Podcast

Fred Schebesta: 20 Years of Finder, Beating ASIC, and Why Stablecoins Already Won

May 11, 2026 · Hosted by Dexter Cousins

Fred Schebesta co-founded Finder in 2006, grew it to five markets over twenty years, won a landmark Federal Court case against ASIC over the Finder Earn product, and is now CEO of Finder Ventures.

Dexter and Fred cover where Finder Rewards is going, why stablecoins have quietly won the crypto race, what actually makes an employee irreplaceable in the AI age, and what Australia’s regulatory environment is costing the innovation economy.

What we talk about.

How Finder built from Google search arbitrage in 2006 to a five-market platform in 2026
Finder Rewards: the cashback product giving Australians $250–$500 on everyday switches
Why the cost-of-living crisis has reset who uses fintech products, and why
The moat question: brand, data and regulation as defensible advantages in the AI era
Stablecoins and DeFi: why USDT’s market cap now exceeds Ripple’s
The Finder Earn case: ASIC, the Federal Court, and what it cost Australian fintech innovation
Why Australia keeps losing crypto and fintech builders to Singapore and Dubai
What makes an employee essential in 2026, and what doesn’t
AI adoption: why not using it is the same as refusing to use a computer in 1995

Links from this episode.

Fred Schebesta on Fintech Chatter.

Twenty years, and the model changed twice.

Fred started Finder in 2006 on Google search arbitrage. He dates the end of that era precisely: 2021, before AI arrived. "Something in me just went, this doesn’t seem right any more. Everyone’s copying everyone." Google had stopped valuing content the way it once did, and the editorial machine that built the company stopped being the thing that would grow it.

What replaced it is a product, not a channel. Finder Rewards pays a digital card with real cash — $250 to $500 — when you switch a utility or a policy. Fred switched his own broadband two days before recording and had the money without calling anyone.

What customers spend the cashback on.

This is the detail worth stopping on. Fred interviewed customers about what they did with the money and expected the old answer — a PlayStation, a flat screen, the JB Hi-Fi bonus purchase. That is not what they said. They said groceries and petrol.

His read on what that means for anyone building: the cost-of-living squeeze has moved fintech’s core customer from the subprime edge to the middle — career professionals, two incomes, kids at school. And it has made them tolerant of rough edges. "If you have a way to create an innovative product and it saves people money, they would be prepared to put up with things that only kind of work." He compares it to early budget airlines: uncomfortable seats nobody minded at thirty percent of the price. His conclusion is that this is the perfect time to ship something new.

The moat question: brand, data, or regulation.

Asked what is actually defensible in the AI era, Fred reaches for Warren Buffett and then a diamond ring. A morning TV show bought the same ring at Costco and at Tiffany’s — twenty thousand dollars versus about seven and a half. A jeweller judged the Costco stone marginally better. Tiffany’s captured twelve and a half thousand dollars on brand alone, because the buyer cannot judge diamonds and needs someone to trust.

On data he is more sceptical than most — valuable, but nuanced and expensive to maintain, and possibly a temporary edge. On regulation as a moat he is careful: it can be one, because in litigious markets nobody wants the liability. Which leads directly to the part of this episode people will quote.

The ASIC case, and what it cost.

Fred took Finder Earn to ASIC before launching it. He read the law himself, concluded it was a securities lending arrangement rather than a credit product, called the regulator, showed them what he intended to do, and gave testimony in Parliament on regulation. ASIC sued him in the Federal Court anyway. He won.

His line about it has already travelled: "If we went and sued the Wright brothers for not having a pilot’s licence before they launched their plane, where would we be?" He also says ASIC threatened to put him in jail for three years — the moment the episode opens on. His argument is not that regulators should be absent, but that regulation by enforcement, aimed at the people who volunteered for scrutiny, is why crypto businesses keep leaving for Singapore.

What makes someone essential in 2026.

For anyone hiring, or being hired, Fred’s answer is unusually blunt. Go into the office. Sit with the senior leaders. Ask what the biggest problem in the business is, and then solve it. "People want people who build companies. They don’t want people who do jobs any more."

His test is the all-hands meeting: the people who survive are the ones who take notes, go back to their desks, and go investigate the problem. Engineer, salesperson, receptionist — he says it does not matter which. On AI itself he is short: start using it, do something small, it is not negotiable. "That’s like people still using paper and pen versus using a computer."

Full transcript.

Lightly edited for readability — filler words and repetitions removed, wording otherwise unchanged.

