'Follow the Money'. Live from the Global Impact Summit featuring GreenPay's Glenn Bartlett, Verve Super's Alex Andrews and Bank Australia's Rob Quadara.
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👉 Why listen?
⭐️ SPECIAL Live Episode ⭐️ recorded at the incredible Global Impact Summit.
Can something as simple as moving your money change the world? Yes it does everyday so we might as well choose the world we want.
But to do so, we need to understand how the system works and how our choices change it.
In this panel, we talk to:
👉 Glenn Bartlett, CEO & Co-founder of GreenPay, represents the part of the system that processes payments
👉 Rob Quadara, Manager, Impact Assets from Bank Australia, represents the part which does your savings, home loan and everyday banking.
👉 Alex Andrews, Co-founder of Verve Super, Director of Six Invest, Australia's only ethical share trading platform and many other things. She speaks on behalf of how your superannuation and investments are invested.
Together we work out how a little bit of the zillion dollars that goes through this system can go into the ecosystem to help protect our home planet.
Listen in to hear about:
🤠 How each of the companies is pioneering a new kind of financial organisation
👏 Why people don't switch, and why they do
💰 The sometimes uncomfortable balance between maximising profit and maximising the greater good
🤨 How the big banks are more than happy to 'adopt' do-good ideas...once they are proven to be successful elsewhere.
We gave AI a listen and here's what it had to say:
Your bank account is not a parking spot, it is a pipeline. Every tap of a card, every online payment, every superannuation contribution, and every investment decision sends money through systems that either fund extraction and deforestation or help pay for restoration, renewables, and better business. From the stage at the Amazing Global Impact Summit in Sydney, we sit down with three leaders working on different parts of Australia’s financial system to show how “moving your money” can genuinely move the world.
Glenn Bartlett (Green Pay) breaks down how payment processing can turn transactions into conservation by redirecting profits to protect and restore Australian nature. Rob Quadara (Bank Australia) explains what customer-owned, purpose-led banking looks like in practice, including what they refuse to fund and how targeted lending can create measurable social and environmental outcomes. Alex Andrews (Verve Super founder and Six Invest director) unpacks ethical superannuation and ethical share trading, why super is one of the biggest levers most Australians have, and how transparency changes behaviour.
We also get honest about the real barriers: inertia, fear, and the “default to the default”. The panel shares why most people care about climate impact but do not feel confident they understand what their money is doing, and why big life events and major climate events often trigger the switch. The takeaway is simple and practical: give yourself 30 minutes to audit your defaults across banking, payments, super, and investing, then change just one thing and build momentum from there.
If this sparked a rethink, subscribe, share it with someone who has never checked their super, and leave a review so more Australians can find conversations about ethical banking, sustainable finance, and impact investing.
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Full Episode Transcript
Live Panel And Big Idea Setup
Ben0:04
Hello everyone. I have something a little different for the top stuff. Last week I had the pleasure of hosting a panel at the Amazing Global Impact Summit in Sydney. And um, as you'll hear, it was about how your everyday choices can change the planet in a pretty big way when it comes to where you bank, how you invest, and who your business, if you have one, does its transactions through. This is the live recording from that session, and in it you get not one but three expert opinions on how moving your money can really move the world. So here it is, and I hope you enjoy. And a huge thanks for tuning in. This podcast is a labor of love that costs me money on weekends, but I do get great emails and comments back from you wonderful listeners, and that's what keeps me going. So on with the show.
Session Introduction
Ben0:47
When you think about the environment, you go, it is not just the most important thing in the world, it is the world. It is everything we eat, everything we drink, everything we wear. And without it, we're totally not here as humans. Yet, somehow, those of us wanting to get on with restoration and protection of the planet seem to spend as much time trying to find the funds to do it as actually doing the job, which kind of astounds me. You know, if you think of the effort that NGOs go to to raise money, you've seen some of the most creative ideas out there. You had rubber wristbands, we've got people dressed as giant furry koalas, we've got um everything from buy a goat, buy a product, sponsor a child, lotteries, raffles, charity beer, charity wine, everything. You know, we go to so much creative power just to go, please grow some money for the planet. And yet, maybe the money we're looking for is actually in the money itself. By rethinking our financial providers, we may be able to do things for our home planet without actually doing anything. And the good news is our panelists are on the mission to make that happen.
