All posts by Jesse Hoggard

Identity document verification safeguards the integrity of financial systems and protects consumers and organizations from fraud, money laundering and more.

Between social unrest across the globe, the lingering pandemic, and the digital transformation brought on by the health crisis, the fraud landscape has expanded dramatically for businesses and consumers alike. According to Experian’s latest global identity and fraud report, 93% of U.S. companies have mid-to-high concern for fraud, and 81% say that their worries about fraud have increased over the past 12 months. Monitoring unused or dormant accounts for fraud is often a warning directed at consumers. However, it’s now advice an increasing number of businesses are wishing they’d followed, as growing synthetic identity (SID) fraud is fueling a dramatic increase in losses—SID related charge-offs ballooned to $20 billion in 2021 alone, according to the Federal Reserve Bank of Boston. The threat of SIDs SIDs are made to look like an actual consumer, combining both real and fake data to form a new composite identity. They typically evolve using a combination of tactics that include: Identifying and creating relationships with businesses that have a high tolerance for identity discrepancies. These include businesses whose products expose the business to low fraud risk and/or products offered to market segments where identity verification is expected to be challenging. Either of these enable an SID to be planted among consumer data sources. Attaching the SID to existing accounts and relationships that belong to other consumers. Often these existing accounts were established by collusive criminals or by using other SIDs, but there are also ways for legitimate consumers to collect ‘rent’ in exchange for adding other consumers to existing accounts. Either approach improves the SID’s appearance of credit worthiness. Progressively building the SID’s independent ability to access larger and larger amounts of credit until they spend quickly and default on all obligations, leaving no one for the victimized businesses to pursue. “They’re difficult to identify because of the combination of real and fake data and because there’s no actual victim reporting an identity theft. As a result, businesses typically have trouble separating SID losses from credit losses,” said Chris Ryan, Experian’s go-to-market lead for fraud and identity. “SID fraud isn’t committed haphazardly.  It’s carefully planned and executed—and it adapts to policy changes. Some businesses change their underwriting policy or focus on early-lifecycle account activity like purchases, payments, and requests for additional credit to reduce SID losses that occur immediately after an account is opened. SIDs can adapt to this. If six months of responsible account behavior earns a credit line increase or the ability to spend large amounts in a single billing cycle, the perpetrators are willing to wait,” Ryan said. “It’s something businesses and lenders need to be on guard for, especially with the fast-paced holiday shopping season ahead,” he said. Addressing SIDs Solving the increasingly complex problem of SID fraud requires a thoughtful approach. The institutions seeing success at preventing multi-faceted fraud are using a layered approach to identifying and mitigating fraud. Here are three steps lenders can take today to prevent SID fraud across your portfolio: Use data and analytics that extend beyond credit to evaluate identities and their histories more completely. Apply those analytics across the lifecycle from marketing and origination to portfolio management recognizing that SID risk is not restricted to a single lifecycle stage. Have a rigorous verification process that escalates to document verification or the Social Security Administrations Electronic Consent Based SSN Verification (eCBSV) process For more information on how you can leverage a multi-layered approach to fraud in your business, visit our fraud and identity solutions hub or request a call to discuss customizing a solution for your company.

Fintechs have been an enormously disruptive force of change in financial services over the past 10 years. From digital payments, lending, insurance, digital banks, to personal finance and many other subsectors in between, fintechs have rapidly transformed everything from business and operating models to customer expectations. It’s this innovative drive that is celebrated and fostered each year at LendIt Fintech - a conference that brings together the fintech and financial services community to connect and reimagine the future of finance. And there may not be another year on record that called for the reimagining of finance more than 2020. Last year, the financial services industry – from consumers, fintechs and other subdivisions across the globe – endured many changes and challenges due to the COVID-19 pandemic. But it also brought accelerated innovations; and with them, increased customer expectations and a focus on financial equity and inclusion. As consumer credit scores and demand for credit continue to rise, fintechs have an opportunity to re-examine what credit looks like in a post-COVID lending environment, and explore opportunities for growth in 2021. Experian’s Chief Product Officer Greg Wright tackled this topic at the recent Lendit Fintech conference, alongside Ibo Dusi of Happy Money, Myles Reaz of Upgrade and the Garry Reeder with the American Fintech Council. Watch the full panel discussion in the video below and hear more about: How panelists define data, alternative data and how it factors in their lending How alternative data can help drive financial inclusion and get to a ‘yes’ more often with consumers Using data to make the consumer experience more frictionless and seamless For more information about how Experian can help fintech organizations of all sizes reach their business and lending goals, visit our fintech solutions page. Explore Experian's Fintech Solutions

