Alkami Technology, Inc. ($ALKT)

Vender, I'm a senior editor here at Pro Site Financial Association. Pro Site was formed in 2024 from a merger of BAI and RMA, 2 trusted industry organizations that have been supporting financial services leaders for more than 100 years. Pro Site is a leading non lobbying industry organization with deep expertise in fraud risk, compliance and business growth. Our purpose is to empower financial services leaders to advance our industry through training and insights as well as tools and resources like today's webinar. If you experience any technical difficulties, don't hesitate to reach out via the technical questions box and a Pro site member will be available to assist you. This event is intended to be interactive, so I'd encourage you to participate with our speakers and other attendees throughout via the chat Q&A box. Let's get started with today's webinar sponsored by Alkami digital maturity in motion, what business and commercial leaders are doing differently in 2026. As the pace of change accelerates, financial institutions are under pressure to move faster, reduce friction and act on opportunities in real time. Today's session explores how data and AI are reshaping growth strategies from transforming digital account opening and streamlining onboarding to strengthening Tradefenses and empowering employees. With that, I'll hand it over to our speakers, starting with Taylor Adkins, Vice President, Product Management at Alkami. Taylor, over to you.

Hello. Welcome, everyone, to welcomes webinar digital maturity and motion, what business and commercial leaders are doing differently in 2026. My name is Taylor Adkins. My role as VP and Head of Product at Alkami. And I'm joined by a group of insanely smart and experienced industry insiders, starting with the person on my left, at least on the slide, Jim Marous, I'd love to hand it over to you to introduce and you can continue to pass the ball to the left to the next and the next.

Okay.very much, Taylor. I appreciate that. we are joined today by 2 people that really you want to listen to more anybody else because they're actually doing what we're talking about, which is always better than listening to talking had to talk about what you should do, which I tend to do too often. So first off, we have Molly Jones, Director of Business Services, SRP Federal Credit Union. Molly, you want to do a little introduction of your background a little bit?

Sure, sure. Thank you all for having me today. I'm excited to be here. So again, Molly Jones with SRP Federal Credit Union, we are based in South Carolina. We are about a $2 billion bank and over 200,000 members. 5,000 of those are currently business members, and we have 21 branches in our market. And we serve a market that's about, I guess, a 2-hour radius. So we have a lot of branches in the footprint as well as our digital banking that we're growing. I've been in banking for well over 25 years. I started out my career in the big banks and decided to come over to the credit union side about 8 years ago. We've been on the Alkami platform for about 4 years and just launched our treasury services at the end of 2024. So that's a little bit about me and SRP

Matt, do you want to introduce yourself real quickly?

Sure. Thank you, Jim, and glad to be here as well. My name is Matt Bleecker. I'm our Head of Product Development, and I also oversee our treasury management strategy for our organization. I've been with Tradition Capital Bank for about 3 years. Similar to Molly, I started my career at some of the big banks. And then over time, I realize that going to a smaller institution has some of its privileges. Tradition Capital Bank is about a $3.2 billion asset size. And we have branches here in Minnesota and then also in Scottsdale, Arizona.

