Chris Brycki Stockspot: Building Australia’s Largest Robo-Adviser

Chris Brycki built Stockspot the wrong way, according to most of the advice that was circulating in Australian fintech between 2019 and 2022!

While the sector spent those years scaling headcount, chasing VC and pivoting into whatever category was attracting capital, Chris ran a different playbook. He founded Stockspot in 2013, rejected venture capital, built his customer base through content and referrals, and stayed entirely focused on one thing: generating long-term investment returns for everyday Australians at the lowest possible cost.

In a recent episode of Fintech Chatter, I sat down with Chris in person at the Stockspot offices in Tankstream Labs, Sydney. It was the first time we had recorded face to face, and the conversation covered 13 years of building one of Australia's most quietly successful fintechs. The numbers tell the story.

Stockspot by the numbers

How Chris Brycki built Stockspot without VC

Chris left institutional finance in 2013 after recognising a structural problem: everyday Australians could not access sensible investment portfolios without paying fees that eroded their returns or using self-directed platforms where most people lost money. He pitched the idea to engineering friends in a pub, validated interest, built a basic website manually, and gave himself two years to make it work before his savings ran out.

He deliberately avoided venture capital from the outset. His reasoning: VC growth timelines and a wealth management business are structurally incompatible. Building trust and track record cannot be accelerated with capital. Throwing money at paid marketing in a category dominated by Commonwealth Bank's marketing budget is a losing proposition. Stockspot grew instead through content, referrals, and a steady compounding of client results.

"VC wasn't the right source of capital," Chris told me on the podcast. "You can't throw $100 million at a wealth business and make it work. Unless you've got five or ten years of returns to show, consumers still aren't going to trust you."

The Fat Cat Funds Report and content-led growth

One of Stockspot's most effective early moves was the Fat Cat Funds Report. Chris manually collected performance data and fee information from Australia's major super funds and published a report naming and shaming the worst performers. The logic was straightforward: the evidence for low-cost, index-based investing was clear, but most of society did not know it, and the financial media had little incentive to say so clearly.

The report drove media coverage, triggered regulatory attention, and contributed to real industry change. Several of the funds named have since shut down or merged. The approach also established Stockspot's content-led growth model: produce research that proves your thesis, publish it clearly, and let the evidence do the sales work. Paid marketing was never going to compete with CBA's budget. Proprietary research could.

Staying lean while the rest of the sector hired big

The 2019 to 2022 period tested Stockspot's hiring discipline. Capital was cheap, fintechs were scaling headcount aggressively, and the meme stock trading boom of 2021 put direct pressure on Chris to add single stock trading to the platform. He declined. The statistics on retail traders losing money were, in his assessment, too clear to ignore. Stockspot was not a gambling business. It was not going to become one because the market was excited about GameStop.

The result: when March 2022 arrived and the liquidity taps turned off, Stockspot had nothing to restructure. No mass layoffs. No emergency pivots. No forced profitability targets from investors. They kept doing what they had always done. With 28 people, they manage $1.5 billion.

"We were very careful in hiring," Brycki explained. "Whenever we did hire someone, it was someone that we could support through good times and tougher times. We've been fortunate that we haven't had to do mass layoffs like a lot of the other fintechs."

What Chris Brycki sees coming next

Chris is watching the next generation of fintech founders closely. His view is that the tools available now, including AI-assisted development and lean infrastructure, mean you can validate and build faster and cheaper than at any point in the industry's history. The constraint is no longer capital or technology access. It is having a clear thesis and the discipline to hold it.

He is seeing more founders who can reach $10 million in revenue with fewer than 10 staff. He believes many of the next significant fintechs will be bootstrapped or lightly funded, built by people who have been through the 2019 to 2022 cycle and have no desire to repeat it. The frictionless business, lean by design and close to the customer, is the model he sees winning.

"If you can avoid it, capital raising reduces one level of stress and complexity," he said. "And you get to stay true to your original vision."

Listen to the full episode

The full conversation with Chris Brycki is available now on Fintech Chatter. We cover the origin story, the Fat Cat Funds Report, the regulatory path Stockspot navigated, why he rejected VC, and what he would do differently if starting Stockspot from scratch in 2026.

About Tier One People

Tier One People is Australia's leading executive search firm for fintech and the digital economy. We work with founders like Chris Brycki to find the 1% who redefine what's possible. If you're scaling your leadership team, start at https://tieronepeople.com.

Raiz CEO: 10 Years - $2.1 Billion FUM and What Comes Next

When Brendan Malone brought the Acorns micro-investing concept from the US to Australia in February 2016, the idea was straightforward: break down the barriers to investing so that every Australian could get into the stock market for as little as $5. A decade on, that idea has compounded into $2.1 billion in funds under management, 340,000 active monthly users and over $5.5 billion invested in total.

Brendan joined Dexter Cousins on Fintech Chatter to mark the 10-year milestone and talk through what it actually takes to build a durable fintech in Australia.