Fred Schebesta
By the way, another threat they made was to put me in jail for three years.

Dexter Cousins
Really?

Fred Schebesta
I’m like, what are you doing? I said, what did you do with the money? They got three, five hundred bucks. They said, well, I was expecting them to say I bought a PlayStation. That’s not what they said. They said, I bought groceries and petrol. That’s where we are. So what does that mean? It’s time to innovate. Perfect time to innovate.

If we went and sued the Wright brothers for not having a pilot’s licence before they launched their plane, where would we be? That’s the problem. You’ve got to work with the innovators.

Dexter Cousins
Hello and welcome to Fintech Chatter, the show where I connect with fintech leaders to talk about their secrets to success. I’m Dexter Cousins, your host and the founder of Tier One People, the executive search firm dedicated to connecting high growth fintech ventures with exceptional leadership talent.

Today’s guest needs no introduction. Fred Schebesta was one of the early guests on the show and a lot has happened since then. Fred is the co-founder and executive chair of Finder, one of Australia’s most successful tech companies, now operating in five markets. He’s also the CEO of Finder Ventures. Fred, it’s great to have you back on the show, my friend.

Fred Schebesta
Good to be back, Dexter.

Dexter Cousins
Mate, where have you been? You’ve been in hiding.

Fred Schebesta
It’s been a big one. A lot’s happened since last time we chatted. The market’s changed and it’s a really interesting time.

Dexter Cousins
Well, we’re here to talk about that. One of the reasons I was really pleased that you got in touch is because I’m celebrating ten years of Tier One People this year, which coincides with you celebrating twenty years of Finder. It’s incredible. Launched in 2006. I’m really keen to speak with founders like yourself about what it was like to build back then, but more importantly, if you were building today, and if you continue building, what that looks like in the AI age. So maybe before we do that, if you could let our listeners know a little bit more about Finder, the business, where you’re at now, and then we’ll talk about the origins of it.

Fred Schebesta
Finder is a place we go and find really good deals on your insurances, utilities, banking products, stock trading, crypto — so many categories where you can go and compare stuff. What’s really unique is we have cashback deals, where we basically pay you an actual digital card that we give to you with cash when you go and switch things with us. It’s called Finder Rewards.

What’s really interesting is where we started was a lot more about leveraging Google search marketing. That’s evolved throughout time to building a brand, building distribution, building and innovating products. It’s changed very dramatically from 2006, where it was very early, specifically in search engine marketing, and we just really took advantage of that back then to build the business.

Dexter Cousins
You’ve done a really good job of your personal branding and put a lot of time and energy into that as well. Was that a conscious effort on your part? And could you see the beginnings of the end of that huge content production model — the editorial team and all of the infrastructure that went behind it?

Fred Schebesta
2021 is when I thought the vibe shift started. I don’t remember why, but something in me just went, this doesn’t seem right anymore. Everyone’s copying everyone. And then when AI came in, I was like, okay, this is completely going to change. It just felt like Google really didn’t value content as much as it used to. It wasn’t as effective.

Content marketing will always continue to work, because there are always new things to learn about, new things to share, understand, expertise, knowledge, and packaging it in a way for people who want to understand it is never going to stop. But our approach needed to change. That has changed, and we’ve been quite successful in some other different ways of doing things. We’re going to double down on those as well.

Dexter Cousins
Let’s talk a little bit more about Finder Rewards, because I think this is where the innovation in fintech needs to happen. We’re at a point now where there’s real pressure from an economy perspective as well, that Joe Public needs these products. Even me — I’m not worrying about the bank balance, but I’m constantly now conscious of looking at ways of saving, using points, using rewards. What was the genesis for that shift, and can you talk us through how that’s evolved?

Fred Schebesta
You could argue largely in comparison sites they’re offering really similar stuff. We actually have deals that no one else has. They are, I would say arguably, the best deals in the market. If you do the maths, there are no better deals. And people — like you said — that is what people want. I’ve interviewed so many customers recently and they are just making ends meet. If you lose a job right now as well, that can really hurt, and people are preparing for that. Lots of jobs are changing. So we really want to lean into that.

I love when people get a great deal. Why is that? Fundamentally, you don’t want to be comparing stuff. You’re there because you’ve got a mission, and you want to go and save some money. Why do you want to save some money? Because you want to use it in your life. Whether it is to pay down a bill, pay down some debt, just buy a bit of petrol, or do something small for yourself. Those things are at a premium now. People are really feeling it heavily, and I don’t think that’s slowing down or stopping either.

