The global fintech boom has resulted in thousands of point solutions addressing payments, lending, compliance, core banking, customer experience, and operational efficiency. In parallel, banks and financial institutions are re‑architecting their internal systems and partner ecosystems to defend market share and improve agility.
This convergence has created a complex landscape where fintechs and banks depend on each other — but operate with very different objectives, constraints, and GTM needs. Enabler ONE explicitly addresses these differences through distinct engagement models.
Unclear Ideal Customer Profile (ICP) -
Difficulty prioritizing banks, enterprises, SMBs, or consumers leads to unfocused sales efforts.
Long enterprise sales cycles -
Complex buying processes and limited credibility slow deal closure in regulated markets.
Founder-led sales that don’t scale -
Early wins lack repeatable processes and predictable revenue growth.
Over-reliance on a few partners -
Dependence on limited system integrators or sponsor banks restricts growth and increases risk.
No structured partner programs -
Lack of defined co-sell motions, incentives, and enablement limits partner-driven revenue.
Weak governance and accountability -
Poor performance tracking results in low partner engagement and activation.
Feature-led messaging -
Product-focused narratives fail to communicate clear business outcomes.
Visibility without pipeline impact -
Events and brand efforts generate awareness but limited qualified pipeline.
Weak ABM and ecosystem demand -
Underdeveloped ABM and partner-led programs miss strategic account opportunities.
Internal silos across functions -
Disconnection between business, IT, compliance, procurement, and risk slows execution.
Innovation without revenue impact-
Difficulty converting innovation initiatives into scalable, revenue-generating offerings.
Long approval and rollout cycles -
Complex internal processes delay market launches and value realization.
Overcrowded fintech landscape -
High partner volume with limited differentiation makes selection difficult.
No structured partner evaluation -
Lack of clear frameworks for partner assessment and onboarding.
Weak governance and tracking -
Limited performance measurement post-selection reduces partner effectiveness.
Innovation teams disconnected from GTM -
Poor alignment between innovation, GTM, and business units limits impact.
POCs that fail to scale -
Pilots remain experiments and don’t convert into live offerings.
Under-leveraged ecosystem partnerships - Ecosystem relationships are not fully activated to drive growth.
• We support fintech‑led business case development, internal fitment analysis, and the creation of multi‑year innovation and GTM roadmaps aligned to regulatory and commercial realities.
• We manage partner scanning, shortlisting, POC frameworks, evaluation criteria, final selection, and contractual advisory — ensuring objective, outcome‑driven decisions.
• We provide project planning, milestone monitoring, active coordination between bank teams and fintech vendors, issue resolution, and executive‑level reporting.
• We design structured partner management frameworks with defined KPIs, governance cadences, collaboration models, and continuous feedback mechanisms.
Enabler ONE operates as a GTM execution partner — not a strategy-only advisor. We understand the realities of regulated environments, long sales cycles, and ecosystem dependency. Our value lies in designing nuanced GTM strategies and staying accountable through execution.