From Acorns to Raiz: the first 10 months

The business started as a joint venture with US-based Acorns Grow. The deal was straightforward: Acorns provided the technology and Raiz built the operational and regulatory infrastructure for Australia. That meant spending the first 11 months navigating ASIC, learning the payments system and selecting infrastructure partners who would still be operating a decade later.

"You want to set up a business for sustainability," Brendan said. "We're sitting here in 2016 going, who's going to be around in 10 years to take us on that journey?"

The business launched publicly in February 2016, listed on the ASX as Raiz Invest in April 2018 and has operated under its own brand since.

The roundup innovation and $2.1 billion in small amounts

The core product is still the roundup. Link a debit or credit card, spend $6.50 on coffee, the app rounds it to $7.00 and holds the 50 cents. Once the accumulated roundups hit $5, the amount is direct debited from the linked bank account and invested in the chosen portfolio.

It is not complicated, but the compounding effect is. Raiz has paid over $230 million in dividends to customers, many of whom received a dividend for the first time through the platform. The business operates on a subscription model: $2.50 per month for the Light tier, $5.50 for Regular and $6.50 for Plus.

Southeast Asia: the right market, the wrong timing

Indonesia's 280 million population made the expansion case easy to argue. The revenue model is user-based, so scale matters. Local governments had financial inclusion mandates that aligned with Raiz's mission. The smartphone had already skipped the laptop generation.

The challenge was the market's preference for crypto over equities, the absence of an ETF market equivalent to Australia's and fragmented payment infrastructure. Brendan is candid about the lesson: "We were probably a bit too early for all that coming together."

It is the same lesson Netflix learned arriving in Australia before broadband was ready.

CDR: a decade of roundtables with no consumer outcome

Consumer Data Right has been one of the recurring frustrations of Australian fintech's first decade. Brendan's position is direct: the problem is who is being consulted. The conversations have been dominated by legal and technical stakeholders, not consumers.

"They're not talking to middle Australia, the masses," he said. Raiz put a survey in-app last year and received 66,000 responses in 48 hours. That is the type of consumer signal the CDR process has consistently lacked.

Raiz has deliberately chosen not to be a first mover on CDR implementation. The strategy is to wait for the second or third wave, once the kinks are resolved and adoption is real.

42 people, $2.1 billion: what a lean fintech looks like in 2026

Raiz runs on a team of 42, with 7.3 FTEs handling customer support. When investors ask Brendan why he cannot cut staff the way a major bank has by deploying AI, his response is that he does not have 3,000 support staff to cut. He never hired them in the first place.

The product team runs three meaningful development projects at any time: two customer-facing and one back-of-house. The internal principle is not to become an owner builder whose house is never finished. AI is embedded in the workflow, not bolted on.

"RAIZ, R-A-I-Z. AI is in our name," Brendan noted. "We've been using machine learning for years. That's how we do what we do with 42 staff."

The next 10 years: ecosystem, consolidation and endurance

Brendan's product roadmap centres on building an ecosystem that spans a customer's full financial life. Raiz Kids already serves the under-18 cohort. The vision is that a child who opens a Raiz Kids account and turns 18 migrates into the adult product and stays in that ecosystem indefinitely.

He also expects consolidation among micro-investing platforms within the next few years. His argument is that several players do different things well but none does everything well, and that consolidation would deliver a better, cheaper experience for customers.

The endurance principles he identifies in the fintechs that have survived a decade: stay close to customers, resist the bright shiny things, stick to your strategy three, five and 10 years out. Raiz has navigated the buy-now-pay-later hype, the crypto boom, the CDR promises and now AI without pivoting away from its core.

"A lot has changed," Brendan said, "but there's still a massive ramp for the next ten."

Listen to the full episode

Available on Spotify, Apple Podcasts and all major podcast platforms. Watch on YouTube at Fintech Chatter TV.

What AI job losses tell us about the next decade

In March 2021, I sat on national television and said we were at the precipice of a quantum shift. AI was removing task-based roles. The organisations that would survive were the ones with leaders who had already learned to deliver results in chaos and constraint.

Five years later, the numbers arrived. All at once.

I wrote the full analysis for Startup Daily. Here are two of the key arguments.

Why the market rewards AI job cuts

Block cut more than 4,000 roles last week. Stock up 24%. WiseTech Global cut 2,000 roles the same week. Stock up 11%. Commonwealth Bank eliminated 300 technology positions. Investors barely flinched.

The pattern is clear. When a company cuts staff because it is in financial distress, the market punishes it. When it cuts because AI enables the same or better output with fewer people, the market rewards it.

Block was not in distress. Its gross profit grew 24% in the quarter it announced the layoffs. WiseTech reported a first-half profit 6% ahead of consensus on the same day it announced the cuts.

These are not companies retreating. They are companies restructuring around AI as infrastructure, not as a feature.

Who leads what's left after the cuts

The restructuring decision is easy. A board can make that call in an afternoon. The hard question is what comes next.

When you take headcount from a thousand to five hundred, when you collapse three functions into one, when you rebuild around AI as infrastructure, the people who remain need to operate at a level most of them have never been asked to reach. They need to make decisions that committees used to make. Lead teams at a pace that large organisations were never designed to move at.