Right now, I cannot see the market economy changing, that suddenly prices and wages will go up or interest rates will come down. In fact, the things that are hot are still hot and getting hotter. And the longer it goes on, the more unemployment I think we’ll start to get, and the more pressure people will feel. There’s only so much they can take. So what does that mean? It means that every dollar counts even more.

I love serving customers in that way. Having the best deals that people can get cash from — that fills me. Philosophically, it makes me excited. I went and switched my broadband two days ago and it happened the same day. The policies switched over. I didn’t call anyone. I just filled in the form on Finder and boom, I’m going to get $250. This is so helpful.

What I’ve learned over time is moving from these marketing tactics to actually innovating products — actually creating things that don’t exist — and the process is so smooth. You literally sign up, you get your thing, we send you an email, you download a digital card on your phone, and you just tap and buy your coffee, buy petrol, buy groceries. I’ve spoken to customers who have done this. I said, what did you do with the money? They got three, five hundred bucks. I was expecting them to say I bought a PlayStation — remember back in the day, people got their big bonus and bought a flat screen TV, and JB Hi-Fi goes on sale for its flat screens and its PlayStations. That’s not what they said. They said, I bought groceries and petrol. That’s where we are.

That’s the kind of products and services people want right now. They want things that help them get through this next month, and the month after that. That’s what Finder was built for, at its core. Creating these products and helping people has fired me up again about the core business.

Dexter Cousins
That’s awesome. I think back, particularly if you go back to 2017, 2018, everybody’s talking about neobanks and PFMs and hey, we can check your spending. There was no real pressure in the world. We had very low interest rates, super low unemployment. It was kind of easy. And then we hit COVID and we thought it would be tough, but the government came to the rescue, paid everybody to be at home. Business said, don’t worry, let’s just keep the lights on.

I think there’s a few things that have happened since then. Capital markets changed because interest rates moved in the space of twelve months, which has put a lot of pressure on businesses. Now you’ve got to see a 10x increase in productivity just to get a return on investment.

Fred Schebesta
I think you’re so right. It’s a different market and people want practical. I asked a customer — I want to share this insight with you — I asked, hey, when you go to save some money, what do you do? What does that actually mean? And they said the most insightful thing I’ve heard in a long time. They said, the first thing I do is we sit down, we open the bank account up, and we just start looking through our expenses and figure out which things we don’t need.

That’s what people are doing. They’re literally scrolling through — that’s what a PFM was supposed to do, right? But they just log into their account and they scroll and they go, that streaming service, cancel this, cancel that, we’re not going to do that. They look for real practical things.

The second order is, hey, I’m going to optimise. We spent $400 on energy last month, is there any way our deal’s up, can we get better than that? Or sharpening their home loan. That’s a second order thing. But there is a real push, and I don’t think it’s going to stop, where people are just straight cutting. That’s an interesting space, because you need to really have some value to stick around. It’s not whimsical, high order ideas that are fun — that ain’t gonna survive. You need practical reality.

Dexter Cousins
And it’s not the banked and the unbanked either, right? We’re talking about middle Australia, middle class. Now they’re customers of products like this, whereas a few years ago you’d have been thinking, you’re operating in the subprime markets and it’s teenagers and young adults. And now it’s career professionals with two incomes and kids going to school who are the main users of these types of products.

Fred Schebesta
A hundred percent. What does that mean in terms of opportunity? I think that’s an interesting question. Part of it is people looking for alternatives — things that are cheaper that deliver the same outcome. And I think they’re also looking to solve their problems in ways where they’re okay to put up with a few bumps.

So what does that mean? If you have a way to create an innovative product and it saves people money, they actually would be prepared to do it and put up with things that only kind of work. So what does that mean? It’s time to innovate. Perfect time to innovate. Perfect time to go and put new stuff out there. People are like, actually, I’ll give it a go.

I could imagine the very first budget airlines — the seatbelts are horribly built or the chairs are super uncomfortable. But no one cared, because I paid thirty percent of the normal price. I think that’s where we are. That’s what the customer is prepared to go and do. And this applies to all sorts of different categories, where people would go, I wouldn’t compromise on my health insurance, my car insurance, loyalty scheme. Now we’re going, well, does that actually work? Does it actually matter? Does my home loan price really matter? I’ll just actually go with the budget thing. Or if you’re offering some sort of service or software — now is the time to put something out.