So let's get started. What's really interesting is every institution that deals with business and commercial banking wants to know, geez, how am I doing? How am I doing this digital transformation effort I've been doing? And where do I stand compared to my peers? Well, that's never been something we've been able to talk about what you should do. Well, we've never really had a way to measure how well we're doing. Alkami, think is 2 years ago, introduced our first commercial side, business side, there's a maturity index. And what that means is they actually created an index where you can answer 5 to 7 questions very quickly and get to the basis of where do you stand? Where are you compared to your peers? What can you fix? How can you move forward and get better at what you're doing? And this is the second study. We just introduced a second study on behalf of Alkami to talk about what is business digital maturity. So -- what we talk about that is really 3 pillars. There are 3 components of digital maturity in the business and commercial side, a set of capabilities that you really can grow with from the user perspective, things like digital account opening, user experience, user management, ERP integration and money movement capabilities. The second pillar is employee productivity. Not only how do our tools help employees become more productive, but even more so, how does it improve the employee experience by making them more productive at 2 different components. And then third is a mindset or a cultural component, which really gets down to what capabilities define maturity? And how do you deliver those with a mindset across the entire organization in a way that can be felt by your customers. The analysis, as I said, is really easy to take, but it also defines the segments that you're part of. If you look at segmenting the marketplace, you'll see there's 4 key components as we move forward. Number one, there's a cautiously modernizing. Those are people that are, in many cases, just starting. It is not defined by asset size, but is actually defined by where you are in the process and what you implemented that helps define if you're digitally mature. Then you go to optimistic believers. This says you're moving forward. You're fairly confident in where you are and you're already prioritizing your investments in alignment with where you are. You pretty much know your North Star. When we've looked at maturity indexes, both the first study and the updated study, we found that those organizations that knew who they wanted to be, those who really knew what their North Star was, did the best job of finding where they are and where they wanted to go. The third component in that evolution is emerging pioneers. These are those that actually are using it for sales or use it for new components, the digital tools for more components. They're sometimes investing more technology, but they're also deploying it in a modern way that makes us both the internal and external audiences feel it. We've also found that those organizations that deploy digital technology the best, the 1 the most digitally mature have really an amplified revenue stream. So it really ties right into the revenues and that helps you to understand the value of that transformation process. The smallest group, but obviously, the most elevated group are tech titans. These digital experience exceed the norms. They exceed others in their category. Typically, they're large organizations, but we've also found many tech titans the smallest asset categories. They actually have their sales approach and they have tools that help the commercial calling officers do their business better and trying to make it so they can move forward in the marketplace. So let's start with our 2 guests, so Molly, I know you took the analysis. Number one, what do you find in the analysis? Number two, how do you think it was it just yourself? Or you have other people in the organization taking the assessment tool.

So initially, I took it just myself. And through the assessment, it definitely made me realize I needed to bring in other departments and get their get them to take the assessment and see where it landed for their answers because I think each of our departments looks at things differently. And I have put that out there to them. I can't tell you what their results are yet. So hopefully, that will shed some light on things can help create some conversations within our organization. But when I took it, we landed on cautiously modernizing. But as I think about where we are, I feel like we are probably more leaning towards the optimistic believer because I do feel like we know where we want to go, and I feel like we're making some progress. But as with most credit unions, we are very consumer based. And so -- not only is the digital component part of our hurdle, but also the organizational side of things, getting our compliance and risk and fraud teams to understand where we want to go, that sometimes delays how fast we move there. So I think we're definitely making some strides, but we still are very cautious for sure. I think one of the things that keeps us in that cautious segment, we don't offer online account opening, our digital account opening at this time for business, just not something that we have gotten to a level of comfort with, but that is a direction that we are working towards.

So Matt, what do your organization fall in the spectrum?

We fall into that emerging pioneers quadrant. And I know that I wasn't the only person who took that at our organization. And it was interesting to see how would my answers line up to theirs. And believe it or not, realigned that all the folks that had taken ended up in that emerging pioneers as well. which it goes to resonate that. That is kind of our north star, where we want to go. And Jim, as I was looking through those definitions, one of the things that kind of stood out to me is that using the digital platform as part of your sales component. And when we assessed about 2.5 years ago, our digital banking platform. And what we found out was, it was hurting our sales. And that was where we made a decision, conscious decision that we need to have a new digital banking platform and moved over to Alkami, and we've been on Alkami since about August.

It's interesting as I think both of you show the power of the tool to define where are we and kind of references where do we need to fix -- and what's the next? How do we redefine that North Star? And before we go further, and before I ask you all on the webinar to take the test I wondered if you take the survey to tell us a little bit about where you are in the different categories with regard to user experience, employee productivity and mindset. Okay. So as you can see, when you really look at the results of the survey, you're going to find that people are all over the place on where they feel they're strongest and where they aren't. And that's what we've seen overall. Taylor, do you want to talk a little bit about where people find themselves at the same time that you on the webinar, take a skimmer code here, take the assessment. You can take it while we're talking. It is that easy to do, and you'll be amazed with the information you get back so Taylor. When people have taken this assessment, what have you seen overall to be the takeaway from this. What do people say when they actually take the assessment?