Finding Nature Funding Inside Finance
Ben1:55
Each of them, we've have we put them in order? We have. We put them in order on purpose because they each represent important parts of the financial system. We have Glenn Bartlett, he's co-founder of Green Pay, and that's the part of the system that processes payments. So when you transfer money or spend money, a little bit goes to the person who transfers it. Uh, Rob Kadar is manager Impact Assets Bank Australia, which does your savings, home loan, and everyday banking. And then we've got Alex Andrews, who does many things. Um, she's co-founder of Verve Super, which is the superannuation bit of the system. She's also director of Six Invest, which is Australia's only ethical share trade platform. And she's also had a past history as commercial director of commercial investments for Boundless, is it correct? That's right, which is Mike Cannon Book's investment fund. So she knows a lot about the investments and annuation part of the money. So, how you process payments, where you bank, where your super sits, and how you invest. You literally have on stage here the financial system. Um, so together we're going to work out how a little bit of the zillion squillion dollars that goes through the system can go into the ecosystem to protect our home planet.
Green Pay Bank Australia Verve Explained
Ben3:08
Um, my first question for you all is a very, very simple one. Um, each of your organizations does things a little differently. Could you please explain like I'm five, and in 30 seconds, tell me how is each of your organizations different to the ordinary financial system, and how does that benefit the planet? I'll start with you, Glenn.
Glenn Bartlett3:28
Thanks, Ben. Uh so Green Pay, but very, very simply, we turn transactions into conservation. How do we do that? We're a payments company. We take payments whether it's in person with a payment terminal or whether it's online. So think we replace those bank terminals from NAB and ANZ, et cetera, or we replace Stripe online. And rather than the profits going to those big entities who then often reinvested into fossil fuel projects or deforestation projects, or frankly take it offshore to Silicon Valley, we recycle 50% of our profits back through the Green Pay Foundation to protect and restore Australian nature. So that's Green Pay, that's how we work. We work with businesses, charities, organizations of any kind that are using the payment rails in Australia. Thank you.
Ben4:15
Rob, how does Bank Australia do a different thing? Thanks.
Rob Quadara4:18
Yeah, Bank Australia, uh, it's in the name. We're bank, the bits that we how we differ, two main bits. So we're customer owned, our customers are our shareholders. It means that we remove all the tension between sort of short-term shareholder value and longer-term value for customers and for our business. Our business exists, you know, solely for the primary purpose of benefiting our customers. And we're purpose-led, truly purpose-led. So we do that in two main ways, and what we don't invest in, and what we won't fund, and what we will fund. So we negatively screen out a bunch of harmful industries that other competitor banks might invest in. And then on the positive side, we specifically target lending and investment in areas that can make positive impact that are important to our customers and uh that we're well set up so we have capability to make some change in those sectors.
Ben5:10
Fantastic. Thanks. Alex, do you want to tell us how Verve Super does it differently and also Six Invest?
Alex Andrews5:15
Yeah, sure. Um, so Verve Superannuation is also a superannuation fund in the name. What we do is very similar. It's about how do we take superannuation, which every Australian has, and help to move it away from industries like coal, oil, and gas and towards that cause harm and towards more sustainable companies. So that is being able to offer a superannuation option to Australians that aligns with their values. Similarly, six is an ethical share trading platform. So if you want to invest as an individual investor outside of your superannuation and you also want to align that with your values, being able to use a platform that tells you and provides you with information on the ethics of different companies and makes that process a little bit easier. So obviously that's something, you know, at Verve, for example, we have an investment management team. They spend a lot of time making sure that the investments align with our members' values, but you might not, as an individual, have access to that information. Six gives you that. And just to clarify, so I don't currently work for Verve or I'm on the board of six, but yes, was the founder of Verve for a number of years.
Inertia Fear And The Default Trap
Ben6:26
Great. So if I was a company owner and I did all my transactions through GreenPay, and then I do my banking through Bank of Australia, and then I move my super in investments. I've made a significant impact on the world. And when you look at what people say, every single survey ever fundamentally says 90% of people want companies to do more about the environment, and 70% of people say they will move jobs to a company that does more about the environment. 70 to 90%, these are the numbers that come up over and over again. But I'm gonna take a punt, you guys are not at 70 to 90% market share. So why, why, when everyone wants it, is it so hard to get them to switch?