Dexter Cousins
One of the things that I’m really interested to get your thoughts on: you’ve talked about the Finder app, and I think with AI the idea of a PFM is completely dead in the water now. You’ve talked a lot about these exclusive deals. What do you think is the moat for anybody who’s got a business, or is thinking of launching a business, where you go, hey, we’ve got something that’s defensible?

Fred Schebesta
It’s a great question, because all these ones will be challenged. So I can probably put them up, but they’re going to be challenged fairly quickly. I think you look at Warren Buffett — probably one of the best moat investors throughout time. One of them is brand. Brand is a weird one. It’s about awareness and attention, but also kind of a promise.

There was a test done with a morning TV show. They went to Costco and bought a diamond ring, and they went to Tiffany’s and bought the same diamond ring, same carats. But the Tiffany’s one was like twenty grand and the Costco one was, I think, about seven and a half thousand. Then they took it to the jeweller, and the Costco one actually turned out to be slightly better than the Tiffany’s one. Very slightly, in micro, very small terms. But the Tiffany’s one was obviously twelve and a half grand more.

What does that say to you? The reason why you want to go to Tiffany’s is because I don’t know how to judge diamonds. I need someone to trust. At least I can trust these people, because they put their address on all their jewellery and you know where they are. They’ve been around for a very long time. That’s what that brand says to you. What’s surprising is Costco didn’t price signal that, and Costco ain’t going anywhere, and they still deliver the same service, but people have a different perception about the product. One can make twelve and a half grand basically for free from their brand.

That’s a long-term thing. It’s really hard to quickly replace. I think brands will become stronger and stronger as more and more brands continuously pop up. And you can build scams really, really fast right now. So I think that’s an area.

Everyone’s talking about data — you’ve got this big database. I think data is interesting to some extent. I do think it’s somewhat valuable. I don’t know how fast it’ll take before a lot of the data gets into some big machine AI that’s all about crunching data. Could happen. Difficult, very nuanced, hard problem to solve, but there is the potential there. I’ve seen some people try it before and they’ve done a really good job of it. It always needs some manual little tweaks.

Even the Finder database is nuanced, massive, takes a lot of work to maintain and keep up to date — this deal, that deal. How do you translate a new benefit that has been innovated, to the customer, to explain and change the price? Lots and lots of complexity.

Dexter Cousins
And then you’ve got the regulatory challenges around that as well. If you get it wrong — as you’ve experienced, even when you get it right — you can be held back for a number of years and essentially it’s game over. Do you think compliance and regulation is a potential moat for fintech?

Fred Schebesta
Can be, because in many instances, in very litigious markets, people don’t want the liability. That’s why you have underwriters. Liability for promising something can be very expensive, particularly in litigious areas, and where there are clear laws. There’s a whole series of things where you can’t just randomly hallucinate an answer and then someone ends up in a really bad situation.

I’ve seen AI agents now reach out and get sales contracts. I’m sure there’ll be others that sign up and get licences and be compliant. Whether they have any liability to go after — that’s where it gets a little weird. Suing an AI.

Dexter Cousins
It’s super complex. I think this is probably one of the advantages that anybody who’s been building in fintech this last decade has over the rest of tech. The mantra, move fast and break things — if you do that in fintech you’re likely going to jail. You’ve had to move fast and make things in fintech, not break them. That discipline — you have to be all of those other things around innovation, you have to move fast, but you’ve got to do it with such precision. I talk about people in fintech being the elite athletes of the business world.

There’s a really interesting point that we’re at now. We’ve got three clear areas, certainly in Australia, where you see the majority of money. You’ve got home lending and the housing space, a seven trillion dollar market. We’ve got superannuation, four trillion. And then we’ve got payments and the infrastructure around that. And then overlaying all of that, we’ve got AI.

I’m not sure where crypto and digital assets sit within that AI and payments piece, because I think it’s a layer of infrastructure — but it’s going to be the layer of infrastructure that in the next fifty years, Finder Rewards will be tokens, I’m pretty certain, at some point. You’ve built a really strong profile in the crypto space, one of the early innovators, always made bold claims and stood by that. Where do you see things now, and where do you see it heading in the next five years?

Fred Schebesta
One of the biggest things that I know is, look at the top coins and what’s popular. What I find really interesting is that two of the top big coins are stablecoins. I think stablecoins have become extremely strong in their product market fit and are continuing to grow and will continue to roll out further and further.