AI does not eliminate the need for exceptional leaders. It eliminates the buffer that average leaders used to hide behind.

The leaders who already operate this way

The executives who can lead a restructured, AI-native organisation already exist. They were forged by a decade of startup conditions: no budget, no playbook, constant change, relentless pressure.

I wrote about this operator profile back in 2022 for Startup Daily, when I predicted the talent market would shift from a supply crisis to a capability crisis. The talent shortage was never really about headcount. It was about finding people who had built under constraint and could do it again at scale.

That profile, someone who runs lean by instinct, context-switches across product and operations, makes irreversible decisions with incomplete information, is now exactly what every restructuring organisation needs.

What this means for founders and CEOs hiring right now

The organisations that thrive in the next decade will not be the ones with the most sophisticated AI stack. Those tools are a commodity. Every competitor has access to the same models, the same infrastructure.

The differentiator is the human who knows how to use it. Who has already built in the conditions that AI restructuring creates. Who does not need a playbook because they wrote the last one themselves.

Finding that person requires a network built inside the ecosystem where they were produced. Not a LinkedIn search filtered by job title.

Read the full piece on Startup Daily →

Hiring the leader who takes your organisation through this shift? Talk to us about your search.

Build Your Professional Brand Using First Principles

Last week, you built your Career Balance Sheet. You listed every problem you've solved. You put real numbers on your impact.

Maybe you automated processes and saved $1.5M. Maybe you closed a deal worth $20M in ARR. Maybe you cut sales cycles from 6 months to 8 weeks.

But here's the first principles question: What's the fundamental truth underneath all those achievements?

Strip away the job titles. Strip away the company names. Strip away the activities.

What's left is your pattern. Your superpower. Your professional brand.

Not a vague statement like "I'm a strategic leader." A precise statement built from fundamental truths that makes someone say "I need that person right now."

Breaking Your Career Down to First Principles

Look at your Career Balance Sheet. All your achievements are there. Now look for the pattern.

What's the thread that runs through everything you've done?

Let me show you with real examples.

The CFO who raised Series A ($5M), Series B ($15M), Series C ($40M), and took the company public ($200M valuation).

Pattern: Takes companies from early stage funding to IPO.

Professional brand: "I'm the CFO who takes companies from seed to IPO."

The CRO who joined at $2M ARR, built the sales team from 3 to 15 people, and left at $22M ARR.

Pattern: Scales revenue in the $2M to $20M range.

Professional brand: "I'm the CRO who scales revenue from $2M to $20M ARR."

The Product Leader who inherited a feature with 15% adoption, rebuilt the feedback loop, redesigned onboarding, and hit 82% adoption.

Pattern: Makes products people actually use.

Professional brand: "I'm the Product Leader who took feature adoption from 15% to 82%."

See the pattern in these patterns?

Each one has three elements:

  1. Your role - CFO, CRO, Product Leader
  2. Specific numbers - Seed to IPO, $2M to $20M, 15% to 82%
  3. The outcome - What actually happened

Not activities. Not responsibilities. Outcomes.

How to Test Your Professional Brand Statement

Now you need to know if your brand actually resonates.

Think of it like a doctor testing a diagnosis. You have a hypothesis. You run tests. You see if you're right.

Create three variations of your brand statement. Test them.

Update your LinkedIn headline with Version A. Give it two weeks. Track profile views, connection requests, InMail messages.

Switch to Version B. Another two weeks. Compare the numbers.

Test in real conversations. When someone asks what you do, use your brand statement. Watch their reaction.

Do they lean in and ask questions? That's resonance.

Do they nod politely and change the subject? That's not working.

After 4-6 weeks, you'll have data. One version will clearly outperform. That's your signal. That's what the market wants.

Finding Companies That Need Your Exact Capability

Your professional brand tells you exactly who to target.

"I'm the CFO who takes companies from seed to IPO" → Target companies that just raised Series B or C. They'll need IPO prep in 18-24 months.

"I'm the CRO who scales revenue from $2M to $20M ARR" → Target companies currently at $2M to $5M ARR who just raised Series A.

"I'm the Compliance Head who gets startups their license" → Target pre-license companies that just raised funding.

You're not searching "fintech jobs."

You're searching for companies at the exact stage where they need your exact capability.

Building Your Problem Portfolio: 10-15 Target Companies

Create a hit list of 10-15 companies you've researched deeply. For each one, track:

  1. Evidence they need you - Funding stage, LinkedIn posts, job listings
  2. Specific pain points - What they're struggling with right now
  3. Your solution - Straight from your Career Balance Sheet
  4. Your entry point - Who you know, how to reach them

Not 200 random applications. 10-15 companies where you've done your homework.

This is precision targeting, not spray and pray.

What Quantified Professional Brands Actually Look Like

Before: "Hi, I'm applying for your CFO role. I have 15 years of finance experience. I'm detail-oriented and a strong communicator."