Glenn Bartlett7:06
So I think there is a massive inertia, right? And there's a fundamental, and this is a behavioral economics piece, there's a default to the default. As humans, we just default to the default. And in in our case, that's I'll get a terminal with Combank, or I'll use Stripe because they're in my face, and so on and so forth. And that's ultimately driven by fear. And that's why we default to the default because that's what everybody else does. So that's what I should do as well. And I think that's perhaps our biggest challenge. And from a Green Pay perspective, we're in the B2B space, we're selling to businesses. And with one simple decision, they can actually change a default setting that then changes the flow of every bit of money that runs through their business. But what gets in the way is that institutional inertia and that kind of, I think, desire to keep it safe. And there's there's friction there. And what we find is people seem to be so busy, harassed and hassled, like just generally in business and society everywhere. And we're being busy, harassed, and hassled, and frankly, distracted by our phones and social media and everything else. It's akin, in my mind, to moving the deck chairs around on the Titanic. And none of us have actually got time to go, let's go up and maybe steer the wheel a little bit and avoid that iceberg. And I think that's the challenge for businesses like the three of us is to get people's head up and get them to the cockpit to actually steer the boat slightly rather than be, I guess, distracted by the machinations of everyday life.
Ben8:32
So it's important, but it's not urgent kind of thing.
Glenn Bartlett8:35
Yeah.
Ben8:35
I read a stat once, I did a piece of work on superannuation. Said you're more likely to get a new partner, as in husband or wife than your superannuation. That's how hard it is. I mean, what have you found, Rob, but also you, Alex, in getting people to shift to Bank Australia or to Verb Super? Like what does spark that change? What's that aha moment where I go, okay, I fill in one form and I can change the world?
Rob Quadara8:59
Yeah, just to add to um what Glenn was saying, we recently commissioned some research for a product that we launched and it was about sort of customer sentiment, what's important to customers, etc., and you know, this perception of value, just to throw some stats around because they always sound good. This uh research found that nearly 80% of young Australians felt the impact made from their money and was important, either that you know, not to have harmful impact or to have a positive impact. So nearly 80%.
The Confidence Gap About Your Money
Rob Quadara9:29
But it was 22% of those same cohort of young Australians researched that felt confident that they understood what their money was doing today. So I think when asked the question, people engage, have a view, you know, have some ethics and values that they that are important to them. But in everyday life, life is busy, banking is boring, uh, value is often really simplified down to an interest rate, a dollar figure, zero dollar fees, or whatever these things are, and what's happening behind the scenes can be missed. So what we do is we're trying to educate and shout that out to our customers, often and always, what we do do with money, what happens in the system. We talk less about what others are doing. We talk more about what we're doing or not doing. And as I mentioned before, where we talk very loudly about the things that we refuse to invest in. Other banks probably don't shout as much about the things that they're, you know, certain mining operations and fossil fuel operations that they might invest in. What we don't, so we we tell everybody that. And then, you know, really to hark onto some of the messaging yesterday, like to tell stories about the positive impact that we do make through the intentional lending and investing that we do.
Alex Andrews10:38
Yeah, I'll just add to that and a question for you all when was the last time you looked at your superannuation? Because for most people, it's about once a year. And excuse me, sorry, I'm very dedicated to being here today, but quite unwell. Um, yeah, superannuation isn't something you touch. So at least with your banking, you use the card every day. But once you've set up your super with your employer, you're not really looking about it, you're not thinking about it. But really, that is it's such a powerful tool, and it really is for a lot of people the biggest asset they have over the course of their life. And where it's invested matters. What we found at Verve was certain life events trigger people to think about their superannuation, kids, changing jobs, so targeting those specific moments. But also we found that during really major climate events like bushfires, that was another time that people thought, where's my money going? What is it invested in? Does that align with my values? And really for me, that indicates that climate salience and the issues, people understand that climate change is an issue, but until they feel the impact, they're less likely to take action. So I think that's very much part of the human condition. But the reality is when we're feeling the impacts, it's simply too late. So we need friends, family, employers to be encouraging people to think about this stuff because ultimately we can't wait until the country's burning down for people to take action.
Ben12:01
So it's the suddenly when the important does become urgent, as in I can't breathe, as in what you've seen in America recently in Australia, what, six years ago, that's when it suddenly comes back to the fore. And do you find at that point, did you find that, Rob, suddenly everybody wants to bank with Bank Australia all of a sudden because they've thought about it? Is that a trigger point?
Rob Quadara12:19
Yeah, well, say with you know recent events for EV car loans, completely, and I'm sure it happened across the board, but you know, completely spiked um during that time where people, some type of event in the macro sense, you know, makes everybody take notice and think about what they're doing. Um, otherwise you sort of can, you know, roll back to your status quo a little bit.