I think we see a lot. For one, as I view our client base across -- we see a spectrum of kind of all of the above. I think what we see are financial institutions who either long to be tech titans or certainly want to compete with tech titans. But generally, what I think I see is a large concentration of financial institutions that sit somewhere probably in between the optimistic believers and emerging pioneers kind of zone. That being said, I think a lot of financial institutions who take this assessment are often a little bit surprised, especially if they do what Molly has done, which is spreading the assessment across different cohorts within the institution, getting an understanding of where each individual within the organization believes the financial institution sits. And I think sometimes they're surprised by the outcome. I think they are oftentimes when a financial institution believes its strength, is digital, but then through a critical assessment like this finds that their strengths, their advantages or their opportunities for improvement lie elsewhere. And so I think these are great opportunities for FIs to really dig in, to identify opportunities, threats, along with their strengths and weaknesses and determine their plans to go forward. And I think that's a big part of our conversation going forward.

Because I also want to stress it. You don't have to be an Alkami customer to actually take this assessment. And what you get back is even more valuable because it doesn't just tell you what your score is and what quadrant you follow into but how well you do in each category and most importantly, what you can do to get better at it. So that's kind of indicated. So let's get into some of the research findings we had in 2026. So as I said, the definition of digital maturity over the last 2 years, the first test and now this new research actually found revealing new dimensions across account opening setup, front and security and play experience. And what we found was the definition had actually deepened. It wasn't just the easy stuff. Alkami was part of the first survey was one of the definitions. And we found that things like fraud prevention, which is really an expansion, a pretty significant expansion of how you can become digitally mature and the employee experience were 2 elements that actually were really new findings that showed that the evolution of digital transformation and digital maturity is continually evolving. So what's interesting is if an organization on the call today had taken the assessment 2 years ago and came back this year, you could end up being at a lower value than you were when you first took it or even more exciting is you could actually have jumped value valuation. So what happens is, for instance, you could have go and we've seen this happen quite a bit. from optimistic levers, which, if you remember, was in the top left-hand corner, two, a tech Titan and completely skip the emerging pioneers. In addition, we've seen over time that emerging pioneers could actually fall behind where they were the last time. This not a bad thing or a good thing. This is really just showing that dimension from the marketplace and the way we define ourselves really changes. So where is your institution with regard to data readiness. As we look at -- if you've taken the assessment, if you take -- if you did the QR code, which we ask you to do, when you fall into the whole look of where you are in that transformation. So if you look at the next slide where we talk about the tapping into actionable data and AI to elevate operations. We see that there's really -- as you would imagine, a growth element, a 10% value for those who are cautiously modernizing a 22% value for optimistic believers, 62% for emerging pioneers, which, by the way, showed that this was our biggest area of increase. So the way organizations are actually using data for emerging pioneers. The increase was significant compared to what it was the last time he did it. And 71% had a rich complete account holder data as it was available. So Molly, how do you -- how do your organization rate with the utilization of debt? How did you feel you did? Or how did the valuation come back?

We are trying to break into that. We have a lot of our efforts on, I think, more so understanding the AI, how to make it work for us and how to integrate that in all of our different lines of business in a safe manner that does not put us at risk and also makes it efficient for our employees. So we are definitely not at a level where I would like to see us with AI. I think there's so much we can do with that across the organization as a whole. So we're very early stages of elevating AI into what we do.

And Matt, what do you see in your organization? I would imagine because you ranked higher overall that you've really made the data and analytics, a backbone of what you're doing moving forward.

I think for us, data has always been a critical component. Any time we were working with vendors, our first question was how are we going to get that data in and how are we going to get into our data storage area. But I think when you start to think about leveraging AI with your data, that similar to Molly, we were very cautious because of the bank. You don't want to go full steam, but we begin to recognize that there is power and how do you look at that data and harness that data -- and so I would say we have started to wade into those waters of AI and how we can use that and get people comfortable with that. So we kind of launched that initiative this January and people are getting more and more comfortable with it. And now that we've kind of gotten used to that, we're looking at how do you bring to that next level? How do we start implementing it more into using AI agents and thinking about things that could be done to create efficiencies in our organization. Oftentimes, thanks to a lot of things that are very manual. And going back to that one piece about that employee experience, that's a piece that we're trying to focus more on this year as well.

