FinTechs, on the other hand, have technology at the core of their strategy, culture and operation. They build their business model based on the possibilities offered by new technologies. People with speciic technological skills are a key asset of the organization, and it is the founders and managers themselves who have the expert knowledge of technology, so that decisions low smoothly to quickly take advantage of an opportunity. For FinTechs, however, in the retail sector the acquisition of customers in this industry is very expensive. In the inancial industry, trust is everything, and new companies do not have the brand or the commercial infrastructure to publicize their innovative product in the market and grow agilely in sales. “We need to create a trademark, make customer acquisition, which is not our strong point. We form alliances with inancial institutions, we help them to generate the change for our service, we contribute what we know to do that maybe the inancial institution does not manage to do, because it does not have the staff to do it, the ability to move faster or, otherwise, the way it works is not agile, creative and innovative.” A. Villaquirán, founder of Alkanza Institutional conversation, February 12, 2018 Financial institutions have learnt over many years of experience, are well-positioned and respected brands in the market, with a large customer base and a sophisticated and eficient commercial infrastructure. If we jump from the mythology of “dinosaurs” and “unicorns” to the metaphor of the symbiosis between bees and lowering plants, FinTechs could make the nectar of technological innovation available to large inancial institutions in exchange for access to more clients to multiply their growth. Most inancial institutions and FinTechs agree that this possibility exists and is desirable, as long as the conditions are in place for the relationship to prosper. A TWO-WAY PATH38