing is a lot of them have formed a business, even though they’re a sole proprietor, it’s treated a little differently for onboarding. That’s a piece of the puzzle we maybe didn’t expect, at least didn’t expect at this level. So we’re adapting. That’s what we do.
David Barone 21:55
Yeah. I mean, you’re 100% right, because of the skilled freelance community is so highly fragmented in how they identify as a skilled freelancer. I could be doing business, I could have a registered DBA. I could be a sole proprietor. I think what we’re finding is that there’s actually more single member LLCs than there are the former. And sure, the numbers kind of indicated and shown that. But I think our assumption going to the market was that it wasn’t going to be as high a volume of LLCs. And what’s so important is that they want to apply and be a member and identify as an LLC, as opposed to a sole prop. Part of our challenge now is to be nimble and flexible enough to show up where they need us to be, and that’s a good problem to have right now, right? And we’re really lucky to have found that out early in our process, that we can make those necessary changes for when we start to scale up.
Doug English 22:51
Yeah, that makes sense. You want to isolate that liability if you can within that entity, right? Maybe those are the entrepreneurs that are perhaps more inclined to be successful because they’ve already taken a sort of strategic approach to starting the business. There’s nothing wrong with the one-off person that’s driving the Uber on the weekend or delivering things that’s a good business too, but the things that they have to think about, the self-employment taxes, the LLC and the annual reporting requirements. There’s a whole lot that most folks don’t have to think about. Then your opportunity to add value is robust. That’s a really, really great niche. I expect it to be very successful.
Rob Hoyle 23:32
I think you hit on something that, as we’ve gone through this, really resonated with me, and I think is a direction we will likely investigate, and that is, I suspect that the reason we’re seeing so many LLCs is because it’s very easy now with the internet to form an LLC. But once you have one, there are things you need to be doing. The Corporate Transparency Act now has another burden that’s been placed and that’s an act from earlier this year. So Hustl is positioned to help and remind these people and communicate and say, here’s some resources for you. When you think about nontraditional or innovative things we can do that’s kind of along the lines, hey, we notice you have an LLC, don’t forget to take care of these things by April 15, or by whatever the date it is, you have until the end of the year to declare this and that or what have you. So it’s a way where we can foster a sense of we’re in this together, people helping people. And I do think that the reason that so many LLCs are coming to us is because it’s easy to do now, and it’s probably sage advice to do it, but let’s now help them maintain it.
Doug English 24:35
You give a sole proprietor or an LLC a notification on their phone that reminds them to do their annual filing. That alone is going to blow people away. I think that would be amazing.
Rob Hoyle 24:49
Well, had we existed in 2023 and then the Corporate Transparency Act was passed, what a great opportunity for us to send them something. Hey, this is what this actually means to you as a disregarded entity, quite frankly, as a sole prop LLC this, but you still have something you have to do. And here’s why, and here’s how. I would have appreciated that.
John Janclaes 25:09
It’s one thing in the market and see opportunities like we’re talking about here. It’s another one for many credit unions, they don’t have a whole dedicated group who can go explore and do this and actually set up a division to start to mind this opportunity. And so Nymbus brings the scale to saying, yes, you can. Your team is busy running the existing mission, making improvements to that mission, but if you want to do something entirely new in a kind of very explorative way, you almost need another group. And that’s what we’ve become, is that group of saying, Hmm, we’ll go on that journey with you. Let’s go figure this out together.
Doug English 25:40
Yeah.And is it possible there’s a crossover point in scale where, you know, right now, it’s all Nymbus 100% and that’s working great. And you start it, and you grow it, and it achieves some level of scale, and then more and more starts to come inside, to the credit union? Do you anticipate that that’s the pattern?
John Janclaes 25:59
If there’s optionality in how we do this, because that that point could come, and that would be great. And we call it our build operate and transfer model that we build it together, we operate it mostly for you. And at some point, if you want to start to take pieces of this back in, because it becomes the main thing for you. Fantastic. That works.
Doug English 26:16
Nymbus has a bot. Build, operate, transfer, you got a bot!
John Janclaes 26:20
Yes, you got it
Doug English 26:23
Awesome. Well, I think this has been a really interesting discussion. I think it’s going to resonate pretty well in the space, because had a lot of discussions with folks over the years. One of the things that I remember discussion I had with True Treasury a few years ago, they help credit unions deal with their corporate deposits. And the case they made is they’re big, they’re sticky and they’re inexpensive. You don’t have to pay a lot for the deposits. It seems to me that ideas like this, where you can create a community, add value that to that community, and maybe that community could have some of these ideas, some inexpensive deposits that stick around, that could really drive the growth, really drive the balance sheet, and I think we’d all love to see that. So thank you so much for joining us today. Here’s your open opportunity. Any further thoughts for our listeners? Anything else you want to get out there?
John Janclaes 27:18
Well, I would just add, lean into this kind of opportunity learn about this strategy. Doug, thank you. This has been a great forum to kind of get the word out about it, but we’d be happy to sit down with any credit union, just kind of walk you through the journey about how you would explore a niche that’s right for you. And so that would be the offers. Just understand the strategy, whether or not you pursue it, but understand that this really is a very attractive growth model.
Doug English 27:41
So it was N, Y, M, B, U, S, Nymbus, right? And so it was Nymbus.com is how you can check it out.
Doug English 27:49
I appreciate what you’re doing for the credit union movement. So you’re seven months in, Rob, I might check with you again in another year, and maybe you’ll have that million members.
Rob Hoyle 27:59
There you go. We’ll look forward to that conversation too Doug, thanks for having us.
Episode Links
https://www.linkedin.com/in/johnjanclaes/