The Center for Financial Professionals (CeFPro) has named Experian in its global Fintech Leaders List for the second year in a row.

Here are the four steps fintechs should take to reenter the lending market intelligently, while mitigating as much risk as possible.

Experian recently announced the new members named to its Fintech Advisory Board, which provides Experian with valuable insights into the fintech industry.

For fintechs who were already challenging existing business models, COVID-19 suddenly accelerated financial services innovation into overdrive.

With shrinking budgets and increased demand for customized messaging, financial marketing teams have numerous challenges. Learn how the best find success.

Financial firms are turning to customer acquisition engines to help them build, test and optimize custom targeting strategies faster than ever before.

Artificial intelligence (AI) has long been a topic that’s confounding and downright worrisome to financial institutions. Read more!

Big data is now in reach for financial institutions for all sizes amid the expansion of Experian's platform to drive faster, better decisions.

You’ve Got Mail! Probably a lot of it. Birthday cards from Mom, a graduation announcement from your third cousin’s kid whose name you can’t remember and a postcard from your dentist reminding you you’re overdue for a cleaning. Adding to your pile, are the nearly 850 pieces of unsolicited mail Americans receive annually, according to Reader’s Digest. Many of these are pre-approval offers or invitations to apply for credit cards or personal loans. While many of these offers are getting to the right mailbox, they’re hitting a changing consumer at the wrong time. The digital revolution, along with the proliferation and availability of technology, has empowered consumers. They now not only have access to an abundance of choices but also a litany of new tools and channels, which results in them making faster, sometimes subconscious, decisions. Three Months Too Late The need to consistently stay in front of customers and prospects with the right message at the right time has caused a shortening of campaign cycles across industries. However, for some financial institutions, the customer acquisition process can take up to 120 days! While this timeframe is extreme, customer prospecting can still take around 45-60 days for most financial institutions and includes: Bureau processing: Regularly takes 10-15 days depending on the number of data sources and each time they are requested from a bureau. Data aggregation: Typically takes anywhere from 20-30 days. Targeting and selection: Generally, takes two to five days. Processing and campaign deployment: Usually takes anywhere from three days, if the firm handles it internally, or up to 10 days if an outside company handles the mailing. A Better Way That means for many firms, the data their customer acquisition campaigns are based off is at least 60 days old. Often, they are now dealing with a completely different consumer. With new card originations up 20% year-over-year in 2019 alone, it’s likely they’ve moved on, perhaps to one of your competitors. It’s time financial institutions make the move to a more modern form of prospecting and targeting that leverages the power of cloud technology, machine learning and artificial intelligence to accelerate and improve the marketing process. Financial marketing systems of the future will allow for advanced segmentation and targeting, dynamic campaign design and immediate deployment all based on the freshest data (no more than 24-48 hours old). These systems will allow firms to do ongoing analytics and modeling so their campaign testing and learning results can immediately influence next cycle decisions. Your customers are changing, isn’t it time the way you market to them changes as well?

Marketing for financial institutions is challenging with limited budgets the need to perform better. Investing in technology can help you optimize ROI.

Digital platforms allow companies to seamlessly integrate their customer data with third-party data resources, helping with business challenges and demands.

Discover how OneMain Financial reduced expenses and the time involved in order to improve their core risk modeling, and also created portfolio strategies.