Since in Taylor that in talking to your organization when we talked about the utilization of this study, I know this study has been very instrumental in making Alkami stronger in the areas that can help their client -- your clients become more usually mature. So some of these are a call out to your organization to say, "Geez, we've got to get stronger in being able to provide these capabilities because our clients are asking us to perform on their behalf. " Is this probably the strongest area of let's make it phone calls or integration or everything else that bottom line foundational wise, your clients are saying, you've got to make us stronger be able to actually use this data more than just have this data. I know that's part of the reason why you acquired segment years ago, but is deploying your capabilities and say, it's not about what you have, it's what you do with what you have, isn't it?

Yes. Yes. There's certainly a ton of demand. And obviously, it's one of the biggest opportunities. Our clients and all financial institutions are sitting on a mountain of data and they are, to your point, coming to us saying, help me activate that data. Help me use that data to drive beneficial and measurable outcomes for the financial institution. And that's really driven us to make a lot of investments around data and AI in particular. We're also in the process of developing AI agents that support both the branch employee or relationship manager as well as AI agents that drive guidance to individual digital banking users. In addition, investing in AI around AI-driven extensibility, for example, vibe coating tools that really democratize our SDK as well as, again, getting kind of back to the source of the question, AI-driven personalization. How can we activate moments that matter for individual account holders that enable an FI to drive specific behaviors that result in powerful outcomes for both the account holder and the financial institute.

So again, this assessment and this research is done is comping your clients to call you and go, we need to have this need this, we can add this. it makes us to your product map, your product development map, your assessment tools, your service map to your customers is responding to this in much the same way because if we don't have this element in place all else fails. Everything I'm going to talk about after this from new account opening of fraud, everything else. If you don't get this right, and most institutions are not in a position to have 22 analysts on board to be able to do this and to help deploy it. And I think this major key element is it's not just providing a lot of good data. Everybody should have that or at least be able to consolidate in some way. But even if you don't have that capability, the ability to consolidate and to show how to deploy it is something where you really benefit from partnering in. I talked about it often over the last 6, 7 years, the ability for partners to deliver, and they're partners across the spectrum from core providers to companies like Alkami and others that really come to the plate for smaller institutions to allow them to punch above their way as we talk about it, Alkami quite a bit that it's not an asset size determination, it's really an executive level mindset determination, which we'll talk about a little bit. But in the first applications of data, and I'm going to keep on renting on this for the -- everybody knows this is Alkami, this is my go-to is what about your business account opening strategy? What are your biggest challenges in opportunities? And are you able to get it to a fast and efficient process. We talk about the consumer side a lot. Most organizations a far majority still do not have the ability to get to a 3 to 5 minute a town opening. We don't expect that on the business account opening, but we do expect a progressive way that makes it so we get rid of a lot of the friction. So I think, Molly, you mentioned early in the process that you're starting to work on the new account opening, especially on the business side. What is the biggest point of friction from your perspective that your organization that makes that you can get eventually to an under 10-minute capability.

So I think our biggest friction -- well, it's actually kind of twofold. So being a credit union, not being in the business arena of banking as much as the banks have been, the larger banks, naturally, our organization is just not as comfortable with businesses. So kind of going back to the last question with how we want to use AI, I'm hopeful that we can establish an account opening process that takes out the confusion and allows my in-branch team to be able to work more on deepening the relationship and and not having to make sure they did all the eyes and cross all the Ts when it comes to formation, but focuses on the business owner and the needs. And then also making sure that the account opening process is more streamlined. We have switched over to Alkami for digital banking, but our core system and our account opening system still needs to be improved. And so that's an area we're working on now is the actual account opening systems and then how to integrate those to make it more user-friendly, both in branch and for the members. We have not been comfortable allowing business accounts to be opened online, because we still have that uncertainty in the branches, too. So it's kind of like we have to cover across 1 bridge before we get to the next one. But I feel like what I've learned and what I'm seeing with all the new capabilities of the digital banking platform is we're going to feel much more comfortable because of all the things that can happen behind the scenes. So the verifications, all of the things that you can put into place are going to make that process so much smoother. So I'm very hopeful this will not be a huge hurdle that we can get across it and start moving forward very quickly.