After: "Hi, I noticed you just closed your $40M Series C with Sequoia. Based on their portfolio pattern, you're likely 18-24 months from IPO conversations. I'm the CFO who's taken three companies through that exact journey. The biggest challenge is always audit readiness 12 months before filing. I'd like to discuss what you're seeing."

Which one gets a response?

The second one shows you understand their business. You've done your homework. You're not applying - you're offering to solve a specific problem they have right now.

That's the difference between 1% response rates and 60% response rates.

Your Next Step: From Balance Sheet to Professional Brand

You have your Career Balance Sheet. Now turn it into your professional brand.

Extract the pattern. Write it as one quantified sentence. Test it. Find companies who need exactly what you do.

Then reach out with precision, not desperation.

Listen to the full episode of Finding Your Next Role in Fintech for the complete framework, testing methodology, and research strategies.

Episode 1 - The Career Balance Sheet framework

Episode 3 - How to use professional networks

Download the Professional Brand Worksheet and Problem Portfolio template to build your brand and target list.

Building a fintech leadership team?

Revolut Australia CEO Matt Baxby Interview: 1M Customers

Revolut Australia CEO Matt Baxby: From 3 Employees to 1 Million Customers and Profitability.

Revolut Australia CEO Matt Baxby has done what most Australian neobanks couldn't: reach 1 million customers and profitability. Six years after soft-launching with three employees during a global pandemic, the Revolut Australia CEO sits down with Dexter Cousins on Fintech Chatter to discuss the journey from travel FX startup to 30-product super app, the $250 million saved for Australians, and the ambition to become the country's number one finance app. More importantly, Matt Baxby reveals the hiring philosophy and culture that made it all possible.

This interview was recorded on 4 February 2026.

How Revolut Australia Reached 1 Million Customers and saved them $250M

Dexter Cousins: Matt, congratulations on a massive milestone. Let's start with the big news: Revolut Australia has just hit 1 million customers. Take us through what that means.

Matt Baxby: Thanks, Dexter. Yeah, we crossed 1 million customers at the end of January, which is a really proud moment for the team. But what's more meaningful to me is that we've saved Australians close to $250 million in FX fees compared to what the major banks charge. That demonstrates there's a real need for what we're offering in this market. When you can put that kind of money back in people's pockets, you know you're solving genuine problems.

DC: The awareness is certainly building. People are starting to understand there are alternatives to those airport FX desks, and Revolut is at the front of that pack. But you've evolved well beyond just travel money, haven't you? You're now offering 30 plus products.

MB: Absolutely. When we launched six years ago, the proposition was simple: bring together disparate financial solutions into one app. Things like overseas money transfer, bill splitting, peer-to-peer transfers. One of the key features from those early days that's still incredibly popular is the ability to transfer any currency directly to another Revolut customer in a different market. No friction, no cost, no waiting around for three days. That was the hook.

But you're right: we've expanded significantly. Today we're a modular platform. There's no set use case for our customers. Some people use us primarily for travel, others for everyday spending, some for investing in crypto or US shares. We build based on what customers tell us they need solved.

DC: That's interesting because as a Gen Xer maybe it's my eyes going, but the app is getting more complex to navigate with all those features. Is product proliferation becoming a challenge?

MB: [Laughs] Fair observation. Look, we're very aware of that, and it's something we're constantly working on. But I'd rather have that problem than the alternative: being too narrow in what we offer. The development continues to be driven by customer feedback. If enough customers are telling us they need something, we'll build it. That customer-first approach has been core to our success.

And here's the thing that keeps me confident we're on the right track: word-of-mouth referrals still represent a large proportion of our new customer acquisition. That's the highest compliment we can receive. When customers are actively recommending us to friends and family despite the complexity, it tells me we're delivering real value.

Revolut Business Australia: 235% Growth in Transaction Volumes

DC: Let's talk about Revolut Business. Small businesses are the backbone of the Australian economy, but they often feel overlooked by the major banks and even by many fintechs. What's happening there?

MB: Revolut Business has been incredible since we launched it in 2023. We've seen 235% growth in transaction volumes over just the last 12 months. The opportunity is massive because you're right: small businesses have been underserved for years.

The really exciting development is our new merchant acquiring product. We've just launched physical terminals and payment gateways through "Revolut Pay." What makes this powerful is we have a double-sided marketplace: a large consumer base who already have Revolut on their phones, and a rapidly growing small business base. When you can connect both sides, you create real network effects.

How Revolut Australia Succeeded Where Other Neobanks Failed

DC: That's a significant expansion beyond your core FX and payments business. Speaking of expansion, where are you with the APRA banking licence?

MB: The process is ongoing, and it remains very important to us. A banking licence enables services like interest-bearing savings accounts and broader credit products. It also provides government guarantees on deposits, which builds customer trust and gives us access to more sustainable long-term funding.

But here's what's critical: the lack of a licence hasn't constrained our product delivery or business growth. We've been very deliberate about that. We've continued shipping products, growing customers, and most importantly, we reached profitability in 2024. That's a very different path from other neobanks in Australia.