Ben12:38
Yeah. And do you find you mentioned before, um, like the zero dollars or the upfront things that people catch as people's attention? Do you also have to bake something else into the product that gives people something now? You know, I've often heard from people doing sustainable products. It's like, oh, it has to not just be as good, it has to be a better product. You know, it has to be a cheaper rate or or for you know, green pay, it actually has to give them this extra benefit as well as the social environmental benefit. Does that help? Is that a way you do this?
Rob Quadara13:04
Yeah, I don't
Making Better Products People Actually Choose
Rob Quadara13:06
think we have to. I think that there's multiple reasons why we could or should do things like I talked about value, you know, being a dollar sign or a percentage rate. But if we can link in, so an example is that we've got a term deposit product that's a recent launch. Term deposit is somewhere you lock something that you lock money into, you get a you know, an interest benefit at the end of that term. We have built in, like cooked into that. Uh, you don't have to do anything, but you will get a social environmental benefit where the money you've invested, we will use to invest or to land into you know only very targeted, specific social and environmental outcomes. So that's cooked into the product. It's called an impact term deposit as opposed to a term deposit. So you you will get that. You don't have to take any concession or do anything for that. So that makes sense for us to do that. Yes, I've lost my train of thought on the second thing I was going to say. So I'll pause and it might come back.
Glenn Bartlett13:58
Maybe chime in there from a Green Pay perspective. You know, we've got of our customer list, I think you can segment it. There's two buckets. There's a bucket of customers who totally understand what we're trying to do for nature, what we're trying to do for the environment, and have bought into Green Pay on that basis. And, you know, Ben and Jerry's is downstairs. You'll see the Green Pay terminal there. They're one of our customers who absolutely understood the importance of examining their supply chain and trying to make sure that every dollar made a difference. We also have the other cohort, which actually may be larger at this stage in our book of business, who actually it's a real secondary thought for them, nature and the environment. But they've bought into Green Pay because our technology, our terminals like really leading technology, and we can get the price right for them. And so we deliberately built our business in such a way that we've got the scale of our partners behind us that enables us to compete head to head with banks and with others, because we're really clear, you have to start from where the customer's at. And most customers want to save money, they want a piece of technology that works, they want it to be easy for their staff. And so we speak into the listening of what they're looking for, and then they get the environmental benefit afterwards. There are some where you can lead with environment, but most of the time, actually, it's that's not the case. And from our perspective, it doesn't matter. Every dollar counts.
Ben15:21
Yeah, good point. So something for me and something for we, if you can get that right. I think I don't know if you all know the famous professor Mark Kramer, who is co-author of Shared Value and Collective Impact. He said that impact-based organizations at the start, they tend to be 80% people come in for the impacts, but by the time they scale, it's only 20% of their customer base. It's so to create scale is actually about the me, interestingly. It's us humans, isn't it? So we've talked about adoption of it. Another way to create scale of organizations like yourselves is actually to have more of the organizations, you know, because we need more people buying from better orcs. But that seems to be a barrier too. You know, Glenn Greenpey, you as a founder have chosen to give away 50% of the profits to the environment. Now, as a founder of a successful transaction system, you could be the next billionaire if you get this, right? And you're only got a chance to be half a billionaire. I'm really sorry. You know, so you've sort of potentially given up
Purpose As A Competitive Advantage
Ben16:14
something yourself to allow this. Rob, similarly with um Bank Australia has often puts out, I think you mentioned to me, you know, pre-chats that the impact fund you discussed, maybe take has a little bit of a less um financial benefit for the bank. So there's a choice by the organization to give a bit back and take a little. And I don't know if Verve Super works the same potentially, but what's the role in that? How is that? Do you think that is a big barrier? And do you think that really, if as a species we want to survive, this needs to become a bigger conversation, all the way from the owners, the founders, the shareholders to go, we need to collect to the customers to go, we need to collectively change this system. How do we deal with that, you know, to stop you guys being the only three people we can find to put on stage? Because there's not enough of these companies.