It's info, Molly, because we've seen with this assessment tool that this is a good thing to bring to your leadership. If we can't get the whole organization behind the strategy, saying we have to do this. It's now externally defined that this is what's needed. So it becomes a good tool internally to rally the troops to get compliance, to get business development to get the product area to get the customer experience are all under the same room and put that as a mission. Matt, what's your organization from the standpoint of new account openings in the business side?

We're similar to Molly and the fact that from a business account opening, recognizing that our clients and the businesses that we're bringing on are very unique. So we do not have any applications out on our website. Most of our business that is coming in is through referrals. And so we really want to have that white glove treatment and taking care of them. And Molly hit on something that's really interesting. It's not necessarily that upfront for making it easier for the client, but we also have to think about what's happening on the back end. Systems talking to each other. And oftentimes, you've got to solve that first before you can bring something forward to your end clients to say this is going to make it easier. Because while it might appear easy on the front end, if it's still feeding back into the back end of your system, and is causing more problems, that can actually delay opening account for a business client. And that is definitely, we don't want to go backwards as far as how long it takes to get into account open for a client.

This is a very keen area from the standpoint of how can we be able to help an organization get over these hurdles. Taylor, your organizations have a recent acquisition of a company that this gets you over that 3%. We see that only 3% of organizations are able to actually achieve that 10-minute less account opening experience. But I know this is a big deal at Alkami with regards to not only the business side, but also the consumer side, can you explain a little bit about your business strategy and your product development strategy to able to actually bring this to fruition for your financial and your partners?

Yes, sure. And so obviously, we made an acquisition of a company called Mantle, who has a lot of experience accelerating and digitizing account opening for both retail and business accounts. Now one of the things that makes mantle unique and made them a very interesting acquisition opportunity for us was not a diabolical focus on digital only. what really, really drew us to Mantle was the balance of branch and digital multichannel engagement and multichannel origination, which not only differentiates the solution in the space, it also reflects reality in a better way. And so as I think about what comes next, I really kind of lean into Matt's kind of comment about the uniqueness of the businesses that they support. To me, that is really the next level of transformation that we at Alkami can really start to influence merging digital with the white glove experience that firms like Tradition Capital want to provide balancing high tech and high touch in a way that enables financial institutions to support unique businesses to be able to provide that handholding experience that differentiates them from kind of large stark mega banks. But at the same time, being able to support even business users growing and evolving expectations for consumer-grade experiences. In the business world, both things have to be true. We have to be able to provide a consumer-grade experience, but we also have to be able to directly interface the financial institution with their business client in a very intimate way. And I think that really pervades our product strategy as we go forward when we think about business account opening and origination.

I think another key element is because of third-party organizations having these as being key elements of their foundation of what they're trying to deliver. You also get the benefit of organizations are further along the curve. So Matt and Molly are going to benefit in working to find other organizations that have had the same challenges they have. I honestly was never in the commercial side of the financial institutions I work with. So I will understand all the dynamics except to know that they change every day the compliance issues, the privacy issues, what you have to do for payroll versus treasury and all these other elements. There's -- everyone this is like a separate silo they have to bring together. And it's great to hear from other organizations that have had the same challenges and find out how they get through this. That doesn't mean you're going to -- your organization is going to buy into everything the other organizations have done. But it's always good to get peer groups that say, we've been there. We've done that. We've learned from that. So moving on the next part is the second category is, how is your institution strengthening fraud prevention and assisting self-service solutions. This is a very brand-new element that wasn't part of the first study's capabilities. And what we found was 31% of financial institutions offer self-service ACH fraud remediation and charge for it. So that's not the only element that makes you strong on the fraud prevention area, but it's a key element that we found that when you define yourself if you're moving up the digital maturity curve, that this is one of those takeaways. So without just focusing on the fraud remediation and charging for it, I'll go back to you, Matt. What did your organizations find with regard to how you do this category, you do the assessment, but also as your organization is progressing?