DC: Indeed. Most of the local neobanks either failed or were acquired before reaching profitability. What did Revolut do differently?

MB: Our strategy was fundamentally different from day one. We established a strong foothold in payments and foreign exchange first: areas where we could demonstrate clear value and actually make money. Then we expanded the product offering from that profitable base.

A lot of other neobanks tried to be full-service banks from the start, which meant massive infrastructure investment before they had meaningful revenue. They were burning capital trying to replicate everything the Big Four do, just with a better app interface. That's incredibly capital intensive and the unit economics don't work until you have massive scale.

We took a different approach. Build what customers need, prove the economics work, then expand. Stay lean, stay focused, stay profitable.

COVID-19 Pivot: How the Revolut Australia CEO Adapted in 2020

DC: Let's go back to the beginning. You joined Revolut in February 2020 as the first Australia CEO. You started with three people, then literally one month later, COVID hit and the world went into lockdown. What was going through your mind?

MB: [Laughs] Honestly? It was a significant inflection point, to put it mildly. Here we were with a travel-oriented FX proposition, and borders just… closed. Completely. For what ended up being over a year in Australia.

But looking back now, I'd say it was the best thing that could have happened to us. It forced us to think much more broadly and pivot into new opportunities immediately. We accelerated our plans for US share trading, we introduced cryptocurrency exposure, we focused on international e-commerce. All the things that didn't require getting on a plane.

That agility, that bias to action, is core to Revolut's culture. Our founders backed us to make those pivots quickly. We didn't spend six months doing market research and business cases. We identified the opportunity, built the product, shipped it, learned from it. That's how we survived and then thrived despite the pandemic.

Revolut Australia's Remote Work Culture: 100 Employees, Work From Anywhere

DC: You mentioned culture, and I want to dig into that because you've built teams at Virgin under Richard Branson, at Bank of Queensland, and now at Revolut. How do those experiences compare?

MB: They're all very different cultures, but there are principles I've carried through. At Virgin, I learned the power of entrepreneurialism and brand: what it means to genuinely put customers first and challenge incumbents. At BOQ, I learned the discipline of running a bank, dealing with regulators, managing risk at scale.

What I've adapted for Revolut is being very specific about what type of people succeed here. We're rigorous about hiring problem solvers: people who can think critically and exhibit a strong bias to action. We assess that through interview scenarios, not just by asking people to talk about their CV.

DC: Your recruitment process has a reputation for being thorough. And you're doing all of this with a "work from anywhere" policy, which is quite different from the banking norm.

MB: The remote working policy works because of the discipline and mindset of the people we hire. We have high expectations for performance, ambitious quarterly KPIs, and structured measurement. There's a misconception that you need people in an office to have performance oversight. What you actually need is clarity on objectives, rigorous measurement, and people who are self-motivated.

If you've hired properly — true problem solvers with a bias to action — it doesn't matter if they're working from a Sydney office or a beach in Byron Bay. They'll deliver. If you haven't hired properly, having them in an office won't fix that.

DC: You now have 100 people in Australia. When you're hiring, what are the absolute non-negotiables?

MB: Problem-solving ability and cultural fit around action. I'd rather have someone who can think critically, move fast, and figure things out than someone with a perfect CV who needs to be told exactly what to do.

We're also looking for people who are comfortable with ambiguity. Revolut is a founder-led organisation. Nick, our founder, sets ambitious goals without caveats. His goal for us is to be the number one app in the finance category in Australia. Not "number one neobank" or "number one among challengers." Number one, full stop. You need people who find that energising, not terrifying.

Revolut Australia CEO on Taking On the Big Four Banks

DC: That's quite an ambition when you're competing against the Big Four banks who control 80% of the market. After six years and 1 million customers, how's that battle going?

MB: We're bringing genuine competition to a market that's needed it for years. The Big Four have had it pretty comfortable: wide margins, suboptimal user experiences, business models built on customer apathy. We're changing that equation.

What's surprised me is how quickly Australians have embraced an alternative once they try it. The word-of-mouth growth I mentioned earlier: that's people voting with their wallets and their recommendations. That doesn't happen if you're just marginally better. It happens when you're delivering something genuinely different.

Are we number one yet? No. But every customer we win, every dollar we save them, every feature we ship: we're getting closer. And unlike some of our competitors who've fallen by the wayside, we're profitable and sustainable. We're in this for the long term.

DC: Looking forward, what's the vision for the next 3 to 5 years?

MB: All our actions, whether it's our F1 sponsorship, our product development, our marketing, are focused on that number one goal. We want to be the app Australians open every day to manage their money. All their money. Spending, saving, investing, borrowing.

We'll continue expanding our product suite based on customer needs. The banking licence, when it comes through, will unlock more capabilities. We'll keep investing in making the experience better, more intuitive, more valuable.

But fundamentally, it's about meeting Aussie consumer needs better than anyone else. That's been our mission from day one, and it won't change.

Revolut Australia Careers: How to Join the Team

DC: For people interested in joining this journey, where should they look?