Glenn Bartlett16:56
So net net, I don't think it's a barrier at all. I think it's an advantage. Without, you know, green pay, without the green bit is just pay, right? And there's a lot of pay out there. We don't need another pay. We need the green bit of green pay. And so that's our core differentiator in the market. Yes, we earn our right to talk about green and we earn our right to make a difference and have the impact we're seeking to have, which to be clear is to close the funding gap for nature. We can solve a lot of the issues that we have in Australia from a nature perspective. We can protect the ecosystems, we can protect key species, but the scientists that have done the work don't have the funding to execute on it. There's billions of dollars gap there every year. So we're trying to close that funding gap. That's a story that gets us in the room with big organizations that we would not have a right to be in that room with if our brand was just pay without the green bit. And so the way I think about it is it's a core differentiator. You need a core differentiator. It gets us into rooms that we wouldn't otherwise get in, and I think quite rightly. And then finally, I think about it as it's a different go-to-market model. Effectively, rather than giving money to Mark Zuckerberg to try and spam people on socials and others to try and get our brand out there. We have to get our brand out there in a different way by leveraging our purpose and by leveraging networks like this to tell our story. You know, everybody here can tell three other people about that. That gets our story out there. That enables us to give 50% of our profits to nature and means we don't have to give 50% of them to the um the social media world. That's the way I think about it.
Ben18:33
So basically, it gives you a whole story you couldn't go to. Is that the same for you, Alex, Rob?
Alex Andrews18:38
Yes. I think we should be very clear that our three organizations and organizations in the finance system are not going to change the climate crisis. Like to address the climate crisis, we need renewable energy, renewable heat, we need green steel, we need totally different industry. And that really takes, we need government action. So the scale of the problem requires whole society transformation at a scale that our organizations will not affect. What we will do is demonstrate that everyday Australians are willing to vote at the ballot box and with their money behind this issue. So we buy influence, and that's really how we affect change, in my view.
Ben19:25
So you're the pioneers that basically show what's possible to some extent?
Alex Andrews19:29
We're the vehicles for collectivization, like to come together as a collective, to have a strong voice, and that initiates change. So, yes, absolutely, moving your money out of fossil fuels, it's an act of divestment. That's a movement, it's sending a message. I think it's important to recognize that's the message is the important piece. And then also for the individual, you don't profit off industries that you know are exploiting the planet. And that is also powerful. But in to actually affect, to actually create the change we need to see, it's large industry, it's government backed change. And we, the people, do influence that with how we vote, ballot box, bank, the systems we use in our companies, the way we invest.
Ben20:16
Great answer. The famous quote every dollar you spend is a vote for the world you want, right? Rob, you actually have an interesting story about that. Um Bank of Australia has been very good at pioneering new products. I believe one of them was when NDIS came out, you were the first to see that as actually income that people could use towards a loan. And you guys developed a product around it and it went really well. And then, of course, one of the major banks came in and um and went, oh, if you've proven as a business model, we'll do it too. Which is a classic example of they didn't pioneer it. It took you know the pioneers to have a go, kind of the the upstart startups almost to have a go. It to what extent? I mean, that proves a lot of what Alex is saying. It takes, it's you may not be changing as a company overall, but you're proving to the system it can change. But also it opens up a big question to me of just a lack of imagination and courage throughout other businesses to do these little proof points. You know, is that one of the key barriers here? I mean, it frustrates me that every company isn't going, oh, there's a business opportunity somewhere, let's try things. You know, is that a big barrier and what do we do to
Proving Models That Big Banks Copy
Ben21:21
change it?
Glenn Bartlett21:21
For us, I think we're lucky in many senses that because we're customer-owned, I mentioned before, we don't have the same tension around having to realize value in maybe the shorter time horizons as other organizations. So, in the example that you mentioned around investment into disability housing, and we've got examples in green lending, community housing, these in these areas we've been early movers because we've been able to take more time and what we would say would handle sort of higher transaction costs. So absorb more time to really get in the detail of how something works, why it doesn't work, how make it work and build relationships with partners and potential borrowers and you know actors and service providers in those sectors to really understand what the blockers are. I think maybe in other banks that can be difficult that if they're not able to, if they look at it, it looks overly complex and they're not able to, you know, navigate a way through to create value as easily as they might need to or as you know shareholders and others expect. So that's been something that has worked for us. Then when we see that inevitably there's then some tension that we might prove a concept that you know we make a market viable and larger banks will come in and want to join in on that, we love that. So that's how we define success for us. We know that we're not going to ever, you know, to Alex's point, we're not going to have a scale to create really meaningful and systemic change. We can do what we can to lead and advocate and try and influence, sort of catalyse others to scale so where there's enough of a market in all of these spaces for us to be profitable, sustainable and get the outcomes for our customers that they're looking for and to share that with others who can really take to the next level.
Ben23:10
That's an inspired business model the idea that you don't have to win as long as the system changes. How do you feel about that? What if tomorrow you know your competitors go, we'll give 50% to nature do you feel I've changed the world or is that like hang on you copy cats? That would be bloody brilliant.