Fraud has always been a hot topic, and we make sure that we are constantly bringing that forward with our clients. One of the things that we implemented years ago was products that are called Check positive pay and ACH positive pay. And that's a fraud tool, I like to kind of think about it as it's like insurance. You don't want to have to use it, but you're glad that you have it there. And so we talk to our clients upfront. And a while back, it was 1 of those things you talked to them, some would adopt it, some would not. So we really looked at our data and realized we weren't getting the penetration that we really wanted, in which case, a lot was then happening on our fraud team and having to do stuff. So we thought, well, how do we start to make that switch -- and so we actually went a different route, and we actually talk to clients about, "Hey, we've talked to you about this fraud tool, " and it's more of an opt-out and they need to opt out of that as part of our sales process with them and say, "No, they choose not to do that going forward. And that's had a significant increase of enrollment into that as well as from a revenue standpoint for us. But at the same time, it's also decreased our attempt of fraud, especially when we see that going up in the check space. Unfortunately, business clients still write a lot of checks and that is 1 area we can help prevent that fraud overall.

Molly, what do you see in the whole fraud remediations you looked at your assessment and you looked at what you had to work on -- where are you in that category? And where do you want to go forward?

So very similar to what Matt said, we definitely saw the need to offer those fraud prevention services. And I don't feel like we could actually be competitive in the market if we did not have them. For those well-established businesses, the ones that you want to bank, they're looking for those tools. So not only did we want to have them, but we needed to have them. So I'm actually in the process of launching our positive pay, our tech positive pay and then ACH positive pay will come shortly thereafter. But I think when I think about this -- when you hear digital maturity, I think a lot of people probably think about just the app that's on your phone or logging into your online banking and it's so much more than that. And so I think the assessment helped to kind of open some eyes around the organization to say, okay, this is a part of our digital maturity and we all need to be on the same page. And so I know my fraud team, their always looking for new and better ways to stay on top of things. I mean it's a 24/7 job and you've got to always have eyes and mirrors everywhere. So having tools that can help make that more efficient and how the members involved actively, I think, is very beneficial. So we're excited to launch check positive pay, and I think it's definitely something that you have to have. So I love the way that Matt is making an opt out because I think that's the right way to go.

Yes. And see, when we look at the category or the fraud area and its impact on different maturity, there are a lot of components. We're simplifying it into one area that we're emphasizing. If you did do the the QR code download, you're going to see that the assessment tool allows you to answer a few questions, but it surprise you how deeply the recommendations come and what they say you need to do next. Again, the scorecard lets you know where are you? Where you have to go. The beauty of this is it really tells you where is my prioritization? Where do -- where can I make the biggest impact with the smallest amount of efforts, so I at least move forward at the same time rather than doing the treadmill because we can get caught on the prioritization element. And when we talk about prioritization, the next section of the report or the of the study really gets into culture. And I'm going to go a little bit deeper than just culture to say it really gets into overall the mindset and your leadership, is innovation and digital transformation and digital maturity is a mindset. And it has to be held by everyone within the organization because what we'll find out is as you get deeper into it, Sometimes, digital transformation is a threat to people. The reason why it's a threat is they believe if there's digital transformation, it means I'm going to be replaced. Actually, what we want to do is make it so that AI tools, data, innovation, all these elements really are a way to get the mindset change so that you can actually deploy and scale and make it so everybody is more effective. You'll see that 37% of institutions enable the relationship managers to leverage client account activity data for most or all their client means. I'm going to tell you right now, my belief is this number is somewhat overinflated. That's my personal belief only because I think people are afraid to say -- that's a very, very, very cautious about sharing data internally. The data democratization area is an area of a lot of debate as to how much information, how can you do it? If I was a commercial calling officer, I would love to have every tool available not only of what I have internally, but what you can look at in the marketplace to say, who should I be targeting based on what our strengths are. Taylor to get to you a little bit about how can we -- what have you seen in this space with regard to the sharing of data internally because the organization really provides a lot of next best products and next best opportunities out there in the marketplace, are people really leverage as much as this number maybe shows it or are people -- yes, they're sharing it, but it's holding back more than we actually make it look like in this stat.