MB: Head to revolut.com and check out our careers page. We've got live roles across product, engineering, operations, commercial, compliance: pretty much every function you'd expect. If you're someone who loves solving problems, moving fast, and making an impact, we'd love to hear from you.

DC: Matt, congratulations again on the milestone. It's been an incredible journey to watch, and I'm proud that Tier One People could play a part in it six years ago.

MB: Thanks, Dexter. And thanks to you and the Tier One People team. We couldn't have done it without finding the right people, and that partnership has been crucial to our success.

Revolut Australia has 1 million customers and 100 employees nationwide. The company is certified as a Great Place to Work in Australia and is actively hiring. For more information, visit revolut.com.

About Tier One People

Tier One People is Australia's leading fintech executive search firm. Six years ago, Tier One People placed Matt Baxby as Revolut Australia's founding CEO - a placement that has delivered 1 million customers, $250 million in savings for Australians, and a profitable, sustainable fintech business.

That's what happens when you find the 1% who define what's possible.If you're building a fintech team or looking for your next role in fintech, visit tieronepeople.com or connect with Dexter Cousins on LinkedIn.

Fintech Jobs: And How To Find Them.

Finding Your Next Role in Fintech - Episode 1

If you're struggling to land a job in fintech here in Australia, you're probably approaching it the wrong way.

Most people searching for fintech jobs treat the hiring process like they're applying for permission to work. They craft the perfect resume, polish their LinkedIn profile, and hope someone notices them among hundreds of other applicants. But here's the uncomfortable truth: in today's competitive fintech job market where candidates need an average of 294 applications to secure employment, being "qualified" isn't enough anymore.

It's time to stop looking for happiness and start solving problems.

The Career Balance Sheet Framework for Fintech Jobs

In Episode 1 of our new video series, Finding Your Next Role in Fintech, we introduce a framework that flips the traditional fintech job search on its head: the Career Balance Sheet.

Just like a company's balance sheet shows assets and liabilities, your Career Balance Sheet demonstrates the tangible value you've created throughout your career. But instead of listing job duties and responsibilities, you're documenting concrete problems you've solved and quantifying the value you've delivered.

This isn't about exaggeration or spin. It's about recognising that every role you've held, every project you've completed, and every challenge you've overcome has created measurable value for someone. Your job is to articulate it clearly.

Why This Changes Everything When Applying for roles in Fintech

When you position yourself as a problem-solver rather than just another applicant in the fintech jobs market, three things happen:

  1. You stand out immediately. While other candidates applying for fintech jobs are saying "I have 5 years of experience in payments," you're saying "I reduced payment processing failures by 40%, saving $1.2M annually."
  2. You speak the language of business. Fintech executives don't hire people for credentials, they hire solutions to their problems. When you demonstrate that you understand their challenges and have solved similar ones before, you're no longer competing on qualifications alone in the fintech job market.
  3. You build confidence. Searching for fintech jobs can be demoralising, especially when you're facing rejection after rejection. But when you take inventory of the real value you've created, you remember what you're capable of and that confidence shows up in every interview.

Real Examples of Career Balance Sheets for Fintech Roles

In the episode, we walk through four detailed examples across different fintech roles. These real-world scenarios show how professionals in various fintech jobs have documented their value:

The AI Implementation (Risk & Compliance)

The Regulatory Framework (Compliance Leadership)

The Strategic Sale (Business Development)

The Product Acceleration (Operations/Product)

Each example demonstrates a simple but powerful formula: Problem + Solution + Quantified Value = Your Competitive Advantage

Types of Fintech Jobs This Framework Works For

This Career Balance Sheet approach works across all fintech jobs, including:

No matter what type of fintech job you're pursuing, documenting your value creation is what sets you apart from other candidates.

Building Your Own Career Balance Sheet

Ready to document your value? We've created a free Career Balance Sheet worksheet to guide you through the process.

The worksheet helps you:

Download the Career Balance Sheet Worksheet (Free PDF)

Why This Matters for Fintech Jobs in 2025

In 2025, fintech jobs in Australia have become more competitive than ever. With sustained economic pressures and increased application volumes, standing out in the fintech job market requires more than just qualifications, it requires proof of how much value you create.

The candidates getting hired aren't necessarily the most experienced. They're the ones who can clearly articulate the problems they solve and the value they create. This approach gives you a competitive edge.

Understanding what fintech employers are really looking for (problem-solvers who can demonstrate measurable impact) is the key to landing your next fintech role.

Watch the Full Episode

This blog post only scratches the surface of what we cover in Episode 1. In the full video, we walk through:

About This Series

Finding Your Next Role in Fintech is a 5-part video series that applies business methodologies like first principles thinking, lean startup, design thinking, enterprise software sales frameworks and go-to-market strategies to your Fintech Job Search. Whether you're pursuing permanent roles or exploring fractional opportunities, this series will transform how you approach the fintech job market.

Coming Soon:

Looking for Fintech Jobs in Australia?

At Tier One People, we specialise in connecting exceptional fintech talent with financial technology companies across Australia and globally. Whether you're searching for fintech jobs in risk management, compliance, payments, lending, or business development, we understand what employers are looking for.

