From Problem to Product: How Plumery Turned Banking Pain Points into a $4.5M Venture

Some of the most successful startups begin not with a revolutionary technology breakthrough, but with a teenage moment of frustration. For Plumery founder Ben Goldin, that moment came with his first banking experience.

In a recent episode of Category Visionaries, Ben shared how a clunky banking interface encountered in his youth eventually led to building a company that’s reimagining digital banking experiences. His journey offers valuable lessons for founders on converting personal pain points into fundable business opportunities.

When Personal Pain Points Meet Professional Insight

“I experienced a very clunky, slow and unreliable interface of a traditional bank,” Ben recalls of his first banking experience. “And I said, gosh, if I would have a chance to change that sometime in the future, that would be awesome.”

What makes this story particularly interesting isn’t just the initial frustration, but how it intersected with professional observations years later. As CTPO of Mambu, a leading cloud-based banking platform serving over 300 customers across 60 countries, Ben noticed a pattern that validated his early intuitions.

Identifying the Real Problem

Years of industry experience helped Ben spot a deeper issue: “I witnessed how many organizations are still building the same thing again and again. And the second thing, how many of them are actually failing to build it from the first try and still do not manage to create a proper experience for their end customers.”

This observation revealed not just a surface-level user experience problem, but a fundamental issue with how banks approach digital transformation. It was this insight that would eventually form the foundation of Plumery’s value proposition.

Converting Observations into Opportunities

Rather than simply building another banking software solution, Ben looked for ways to solve the problem differently. “We help banks build delightful customer experiences and stay long term relevant and innovative,” he explains, but the key was in the approach.

Plumery pioneered what Ben calls a “buy for feature parity and build for competitive edge” strategy, allowing banks to implement standard features quickly while maintaining flexibility to innovate where differentiation matters most.

The Role of Domain Expertise in Fundraising

Having identified the problem and developed an innovative solution, the next challenge was securing funding. Here, Ben’s extensive industry experience proved invaluable. “Being someone who did things before, being someone who stayed in the domain for a while, it’s definitely much easier to raise capital,” he notes.

But expertise alone wasn’t enough. Ben shares a crucial fundraising insight: “It’s good to connect with some angel investor or some non leading VC who is super well connected and can introduce you with others and create a hype around the product that you are building.”

Building the Right Team

With funding secured, the focus shifted to execution. “We assembled a team of very experienced people, each of them in their own respectful areas, both in product and engineering,” Ben shares. This emphasis on expertise extends throughout the organization, reflecting the understanding that transforming banking experiences requires deep domain knowledge at every level.

Lessons for Founders

For founders looking to convert their own observations into funded ventures, Plumery’s journey offers several key insights:

Personal experiences can validate market opportunities, especially when combined with professional observations
Deep domain expertise provides credibility with both customers and investors
Novel approaches to existing problems can be more valuable than entirely new technologies
Strategic networking in fundraising can create momentum and generate inbound interest

The Power of Staying Relaxed

Perhaps surprisingly, one of Ben’s key pieces of advice is about mindset: “Don’t be too serious. Keep it simple and relaxed… We sometimes are too afraid of doing things we don’t feel confident about our own instinct and thoughts.”

This approach has helped guide Plumery toward an ambitious vision: “to change the way how people experience banking and do that for a meaningful number of people globally.” It’s a reminder that even when addressing serious problems in traditional industries, maintaining perspective and trusting your instincts can be crucial to success.

For founders looking to build in regulated or traditional industries, Plumery’s story demonstrates how combining personal experience, professional insights, and innovative thinking can create compelling opportunities – even in well-established markets.