Yes, Jim, I would tend to agree with you. Whenever I first saw this number, I was surprised, right, because it doesn't reflect kind of what I see and I tend to trust my eyes. Right? And I'll go back to what I said a moment ago, right, financial institutions are sitting on a mountain of data that, by and large, they're not using. And you bring up an interesting point about being conservative about kind of the deployment or proliferation of data because that in itself creates risk, kind of things like that. There's a lot of things that are likely holding financial institutions back. But I think also they don't realize how much of an inhibitor it becomes. I've had conversations with Matt and Molly in the past. And we've talked about, for example, what makes a relationship manager at a branch so special. Like what makes an RM that you have on the commercial side, just somebody that you cannot lose. And it always comes back to their experience, their knowledge about an industry things like that, right? And not only are those people really hard to replicate, typically, they're hard to find. They're really expensive. That also locks a financial institution into a very, very specific strategy or segment where they have this kind of institutional knowledge. Access to data kind of breaks down those boundaries. Right? You can leverage data and the conversation we had previously around AI to turn literally anyone into a data activated expert that can serve any client that can provide highly personalized and individualized service without all of the strings and kind of cost that goes with it. So to answer your question, yes, I'm a little surprised by this number. I do think it's lower. I also though see this as probably the biggest opportunity. for financial institutions as they're making this journey to democratize data, as you said, and to arm their employees with data that can really serve as a force multiplier.

Well, it's interesting because I've talked to some commercial can offices recently and they're saying, what my institution doesn't give me? I'm using AI to enhance what we've done. So they're actually taking their own call reports on what their clients are using competitively have built models to say, if I take what we know with the part we don't know is, again, especially in the commercial side, you maybe have a 25% penetration. And you're probably guiding only those that have the deposit account without looking into the other elements. Their call in offer, if they're worth their weight they've asked the other question we go, where is payroll, where is Treasury Services versus these other elements? And what that gives them is combine the tools. And I know that Alkami's already looking at ways to say, how can we combine the outside with the inside to give you a better rounded view, but that all is dependent on how much you're sharing -- what we want to find out is how well are we doing with -- regarding your institutions capability the willingness to share the right tools and training to make it so that your most valuable calling officers feel like they're not going to be replaced by AI, but you're going to make them more powerful because you're going to make it so that a lot of the foundational work that they're currently doing, you're going to help them with. So Molly from your standpoint, what's your organization's perspective on sharing data at least on the commercial side.

So we're very hesitant to share a lot of data for sure. But I think we have found ways to create that one-on-one service and make sure we have -- our members have the right tools and our relationship managers have the right tools, but we also know where we have gaps -- it kind of reminds me of when I first started as a commercial lender, and I can't remember the name of the website, but you would go in and you had put the industry in and then it would just give you some current information, some questions to ask and to think about -- if I was starting out my career at a lender right now and had a tool that didn't just give me general information, but actually gives me the great information that makes the member know that I care and have an interest in what they do. I mean that is -- that's a no bringer, -- that's going to set us above our competition by so much and also create meaningful long-term relationships that -- it's not always about AI, but sometimes that just is what jump starts it or it's not always about the tool. But I think, gosh, if I had that back in the day, that would have been great because we were just hoping 1 of the questions we had would fit in. So I think that we are trying to provide the right tools now, but do have some limitations on what we are offering to our relationship managers. But I think just knowing what's available and learning how we can maximize the functionality of the Alkami platform is step #1. And I tell Taylor this all the time. In these smaller organizations, we wear a lot of hats so we might miss what's available. And so making sure that we are staying on top of what's available to us, how to activate it so that we can take advantage of what we have out there is denitly something we need to do a better job of.

Yes, Matt, from your perspective, are you providing the right tools? Or where are you in that spectrum from 1 to 100, where are you in that spectrum of being able to provide tools and open up the treasure chest that we've been very protective of especially knowing now how client officers can you really use this to their advantage.

