The Story of Arc: Building the Future of Business Banking

The Story of Arc: Building the Future of Business Banking

Sometimes the most powerful insights come from crossing industry boundaries. In a recent episode of Category Visionaries, Arc founder and CEO Don Muir shared how his East Coast finance background revealed a critical gap in Silicon Valley’s startup ecosystem – one that would lead to creating a new model for business banking.

From Wall Street to Silicon Valley

Don’s journey to founding Arc wasn’t the typical Silicon Valley story. Before starting the company, he worked in late-stage private equity in New York and did management consulting at Boston Consulting Group. This East Coast finance background would prove crucial in spotting an opportunity that many Valley insiders had missed.

“Coming from a New York value based investing background, I had an appreciation for, one, raising debt and equity, understanding the nuances between nondilutive and dilutive capital,” Don explains. When he arrived at Stanford for his MBA, he noticed something striking: founders were giving away too much of their companies too early.

Spotting the Opportunity

During his time at Stanford, Don observed that many founders viewed equity as their only funding option, even when their businesses had strong fundamentals. “A lot of the founders that I talked to during my time at Stanford, they thought that equity was the only type of capital to fund their business at the early stages, even once their revenue generating, and had really high quality recurring sources of revenue,” Don shares.

This insight led to Arc’s founding thesis: by using modern technology to analyze financial data, they could offer non-dilutive growth capital to companies that traditional banks were overlooking. The goal was to help founders “avoid unnecessary dilution while avoiding the pain point, the relationship driven, offline nature of credit processes that were under serving these early stage software businesses.”

Building a New Model

Arc’s approach was radically different from traditional banks. Instead of relying on relationships and manual processes, they built a technology platform that could ingest and analyze months of financial data to make faster, more objective lending decisions. “We do in days what takes a traditional bank weeks to months to do,” Don notes.

The company developed two complementary products: a funding solution for growth capital and a banking product for cash management. This dual approach wasn’t just about diversification – it was about serving clients through different market cycles. As Don explains, “We can serve clients in bull markets and in bear markets, and we can help them extend the runway and invest in growth in both market environments.”

Breaking Through in a Regulated Industry

Financial services had long resisted disruption, largely due to regulatory barriers. “Financial services is one of the last frontiers to truly be disrupted by technology,” Don observes. “Why is that the case? It’s largely regulatory capture. Washington and Wall Street have been inextricably intertwined since the founding of this country.”

But Arc saw an opening. Through the emergence of banking-as-a-service infrastructure and fintech solutions, the industry was finally becoming more accessible to innovation. The company’s growth – “over ten x year over year” according to Don – proved that the market was ready for change.

The Future of Banking

Looking ahead, Don’s vision for Arc is bold. “Fintech will dominate corporate banking,” he predicts. “You’ll have players like Arc who are competing head to head with JPMorgan Chase on large transactions with large institutional clients, owning not just the banking relationship, but also the lending and spend management relationship as well.”

This isn’t just optimism – it’s based on a clear assessment of traditional banks’ limitations. “The incumbent banks who dominate, who comprise 98% of share today, they can’t keep up and they, unfortunately, cannot innovate organically,” Don notes. Their organizational structure and relationship-driven approach make it difficult to adapt to technology-driven changes.

Arc’s goal is to become “the future software bank for the next gen business in the United States.” By maintaining their focus on technology-driven decisions and customer needs, they’re working to create a more efficient, equitable financial system – one where a company’s fundamentals matter more than its connections.