What I find fascinating is, USDT’s market cap is bigger than Ripple’s. And Ripple’s intention was to send money cheaply around the world and between banks, and replace Swift. Well, USDT has a bigger market cap than it and is doing exactly that, but it doesn’t need Swift or a bank. It’s going direct. So now you’ve got a disruptive innovation, as opposed to replacing an old idea with a different piece of technology. This is actually delivering on what it promised to do.

I think the underlying blockchains are going to still continue to do well and be used — really used. And I still think DeFi is undervalued dramatically. It’s still working, it’s still going. We have problems throughout time, but these are the early models, the early versions. The credit card started off as a card that was actually surrounding little retail stores, and people would have these cards for that retail store and get credit, and people lived around them. I think that’s the same thing here. DeFi is just these smaller versions of what eventually I think will be much bigger venues in this new financial system.

Some of the projects that are third and fourth tier — there’s one called Derive, which is an options desk, the biggest options DEX. Options haven’t really been done in crypto, and the options market is three times bigger than the spot market in traditional equities. There’s still so much growth in some of these real fundamentals. There are a bunch of great product market fit businesses, like crypto casinos, that do well. And the crypto cards — I think that business is getting bigger and bigger, and that’s where the old system meets the new system. Eventually the card will turn into just doing a transaction between parties and not using Mastercard or Visa.

Dexter Cousins
I want to give you a bit of kudos and thanks for the personal challenges that you’ve been through these last three, four years, particularly with the Finder Earn case that went to ASIC, and the pioneering approach that you took. First of all, great to see that you got a successful outcome and you won the case. What did you learn through that experience, and what do you think we need to be doing better to help innovators here in Australia? How do we better educate and give the regulator some comfort that these are legitimate people, legitimate businesses, that have created hundreds of jobs and paid taxes in Australia? Do you want to talk us through the case and the Finder Earn product?

Fred Schebesta
Finder Earn was a product that at the time — low interest rates — was a way for Australians to convert their Australian dollars into crypto and then rent that out and make some yield. ASIC took effect on this and sued us in the Federal Court, even though I brought the product to them, called them up and said, hey, we’re going to launch this product. For a whole period of time I showed them what we were going to do. And then they turned around and sued us, because they said, you don’t have a financial services licence.

We’d obviously done the work. I’d read the law. I personally read it. I knew what the law was, what a debenture was, and we had actively gone, okay, I don’t think it’s any of those products, I think this is a securities lending product. And a securities lending product is one where — and it happens all the time, by the way, this is normal practice — if anyone has a stock trading account, this is actually probably happening with your stocks. Stockbrokers lend out your stocks and allow people to go short. That’s happening right now. So we basically did that and offered that. Yes, it was a lending product, but it’s not a traditional credit arrangement, it’s a securities lending arrangement.

That I think is a major breakthrough — turning around and going, no, you’re wrong, you do not understand this product. It really showed me it wasn’t a let’s-work-on-this-together. I gave testimony in the Parliament about regulation. I called them up. I can’t be more helpful, trying to help this direction. And to turn around and sue us felt like it sent us backwards. We’re way back in terms of innovation and fintech, and people just went, if I go and do something innovative in Australia, I’ll get sued.

Joe Longo, who has now left ASIC — there’s actually a mention of Finder Earn and the service. He lost. As I said, and I was quoted: if we went and sued the Wright brothers for not having a pilot’s licence before they launched their plane, or just after, where would we be? That’s the problem. You’ve got to work with the innovators. They’re calling you up and showing you the product, and you turn around and sue them. That is the exact opposite of innovation. That kills innovation, and it’s why most of the crypto innovation and those businesses have now left Australia and continue to leave Australia.

We were at the right time. We were about to innovate. We were well prepared, brought it to ASIC, tried to help, tried to bring regulation. And instead, the result was, I’m going to sue you. By the way, another threat they made was to put me in jail for three years.

Dexter Cousins
Really?

Fred Schebesta
I’m like, what are you doing? It’s very challenging for me to be supportive. And I think it’s important — there are people doing very bad things, so go and take issue with that. But for the people who are trying to innovate, just take a moment. Instead of doing regulation by enforcement, work with them and help innovate and create jobs, create innovation, export it around the world. Because it was there.

Dexter Cousins
Where do you see it now? Obviously regulation’s come in, Block Earner have won their case as well. Do you see things getting easier, or do you think it’s still difficult?