Yes. Jim, you talked about this earlier that banks sit on a lot of data. But unfortunately, historically, we've siloed that data into different departments. And so that's where you might have only looked at data from your lens and not from the other departments lenses that does become very beneficial when you're calling on that client. I think it's only until recently that we have hired actually a data analyst that can start pulling some of that and pulling it all together and then bringing that back over to the calling officers because Taylor, you said something as well. You have this institution of knowledge of that person who's been doing this for years, you don't want to lose that. But imagine if you start coupling that with data, that tells a much more powerful story when you're out talking to that client. And it's -- especially if it's data about that particular client that you're seeing, that story starts becoming alive. And I remember having that conversation with one client. And I said, here, I want to tell you something about what your data told me. And he looked at me and he was like, nobody has ever told me that before. And he looked at his staff and he was like, why hasn't anyone else told me the story. And I'm like, that's the power of the data. It turns it into insight, and I want data to bring insight to our clients, quite honestly. So Jim, to answer your question, we're probably like 50%, 60% there. I wish we can say we're at 100%, but at least we understand and we're aligned on where we need to go.

I smile because sometimes you say, our buy line should be, I'm not as bad as the other guys. I'm still not where I want to be. And the target keeps on getting away from us. I mean the reality is as I say often, changes never happen this slowly. It's never -- never happened so fast. It will never happen this solely again, and that's happening with everything we do, and it gets down to prioritization. The next slide we have is one I want to illustrate what the power of this tool is. It's a component. And you can see -- I'm going to give you a couple of different takeaways. Number one, every part of what we talked about is a microcosm upon, which everything else is built. So there's a lot of questions underneath the question. So the research that you get the survey tool and the report shows that when we're talking about institutions increasing productivity in the tools for training and empowerment, there's a lot of elements to that. So in this case, we have 5 of them on this chart. Another thing this chart shows you is even though you're emerging Pioneer, doesn't mean you're the best in every category. And what you'll see here is the optimistic believers do a really good job at empowerment and empowering their employees and giving them the tools they need you'll see that the numbers are better even for cautiously modernizing some of these categories and they are for emerging pioneers. So these are not static. You're not just in a category and you're not as good in everything. You're better in some things than in others. And these kind of tools, this ability to see this and to understand what are the components that make up each one of these categories is so important. So downloading the report, downloading the ability to look at the actual tool and be able to look at the assessment and then get your results back and what it does, it tells you what you should do next yes. So one thing that's a big takeaway, just on the short conversation in this webinar, there's a lot to be done. And the only way you're going to start now is to actually take the assessment. It is painless. It doesn't cost anything. You get the results back relatively quickly. You also get a link to the report that talks about what's the importance of what these components are. It also will tell you where you should put your prioritization. These things are evolving. And in 2 years from now, you're going to have another research point but don't get behind your competitors. You now have the ability to find out where are you in digital banking maturity both in the business. We also have one for the consumer site that helps you move the needle and making the assessment. And the challenge overall is to actually to get it done. The only thing I can say is the worst thing that can come out of this webinar is to do nothing, just to find out it will be good if we found out where you are and it would be good to find out what you have to do next. But if that becomes this information in the back of the mine, it's kind of like the daddy you have stored in the warehouses that you don't end up doing anything with. I want to thank both Matt and Mali and Taylor, all 3 of you for participating today. We had a lot to cover, not enough time to cover it, but it is -- I am so enthusiastic by the fact that we have tools that can actually allow our organization to see where they are. Because as you look at your North strategy, you look at where you're trying to go, getting there is only half the battle is actually keeping that as you go forward because it's an evolving marketplace. Thank you all for participating today.

Jim, I'll echo your appreciation. I think this has been a great session. Thanks so much, Taylor, Jim, Holly and Matt, for sharing your insights with us today. I'd like to ask our audience to take a moment to complete the survey that will appear on your screen will also be available via a follow-up e-mail you'll receive in the coming days. Your feedback is important to us as we strive to address the key issues impacting the industry, especially in today's dynamic business environment. You can learn more about Pro site and find other relevant content and insights on our website PrositefA.org.