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Stanley Yong

Central Bank Digital Currency and Liquidity Product Designer

Stanley Yong serves as the Chief Product Officer at Movmint, where he leverages his extensive background in finance and technology to drive product innovation within the realm of Central Bank Digital Currencies (CBDCs).

Professional Background

Yong has a notable history in the financial sector, having previously held the position of Executive Director and Head of Product Design at JP Morgan's Onyx business, which focuses on blockchain and digital asset solutions. Additionally, he was the Chief Technology Officer at IBM for their global blockchain initiatives and led the CBDC efforts at IBM. His career also includes co-founding Deloitte's Southeast Asia Blockchain Centre of Excellence, where he contributed to advancing blockchain technology in the region.

Before his roles in the private sector, Yong spent a decade at the Monetary Authority of Singapore (MAS) as an economist. There, he was instrumental in formulating strategies for retail e-payments and directing innovation projects, including Project Ubin, which explored the use of blockchain technology for payments.134

Expertise and Contributions

Yong's expertise spans central banking, economics, and technology, making him a key figure in discussions surrounding the future of digital currencies. He has articulated insights on CBDC development, emphasizing their potential to reshape monetary policy and financial systems. His work often focuses on the implications of CBDCs for interest rates and the broader economy, particularly in the context of evolving financial landscapes.23

Overall, Stanley Yong's multifaceted career positions him as a prominent leader in the intersection of finance and technology, particularly in the emerging field of digital currencies.

Highlights

Jun 25 · linkedin

Matt Levine at Bloomberg calls structured products with guaranteed floored returns “Boomer Candy”, sort of bad for you because you can compose them yourself with better economics, but also irresistible if you aren’t a very involved investor looking just to juice bond like returns with some higher volatility equity exposure achieved through the leverage of derivatives…

Then one looks at those equity markets and realises that they’ve become meme markets writ large! When our children grow up, we will have to look back at this period as either the beginning of the singularity or with the same head scratching we have for the telecoms mania of the 2000s.

Perhaps now’s the time to look to greener fields like non-market indices and derivatives on them?

Final round of the Autonity PCGC incentivised games start tomorrow

Apr 4 · linkedin

Banking as a service underpins the unbundling narrative behind the rise of fintechs as challengers to the bundled business models presented by the mega banks. Regulators had imposed strict firewalls between financial businesses up to the Clinton administration's repeal of Glass Stegall and drawing upon the historical contagion caused by financial innovation in the 1930s which resulted in the Great Depression. The late 1990s and early 2000s therefore saw the rise of financial supermarkets. JP Morgan's current CEO Jamie Dimon was the young protege of Sandy Weill (former Chairman of Citigroup) during this period.

The 2009 Global Financial Crisis and the resulting Great Recession led to disgruntlement and a re-examination of the wisdom of allowing financial supermarkets to exist - the issue is contagion. When one part of the empire is hurt, the rot spreads in invisible ways rapidly within one of these complex organisms and eventually erupts to the surface in unpredictable ways. Regulators then looked at imposing rules that would make use of market competitive forces to discipline the financial supermarkets.

Thus arose the idea of banking as a service, the idea being that a bank would use its license to support the growth of many fintech companies that would ride upon the sound and well-regulated entity underneath. This would then unbundle the mega-banks and conceptually allow customers to compose their own "best" or "tailored" suites of services.

The tide is turning again now, with the cycle again favoring the mega banks given the shakiness evident in the fintech edifice when BaaS has been abused. A common thread linking cases like Wirecard and Greensill is the presence of a small banking entity that the companies purchase to facilitate their access to traditional banking infrastructure. Another avenue of doing this in the crypto world is through custodial stablecoin issuers that on and off-ramp liquidity from bank accounts and bridge that money to various blockchain networks.

One has to wonder if the concept of BaaS was largely possible only because of low interest rates?

Here's an oldie but goodie -

Related Questions

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Stanley Yong
Stanley Yong, photo 1
Stanley Yong, photo 2
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Location

Greater Vancouver Metropolitan Area