If you're ready to position yourself as a problem-solver rather than just another applicant in the fintech job market, we'd love to connect.

Explore Fintech Jobs | Subscribe to Our Newsletter

Dexter Cousins is Managing Director of Tier One People and host of the Fintech Chatter Podcast. With over 25 years in recruitment, he works at the intersection of AI and fintech, helping shape Australia's position in the global fintech ecosystem.

Frequently Asked Questions About Fintech Jobs

How hard is it to find a job in Fintech in Australia right now?
Fintech jobs in Australia are highly competitive in 2024-2025, with candidates needing an average of 37 applications to secure employment. The market has seen increased application volumes due to economic pressures, making it essential to differentiate yourself through proven value creation rather than just qualifications.

What skills do employers look for in fintech jobs?
Fintech employers prioritise problem-solving abilities and measurable business impact over credentials alone. They look for candidates who can demonstrate how they've created value through cost savings, revenue generation, risk mitigation, or process improvements in previous roles.

How can I stand out when applying for fintech jobs?
Use the Career Balance Sheet framework to document specific problems you've solved and quantify the value you've created. Instead of listing job duties, show concrete results like "reduced compliance processing time by 85%" or "generated $20M in new ARR."

Are there remote fintech jobs available in Australia?
Yes, many fintech companies across Australia now offer remote and hybrid fintech jobs, especially in technology, compliance, and business development roles. The Career Balance Sheet approach works equally well for remote fintech positions.

What types of fintech jobs are most in-demand?
Currently, high-demand fintech jobs in Australia include compliance and risk management specialists, AI/ML engineers, payments specialists, business development professionals, and product managers with fintech experience.

Nuj Super - Matt McKenzie. From Beancounter to Fintech Founder.

In this episode of Fintech Chatter, host Dexter Cousins speaks with Matt McKenzie, CEO and co-founder of Nuj, a Regtech company making serious strides in the Aus$ 4trn Superannuation sector. Nuj’s plug-and-play solution streamlines workflows while ensuring compliance with all current and upcoming regulations.

The platform enables quick integration, with automated workflows, audit trails, and real-time updates.

Nuj raised a $4m seed round in early 2025 and counts Bluechip names like MUFG and AMP as clients.

Find out more - https://www.nujsuper.com/

Key topics covered in the chat:


Connect with Matt: https://www.linkedin.com/in/matthew-mckenzie/

Fintech is only 1% Finished - David M. Brear 11:FS

Welcome back to Fintech Chatter Podcast! In this episode your host Dexter Cousins invites guest No2 back onto the show.

David M. Brear is CEO of 11:FS Group and 11:FS Holdings. The award winning digital consultancy has built digital banks all over the world and through 11:FS holdings, David and the team are finally going to build the next generation of financial services, this time for their own company!

Having first appeared on the show in January 2020, David and Dexter talk about the evolution of fintech, the challenges facing the fintech industry, and the future of digital banking. 

They also discuss the impact of AI on the consultancy model, the importance of understanding customer insights to drive innovation, plus the current state of fintech in the UK and Australia. 

David also reveals his new favourite hobby, the increasing role of influencers in fintech media and his personal health challenges that have him more motivated than ever.

Chapters

00:00 Introduction 
01:16 About 11:FS
03:05 Changing the Fabric of Financial Services
17:20 Regulatory Challenges and Market Dynamics
23:07 The Future of UK FinTech
26:00 Maturity Challenges in FinTech
29:05 Emergence of Influencers in FinTech
33:26 The Power of Podcasting in FinTech
38:13 The Reality of FinTech Media
41:54 Cult of Personality in FinTech
48:55 Building 11FS Holdings
54:30 Health, Work, and Life Balance

For more information on 11:FS - https://www.11fs.com/

Listen to Fintech Insider Podcast - https://content.11fs.com/podcasts

Antony Jenkins On The Future Of 10x Banking

Dexter Cousins interviews Antony Jenkins, the CEO and founder of 10X Banking, the core banking platform that makes banking ten times better.

Antony Jenkins on The Future of 10x Banking

Antony stands out in Fintech as the global CEO of Barclays who decided to start a fintech. Tune in for a deep dive into the challenges of core banking, the outdated technology in the banking sector, and how 10X Banking helps banks like Westpac and Chase innovate fast and move into the future. 

We talk about fixing the banking technology silo problem, Antony's transition from a large bank to a startup, and his approach to creating a high-performance culture within 10x and how it differs to running a global bank.

Antony also shares his thoughts on the future of 10x Banking, fintech more broadly and the opportunities in the Australian market (and their partnership with Constantinople.) Plus we get his expert advice for any banking professional considering a move to fintech.

Find out more https://www.10xbanking.com/

"We can still have a positive impact in the world."