Fred Schebesta
I just think you’ve got fear. There are no actual laws yet. There’s going to be a proposal, but it’s only confined to certain areas. It’s not a large amount of clarity — a bunch of proposals. The problem is it’s not done in a way where ASIC comes out and speaks to you. ASIC has never given me a call. I’m pretty sure I would have a fairly strong view about how we could potentially regulate, given I read all the laws and proved I read the laws.

That’s not a conducive environment for innovation. That is a, we’re going to smack you if you do something wrong, and we’re not going to tell you if you’re doing something wrong. I think most other people have an understanding of the law and how it all stitches together within these products that are being created. Okay, let’s maybe work with them and bring them in the tent. That’s what people do in Singapore. They bring people in and they go, you’re an innovator, come and help us. In America they do that too.

That’s what we need. I remember Australia used to be a place where you have a fair go. It was an innovative place. It was a prosperous place. And now it’s very inward.

Dexter Cousins
Putting your entrepreneur hat on — we’ve talked a bit about AI, and we touched a bit on people and their careers and this fear around losing their jobs. If you’re a career person, what advice would you have around, hey, this is what you’ve got to prepare for? I’m not talking about Armageddon, but this is how you’re going to skill yourself up. These are the things that are really going to be of value to businesses and to customers, so that you can protect yourself somewhat from getting that tap on the shoulder and being out of work for six, twelve months.

Fred Schebesta
I have such a strong view on this. So strong. My view is, firstly, if you want a good career path, it doesn’t matter what field you’re in, it comes down to two things. One: go and work in the office. Go to your place of business and hang around with the senior leaders and listen to their problems. Hey, what’s the biggest problem in the business right now? What do we need? And start thinking like an entrepreneur and solving those problems.

And you know what is bizarre? I see this inside Finder and I see it inside other organisations. There are people who take it upon themselves to go over and above and drive the company forward. You could be an engineer. You could be a salesperson. You could be a receptionist. It doesn’t matter. If you’re bringing the company new money, driving it forward, executing on solutions to solve problems that drive the company forward, you are unreplaceable. You are essential. People want people who build companies. They don’t want people who do jobs any more.

Doing a job, you might have a skill in your area and you may go and deliver that skill. But I’ll give you the best example. You have an all hands meeting. The difference between the people who are going to survive and who won’t are the ones that after the all hands take notes, go back to their desks and investigate the biggest problems in the company to drive it forward. Go and speak to the senior leaders, sit with them, have meetings with them, come up with solutions, propose it to them, drive it, deal with the problems that are around it and push it forward. That’s an essential person.

Dexter Cousins
I’m totally in agreeance with you. From an AI perspective, do you think people have to go out there and completely get clued up?

Fred Schebesta
Yeah, I think you’ve got to just start using it and do something small. That’s just not negotiable. That’s like people still using paper and pen versus using a computer.

Dexter Cousins
Mate, I started my recruitment career as the workplace was starting to get computers on every desk. I watched people come in who had twenty odd years’ experience doing a job, and we’d test them on using Word and Excel and they’d fail the test and we couldn’t put them forward for an interview. They’d obviously kick up a storm — who do you think you are? But they were looking at a mouse and a keyboard and going, what’s this? What do you do with these things?

So I think this isn’t anything new. Maybe it’s the pace at which it’s happening that is probably unprecedented, but this evolution of how we adapt the tools in the workplace, I think that isn’t anything new. And the stuff that you’ve talked about, that’s the ideal employee. It’s always been the case, even when we didn’t have computers.

Fred Schebesta
Exactly. With our computers, AI, whatever you want — you want to become essential, drive a company.

Dexter Cousins
Fred, we’ll come into a wrap. But before we do, where can people download Finder Rewards?

Fred Schebesta
You just go either to the app store and download the Finder app, or you can go on the website and all the rewards are there.

Dexter Cousins
Mate, it’s been so good to have you back on, and I’m really pleased to have you back firing on all cylinders again and not having the distractions that you’ve had to deal with. Congrats on getting through this. Kudos to you, my friend.

Fred Schebesta
Appreciate it, Dexter. I appreciate you continuing the fight as well.

Dexter Cousins
Thanks, brother. As always folks, you can catch up with me on LinkedIn and Twitter, or X, or whatever you want to call it. If you’re new to the show, make sure to follow us wherever you listen to podcasts, or subscribe on YouTube. And if you’re coming back, thank you very much for your support. It really does mean a lot to me. Until the next one, keep well.

← All episodes