Vincent Nguyen keeps rebuilding Fintech24h before he has to

QYou could have offered a full menu from day one. Why only marketing, and why only crypto?

Because I did not know the other work well enough yet. I knew how to get a blockchain project in front of the right audience. I did not know how to run a token launch or community operations, so I did not sell that. We picked one job and said no to everything else for about a year. It felt slow at the time. Looking back it is the only reason we got through the first bad market.

QThe 2022 downturn hit a lot of agencies in this space. What did it do to Fintech24h?

It took away half the pipeline in a quarter. Projects that were about to sign just went quiet. What saved us was that we were cheap to run and we had one clear thing to sell. When budgets came back, the first thing a founder needs is still attention, so we were the first call. If we had spread across five services we would have been average at all of them and easy to cut.

QHow did Fintech24h go from a marketing agency to something broader?

Web3 founders kept asking for things that sat next to marketing but were not marketing. Help me structure this partnership. Introduce me to this fund. Sit in on this call and tell me if the deal is real. We started saying yes one at a time. After about eighteen months the company was doing go-to-market and business development, not just campaigns. My co-founder Phat Vo, who runs product, has a line for it: a campaign has an end date, a go-to-market motion does not. So what we hand a client now has to keep working when we are not in the room.

QDid adding all of that dilute the company?

It would have, if we had kept it loose. That is why we made it official. We named the function, hired people whose job was only that, and wrote down how it works. A thing you do on the side stays amateur. A thing you staff and document becomes a service.

QWhat did AI change in the day-to-day work?

I have said in public that AI has empowered digital marketers with unprecedented capabilities, and I stand by it, but the practical version is more boring. The repetitive layer is machine work now. First drafts, scheduling, list segmentation, ad optimisation, the follow-up sequence in the CRM. Tasks that once took days or weeks can now be completed in hours.

QWhat did you do with the hours you got back?

We stopped hiring people to make things and started hiring people to judge things. The model writes the first draft now. The job is knowing whether the draft is any good, whether a KOL is worth the fee, whether a community is real or just large. That is a different kind of hire, and usually a more expensive one.

QCrypto marketing has a trust problem. Bots, paid engagement, communities that look big and do nothing. Cheaper AI seems like it would make that worse.

It does make the fake version cheaper. Anyone can generate a thousand posts and a bought following now. So the value moves to the people who can prove the real thing. We check a KOL on what they actually delivered for past clients, not their follower count. We read a community by what people do inside it, not how many joined. AI helps us run those checks faster. It does not let us skip them.

QWhat is the honest reason a founder should hire Fintech24h in 2026 instead of a few good tools?

The tools give everyone the same output. What they cannot give you is a team that has run this exact process for five years, and they cannot give you the room. A campaign gets you noticed. Getting into the right conversation is a separate problem, and it is the one founders underestimate.

QYou said founders underestimate the introduction problem. What are you doing about it?

A few years ago I noticed the real bottleneck for a good project was not attention. It was access. The founder needed one conversation with the right exchange, or the right fund, or the right partner, and there was no clean way to get it. The usual answer is you go to a conference and hope. So we started making those introductions by hand for our own clients. It worked well enough that we gave it a name.

QWhich is?

The DealMakers' Club. It is a small, checked network for Web3 and fintech. You put up two lines, what you can offer and what you are looking for. We look at whether there is a real fit, we ask both sides if they want the introduction, and only then do we connect them. We do not hand out contact lists and we do not drop people into a group chat. It is closer to matchmaking than to a directory.

QHow far along is it?

We are opening the third season now. There are a few tiers, from a simple listing up to a featured profile with a short video. People apply through a form and we verify them over Telegram before they are in. It stays small on purpose. The point of it is that everyone has been checked.

QYou have reshaped this company three times. Do you know what the fourth one is?

I think it already started. The first three were about what we sell. The next one is about what we are. Less a company that runs your campaign, more a group that helps you find the people you need and get in the room with them. The marketing still matters. It is just not the whole point anymore.

QLast question. What has not changed through any of it?

The method. We do not decide what the company is in a planning offsite. We watch what clients ask for twice, and we build that. Everything else, the name of the service, the size of the team, the tools we use, all of it is allowed to change.