Antony Jenkins - 10x Banking

Chapters

00:00 From CEO to Fintech Founder
02:55 The Challenges of Core Banking
05:48 Defining the Problem in Banking
09:12 Building a Technology Solution
12:07 Navigating the Transition to Fintech
18:18 Creating a High-Performance Culture
27:28 The Future of Fintech
30:18 Opportunities in the Australian Market
31:42 Career Advice for Bankers

Building an API Services Hub for Fintechs

Julian Fayad of LoanOptions.ai chats about Synapses, an API services hub for Fintechs

In this episode of Fintech Chatter, Dexter Cousins interviews Julian Fayad, CEO of LoanOptions.ai about the challenges and advantages of bootstrapping a fintech company from the ground up. 

Having experienced the challenges first hand, Julian has built Synapses, an API Services Hub for Fintechs.

LoanOptions.ai aims to revolutionise the loan application process. Julian shares insights into how they’re using AI to build a mobile first loan application process.

Julian first appeared on the show in 2023. We chat about his progress and the lessons he has learned over the past two years. Julian also talks about the transition from a broking business to a technology-focused company, and the launch of Synapses, the API services hub for Fintech! 

We also discuss the launch of HAILO and LoanOptions.ai, expansion into New Zealand and future plans for market expansion into the US and UAE.

Find out more: https://loanoptions.ai

Chapters

00:00 The Bootstrap Journey of a Fintech Founder

02:12 Innovating the Loan Application Process

10:45 Transitioning from Broking to Technology

18:04 Launching New Products and Partnerships

25:49 Building an API Services Hub for Fintechs

26:48 Navigating B2B Partnerships and SaaS Pricing Strategies

32:05 Transitioning from Brokerage to Tech: Lessons Learned

35:21 Building a Cohesive Team and Company Culture

39:47 Innovative Talent Acquisition Strategies

41:45 Valuable Lessons in Business Partnerships

46:22 Expanding Horizons: New Markets and Future Plans

The Journey of Athena

Michael Starkey and Nathan Walsh, Co-founders of Athena Home Loans share their remarkable journey!

In this episode of Fintech Chatter Dexter Cousins chats to Nathan Walsh and Michael Starkey, Co-Founders of Athena Home Loans.

Making their long awaited return to the show, Nathan and Michael discuss their journey over the past four years,and the insane challenges they’ve had to navigate as interest rates rose rapidly and funding markets dried up. 

According to Wikipedia Athena was the patron goddess of heroic endeavor; she was believed to have aided the heroes Perseus, Heracles, Bellerophon, and Jason. She may have also aided Michael and Nathan over this last few years!

https://youtu.be/a4i8wXv72xo

We ask Nathan and Michael the tough questions like how do you compete with banks, balancing technology with regulatory requirements, navigating the rapid interest rate rises since 2022, and the importance of partnerships. 

Nathan and Michael also share their secrets to building a resilient team and maintaining a strong company culture as they aim for the next stage of growth and innovation in the home loan sector.

"This is now an execution story."

Nathan Walsh - CEO, Athena Home Loans

Chapters

00:00 Introduction to Athena Home Loans
03:38 Founding Story and Vision
05:48 Tech Fin vs Fin Tech: Athena's Position
07:32 Navigating Regulation and Compliance
11:48 Challenges of Distribution in a Fragmented Market
13:34 Impact of Interest Rate Rises
19:45 Lessons from Big Banks
23:23 Partnerships and Growth Opportunities
29:29 Cultural Alignment in Partnerships
31:41 Frameworks for Evaluating Partnerships
33:47 The Journey of Co-Founders
37:59 Attracting and Retaining Talent
40:51 Navigating Growth and Change
45:09 Reflections on Past Experiences
48:40 Future Aspirations and Growth

Fintech's Most Ambitious Startup - Constantinople.

In this episode of Fintech Chatter, host Dexter Cousins speaks with Di Challenor and Macgregor Duncan, co-founders of Constantinople, about their journey in building the Operating System for banks. 

About Constantinople

Constantinople is the most ambitious startup in Fintech, tackling the most complex problem in Fintech, rethinking how banks become fully digital. Constantinople is a banking operating system, the AWS for banking, managing all infrastructure and operational aspects of a bank: from Customer experience, Banking products to Features, Risks etc.

How Do You Build A World Class Fintech From Sydney?

Tune in as Mac and Di discuss the challenges of building a global fintech from Sydney. They share their secrets to winning banking clients, the importance of establishing trust, and the strategies behind their successful capital raising efforts. 

We revisit our first interview in 2023 and talk through the challenges and learnings of the past two years.  As they look to the future, they share their vision for Constantinople and the endless quest for excellence.

Chapters

00:00 Introduction to Constantinople
04:09 The Evolution of Banking Technology
07:17 Challenges in Client Acquisition
10:10 Building Trust and Credibility
12:53 Creating a New Category in Banking
16:04 Navigating Capital Raising
19:03 The Importance of Execution
25:02 Scaling the Business
34:08 The Importance of Documentation in Scaling
36:49 Driving Excellence in Early Stage Companies
42:45 Commitment to Excellence: Attracting the Right Talent
49:07 Identifying and Filling Skill Gaps
53:15 Future Vision: Building a Multi-Tenanted Banking Platform