how Kinective stays ahead in banking technology -CEO interview

Stephen, would you kindly give us a brief outline of your professional journey that has brought you to your current position as CEO at Kinective? My career really began as an engineer for Motorola, where I had the opportunity to work on the infrastructure for mobile devices and eventually migrated over to location services. This was all brand new to the market at the time so much of my work involved me traveling the world to educate people on this new technology. Eventually, I left Motorola to join a couple of co-founders in starting ShortTrack, a provider of integration and middleware services for the title industry. A few years later, I joined MRI Software in the Property Technology space, and was a part of the executive leadership team focusing my efforts on our international business. I then went to InsightSoftware where I handled a number of M&A transactions. Most recently, I was president of Zego, the largest provider of rental and HOA payments for the real estate market. I started as the Chief Product Technology Officer and was asked to become President when we were acquired by Global Payments. You have a background in product management. How do you approach product innovation and ensuring a strong return on investment for product development? I’ve spent a lot of time on the product side of business. One of the biggest things companies run into is finding a balance between driving a strategy that’s bold and innovative without going too far out and not serving a real need, while being practical but not leaning so far back that you get out-innovated. It’s really a balancing act! I also am a firm believer in customer advisory boards. This allows you to be extremely close to the market and get constructive input on the strategy. Pair that with an equation that looks at the amount of investment, risk involved, the potential upside, and market needs, and you have a really powerful combination. Mergers and acquisitions play a significant role in Kinective’s formation. Can you elaborate on your experience in driving M&A strategy and executing successful integrations? One important key to a successful M&A strategy is understanding the direction you’re taking the company and understanding that market space really well. This helps you identify things (solutions?) that are highly valued and easy to build, as well as those that are highly valued but hard to build or will take a long time to bring to the market (those tend to be the great acquisitions).

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