Jost stollmann biography definition

Gerd Schenkel joins Jost Stollmann as Tyro’s new CEO to build the nextGen Bank

Tyro Payments Limited (“Tyro”), Australia’s fast growing nextGen banking institution, today announced the appointment of Gerd Schenkel as the company’s new CEO, effective 24 October 2016.

The decision follows a proposed new leadership structure to the Board from current CEO Jost Stollmann to accommodate Tyro’s ambitious growth plans and its strong public advocacy role.

“When someone of Gerd’s talent becomes available you grab the opportunity with both hands,” Jost Stollmann said.

“Now that Tyro has a bank licence and $100 million in new capital, Gerd joining the Tyro team as new CEO is the last piece needed to deliver very strong growth in the years ahead.”

As full-time Executive Director Jost Stollmann will continue to raise Tyro’s profile in Australia, while supporting Gerd Schenkel in his role as CEO.

As the company’s largest shareholder and as a Board member, Jost will also continue playing a significant role in defining Tyro’s strategic direction.

Gerd Schenkel has more than 17 years’ experience in Australian banking and technology related businesses.

He founded Australia’s first home-grown digital deposit and mortgage bank, UBank, in 2008 which now has around $20 billion in customer balances.

Most recently, as Executive Director & Founder of Telstra Digital, he grew this new channel to 500 million customer contacts per annum.

Gerd Schenkel said that he was attracted by the unique opportunity to build a new kind of organisation with Jost and the entire Tyro team, delivering frictionless banking and access to debt for Australia’s SMEs and growth companies.

“I am excited about the opportunity to lead Tyro as we continue to build Australia’s newest bank,” he said.

“Tyro is a new kind of company with a uniquely attractive culture, it’s a technology company that happens to be a bank, n

Jost Stollmann arrived in Australia by accident, when his yacht hit an undocumented reef in Fiji in 2003. He had his yacht repaired in Brisbane, fell in love with Sydney and decided to stay. Since then, he has become one of the key pioneers in thefintech ecosystem.

Before arriving in Australia, Jost was a driving force for innovation in Germany. After graduating from Harvard Business School, he created the German system and network integrator, CompuNet, in 1984 and turned it into a US$1B company. From this, he led the integration and expansion of GE Capital IT Solutions across Europe. Each role saw Jost take ‘the road less travelled’ and revolutionise the business and startup scene in Germany.

Following his time at GE Capital, Jost was appointed as the Federal Shadow Minister of Economy and Technology, where he ran a successful campaign for Gerhard Schröder, who was elected as Chancellor of Germany in a landslide victory. Being a passionate entrepreneur, Jost has played a pivotal role in disrupting the banking industry in Australia by challenging the big bank oligopoly. In 2006, he launched the digital challenger bank, Tyro Payments, offering integrated, mobile, cloud-based banking to Australia’s small-to-medium enterprises (SMEs).

He has built Tyro into a prominent, digital challenger within the financial services sector, now employing more than 350 staff and processing more than $8.6 billion in EFTPOS transactions in the last financial year.

After more than 10 years at the helm of Tyro, Jost decided to hand over the reins to Gerd Schenkel, founder of NAB’s U-Bank as new CEO. As full time Executive Director, Board member and largest shareholder, Jost continues to define the company’s strategic direction whilst building Tyro’s profile both locally and abroad.

Jost’s other major passions outside of disrupting the banking sector are politics and sailing, having circumnavigated the world for two years (2002-2004) with his wife, Fiona, and their fiv

Two Magazines I Like – Or: Paper that Deserves to be Read.

brand eins & enorm!

I started “blogging” and publishing my experiences and ideas in the IF blog in 2008. It was a true delight for me to primarily do this for myself. Then I enjoyed noticing how many readers I have and also liked the many events and contacts that developed from it. Then I looked for and found a few co-authors, not many of whom actually remain to this day.

IF-Blog.de was also responsible for me finding brand eins. But more on this later in this article.

The history (Geschichte) of  brand eins officially starts in August, 1999. In 2008, brand eins was already in its ninth year. In fact, the early stages of its history were even three years before that, in 1996. And yet, like many of my friends, I did not yet know anything about brand eins.

The beginning of the brand eins story was probably with an interview by Jost Stollmann (1996). At the time, Jost was the boss of Compunet; the InterFace Connection GmbH was twelve years old at the time. My personal connection with Jost Stollmann is not only that we are both IT enterprises. No: he was also one of Rupert Lay’s students.

At the time, Rupert drove a red Series-Three-BMW (including a 2.0-litre machine), which was rather extraordinary for a Jesuit pastor. In fact, his car looked a lot like my red Series-Three-BMW (including 2.3-litre machine). That was something we enjoyed very much. Rupert’s BMW, however, was not a business car, but a gift (or item on loan) from Jost. And Rupert very much delighted in his fast red BMW and especially in its origin.

Incidentally, Jost Stollmann remained faithful to brand eins – he gave more interviews with them (in 2009 and in 2012).

(Unfortunately, I could not find the 1996 interview anywhere. I would really like to read it. If any of you has a link or a pdf for it, you could make me happy by sending it).

brand eins 

Australia must disrupt its banking regulations or face waking up one day to find a FinTech innovator such as Chinese giant Alibaba becoming the bedrock of our financial system, rather than the Big Four banks.

So says Jost Stollmann, a German expat with decades of experience in technology entrepreneurship, government and FinTech innovation.

“One day we might not be talking about the Big Four but AT&T Financial Services and Alibaba owning banking services in Australia,” says Mr Stollmann.

Mr Stollmann sees Australia at a tipping point, not only with FinTech regulation but also with its overall innovation thrust.

In a strengths, weaknesses, opportunity and threat analysis, Australia has great lifestyle and institutional stability strengths but too much complacency and lack of drive, according to Mr Stollmann, who sits on the Federal Government’s FinTech expert advisory group.

Australia needs its leaders to furnish a compelling innovation-centric narrative, followed up by regulatory disruption, particularly in the financial services sector, he says.

Mr Stollmann had close experience with the politics of innovation reform in Germany in the late nineties.

“In 1998 Germany was drowning in despair and tears,” he says.

At the time, Mr Stollmann, was Shadow Minister of Economy and Technology and helping drive the campaign of Social Democratic Party leader Gerhard Schroder.

“In our campaign it was very important to shift the narrative to a country of ideas and opportunity and to one of taking everybody along on the journey.”

“It’s a very difficult task to marry a sense of urgency with the confidence that it could be done and the trust of the electorate to be taken along.”

The pair must have done something right because Mr Schroder won the Chancellorship in a landslide.

Mr Stollmann did not follow Schroder into government, leaving the SPD after a power squabble with the party’s left wing. Instead, he and his Greek-born wife Fiona built a 130-foot ocean-goin