Glenn Bartlett23:25
I mean if all the banks turned around and stripe and everybody else started giving 50% to nature, job done. Go to the beach, but they're not going to do it. And I think you know just listening to Rob there and and what Alex is saying, we're in the situation we are from a nature perspective and a climate perspective because we have systemic issues. It's a systemic issue. We can't rely on government because there's three year electoral cycles and they just need to get back into power. We can't rely on corporates because there's quarterly earning cycles and there's absolutely no advantage to them in being ahead of the curve. They need to deliver maximum earnings this quarter. So you need entrepreneurial businesses, you need member-owned businesses, you need wild entrepreneurs, some of the ones you see in the States the Elon Musks of the world who frankly don't care about what shareholders think. They've got a vision that's out there. They're very few and far between but you need that you need that disruption to actually change the system and what Bank Australia does is is brilliant because it's forcing them those corporates to bring it forward within their zone of where they need to operate. And you know if we could do that at Greenpay, we'd be over the moon. But we're not expecting it anytime soon. Any thoughts on that?
Alex Andrews24:35
I think it just thoughts around absolutely the the cycles within business and how to we can't wait every three years for an election for our vote to matter. One of the things that you know Six is really proud of is last year the AGM season for Woolworths they put forward a motion which had like over 30% shareholder vote to stop deep like to take deforestation out of their beef supply chain. So this was like a which they did subsequently. So this was a way of inserting yes it's still annual but inserting a vote, a literal vote that shareholders of six put forward to ensure that Australia is one of Australia's largest retailers no longer buys beef from suppliers who engage in deforestation. And that had an immediate impact and now both retail like Coles and Woolies have that same commitment. So that was like a for me a really clear and tangible way that we can vote with our dollars without influence to impact change in a maybe a shorter time cycle.
Ben25:39
We are sadly out of time but we have a little tiny bit of time.
Shareholder Power And The 30 Minute Plan
Ben25:43
If you have one message for this wonderful audience that you want them to take away what is it?
Rob Quadara25:48
Yeah look mine and and ours at the bank is simple. If you ask yourself and then if you can't answer it, ask your banking institution what do they do with your money? Actually spend half an hour to research it if you haven't before and if you're not satisfied with what you find then you know vote with your feet find an alternative. Bank Australia is not the only one doing what we do. Lots in the mutual sector particularly are you know have very very clear objectives around benefiting their customers and broader communities. But that's it. Just ask yourself the question challenge yourself and um yeah and if you're happy with what you find great and if you're not do something about it.
Alex Andrews26:25
I think it can be quite easy to feel overwhelmed by the number of things you could be doing get rid of, you know, don't use plastic think about try and get an EV, think about your banking, think about your super and then at the same time you're like, but the system is the problem. So it is deeply incongruent and I think just acknowledging that and that there is no perfect individual action that is going to change the scale at which things need to change. And also without individual action nothing changes. So very simply I think taking from your point set 30 minutes aside and five things you want to look at your energy provider, your superannuation, the systems you use in your business, if you're a small business owner, your banking and just 30 minutes once a week and see where you get to because if you can start those changes, they create that nice little dopamine hit and that's really what we all need, you know, if you can kind of affect change in one area, it gives you the encouragement to move on to the next. So and it just breaks down the problem so that you on an individual level can be voting in line with your values.
Glenn Bartlett27:30
Glenn or very similar message I think if you're a business leader in this room and you're running an organization, a charity and you have payments running through that organization credit card, debit card, direct debits, just take a moment to examine the default settings you've chosen there. Probably someone has set it up because you have a relationship with a bank 10 years ago or because you know the first thing that came up on Google you chose. Just take a moment to look at that and question it and see what they're doing for you outside of just moving money around and I think you know challenge those defaults and try and push through that inertia and yeah choose green pay. I mean that's not been around the bush yet.
Ben28:11
So so you you you all have your homework it's the most boring call to action you hear all day but it's probably the most important do half an hour looking at where your money's going and where your banking is how you're doing your transactions your super your money is changing the world one way or the other if you put in half an hour of effort you can choose how it changes it. And if we all did it just imagine have you all seen the multiverse you know Spider-Man etc you know how they just suddenly go to this perfect world because it's a different world everyone moves their money tomorrow the world changes like that. That's how easy this actually is it just takes us all to take half an hour. So thanks for joining us and please give a round of applause to our guests I'm gonna change this world today make those bad things go away
