From the Big Bank Bailout of the 2008 Recession
In October 2008, just one month after the Lehman Brothers collapsed in the United States, British PM Gordon Brown announced an unprecedented yet essential plan to bail out the biggest banks in the United Kingdom. Up to £45 billion of taxpayers’ money went to the Royal Bank of Scotland (RBS). In order to receive such aid, RBS had to agree with the European Commission to create a £425 million Capability and Innovation fund that would encourage competition.
Starling Bank is one of 11 challenger banks competing for these funds. Just four years old, Starling Bank has already made a name for itself and is challenging banking’s industry giants for a share of the retail banking market. The bank raised £48 million in January 2016 and put out its first accounts in July of that year. A full history of the bank’s growth is available on its website. Founder Anne Bolen has been awarded a Member of the Most Excellent Order of the British Empire (MBE), among many other notable awards.
As the recession wreaked havoc in England and all over the world, Boden noticed that banks could not operate in the same way that they had prior to the crisis occurring. As shared in an interview with New Statesman, Boden revealed that she thought it was not “acceptable to fine customers when they went into unauthorized overdrafts. It was no longer acceptable to charge customers for returning a direct debit.”
Boden had started her financial career in traditional banking at Lloyd’s in the 1980s after studying computer science in Swansea. As big banks failed to adapt after the financial crisis, Boden decided to step away and to learn more about fintech. She returned to banking as the chief operating officer (COO) of Allied Irish Bank and helped the bank streamline its operations, increase efficiency and return it to profitability. Prior to launching Starling Bank, Boden also held top leadership positions in the financial industry as Head of EMEA (Global Transaction Banking) for RBS, Executive Vice President for ABN AMRO and Vice President for UBS.
As the years passed, Boden became convinced that traditional banks were not going to make any dramatic changes for consumers and that it was time to build something from scratch from the ground up, in order to be truly transformative. Boden decided to create a new digital bank by January 2014. It was not easy to transition and Boden found herself ostracized for thinking differently and that her peers and colleagues in the financial industry were more concerned with defending their ways of doing things instead of adapting to a changing mobile population.