You’re juggling three pressures at once. Growth targets that don’t care about your timeline. Trust requirements that penalise you for cutting corners. And compliance obligations that treat your marketing as a regulatory surface.
Launching a fintech product into that reality takes more than a campaign. A fintech go-to-market strategy that actually works is a coordinated commercial system where product, brand, web, compliance, sales, and onboarding execute as one.
This roadmap covers who to target, how to position, what motion to run, how to launch, and what to measure. Not as isolated marketing tactics, but as cross-functional execution designed to compound.
The strongest launches start with a narrower market wedge than most teams are comfortable choosing.
1. Define a Narrow Target Market Before Anything Else
Broad targeting is the most expensive mistake in fintech, and the hardest one to see clearly while you’re making it. When your addressable market is “SMBs who need better payments” or “consumers underserved by traditional banking,” every decision downstream gets diluted. Messaging tries to speak to everyone and resonates with no one. Paid acquisition burns budget across segments with wildly different buying triggers. Product priorities fracture because three different user types want three different things.
The fix isn’t just “pick a niche.” It’s building a launch wedge: one clearly defined buyer profile, one urgent problem that profile can’t ignore, and one triggering event that makes them actively seek a solution right now.
This matters more in fintech than most verticals because the buyer, the use case, and the compliance context are deeply intertwined. A cross-border payments tool for e-commerce sellers in the EU has a fundamentally different regulatory surface, sales cycle, and trust threshold than the same tool positioned for freelancers in Southeast Asia. Blur those distinctions and your compliance review gets slower, your landing pages get vaguer, and your sales team spends half their calls qualifying out.
Separate the roles inside your target account. The economic buyer (CFO, founder), the technical evaluator (engineering lead vetting your API), the compliance stakeholder (who needs to know you won’t create regulatory exposure), and the end user (who cares about the daily experience) often have competing priorities. Your go-to-market motion needs to address each one, which is only possible when you know exactly who they are.
Go beyond industry labels. Layer firmographic filters (company size, funding stage, geography) with behavioural signals (recently hired a Head of Finance, started posting about payment pain on LinkedIn) and regulatory filters (operating in jurisdictions where your compliance posture is already strong). That combination produces a segment you can actually win.
Then build a deliberate “not now” list. Segments that look attractive but require a different product configuration, a different compliance wrapper, or a sales cycle your team can’t support yet. Protecting the launch from scope creep is as strategic as choosing the target. When your segment is sharp, everything accelerates: brand narrative, landing pages, paid acquisition, and sales collateral all align around a single story instead of hedging across three.
2. Choose Your Regulatory Route as a Go-to-Market Decision
Most founding teams treat the regulatory question as a legal workstream running parallel to the “real” launch plan. That separation is where timelines slip, budgets balloon, and messaging gets stuck in review cycles nobody forecasted.
Your market-entry route determines how quickly you can launch, what your product can offer on day one, what claims your marketing can make, and which geographies you can operate in. It’s the single decision that shapes every other constraint your launch team will work within.
Map the Commercial Options First
Three primary paths exist, each with distinct implications for speed, cost, and product flexibility.
A sponsor bank or BaaS partnership is the fastest route to market. You inherit an existing licence, which means shorter timelines and lower upfront cost. The trade-off: your partner’s risk appetite dictates what you can offer, and their compliance review process sits between your team and every product change.
A partner-led launch through an established financial institution gives you credibility by association and simplifies early trust signalling. But it introduces dependency on their priorities, timelines, and brand guidelines layered on top of yours.
Building toward your own licence is the slowest, most capital-intensive path and the one that gives you the most long-term control. Some teams pursue this from day one. Others launch via partnership and migrate later. The choice shapes your product roadmap for years, not months.
The right answer depends on your launch wedge, your funding runway, and which jurisdictions you need first.
Sequence Jurisdictions by Commercial Logic
Resist the instinct to launch in your home market by default. Sequence target jurisdictions by regulatory complexity, speed to approval or partner onboarding, and commercial upside for your specific segment. A market with a lighter licensing framework and strong demand from your target buyer might deliver revenue months before the “obvious” market would.
Define What the Launch Team Actually Needs
The operating output from this decision should be concrete, not a legal memo in a shared drive. Your launch team needs:
- Expected timelines: realistic approval or partner onboarding windows, with buffer for the delays that always materialise.
- Cost buckets: licensing fees, legal counsel, compliance tooling, partner revenue shares. All mapped before the launch budget is finalised.
- Day-one product guardrails: a clear, written list of what the product can and cannot offer at launch versus what unlocks in later phases.
- Dependency owners: named individuals responsible for each regulatory milestone, so blockers surface in standups rather than post-mortems.
Translating a regulatory route into brand positioning, website copy, onboarding flows, and launch messaging requires fluency across disciplines that rarely sit under one roof. The teams that get this transition right tend to have a partner who can move between compliance implications and creative execution without losing signal in translation.
3. Build a Message Architecture That Balances Urgency, Safety, and Proof
Features don’t close deals in fintech. Not by themselves. When money, sensitive data, and regulatory risk sit at the centre of every buying decision, your audience needs more than a capability list. They need to believe the outcome is real, the risk is managed, and the proof is verifiable. That’s a message architecture problem, not a copywriting one.
The Core Message Stack
Start with three layers that support each other structurally.
The problem your buyer can’t ignore: not a generic industry trend, but the specific, quantifiable pain your launch wedge experiences. “Reconciliation takes 40 hours a month across three systems” hits harder than “payments are broken.”
The promised outcome: what changes for the buyer commercially, operationally, or both. Frame this as a measurable shift. Revenue recovered, hours eliminated, compliance exposure reduced. Vague promises (“seamless experience”) get filtered out by anyone who’s been through two vendor cycles.
The proof that makes the promise believable: pilot data, named design partners, regulatory credentials, integration certifications, security posture. This is where trust signals like SOC 2 compliance, processing speed benchmarks, or a specific compliance framework stop living in a separate “Trust” section of your site and start reinforcing the value proposition directly. Security, compliance, and speed aren’t features in their own bucket. They’re the evidence layer beneath every claim you make.
Tailor the Narrative by Stakeholder
Your message stack stays the same. The emphasis shifts depending on who’s reading.
Executive buyers filter for commercial upside and risk reduction. They want revenue impact, competitive positioning, and confidence this won’t create a regulatory problem they’ll have to explain to investors. Lead with the outcome and the proof. Keep implementation details light.
Product, operations, and compliance stakeholders need something different. They’re evaluating workflow fit, integration complexity, and whether your product creates more work for their team or less. They need API documentation quality, sandbox availability, onboarding timelines, and how your compliance posture maps to their existing obligations.
Consistency Creates Compounding Trust
The architecture only works if it holds across every surface your buyer touches. Site copy, sales decks, onboarding sequences, launch emails, partner co-marketing assets. When the problem framing shifts between a landing page and a follow-up deck, or when proof points on your website don’t match what a sales rep presents, trust fractures quietly. Consistent messaging across these touchpoints is often where experienced partners create outsized lift, because it requires cross-functional creative coordination that most internal teams are stretched too thin to maintain.
4. Match Your Go-to-Market Motion to How Your Buyer Actually Buys
The wrong sales motion makes even a strong product feel too expensive, too risky, or too hard to buy. You can nail your target segment, clear every regulatory hurdle, and build a message architecture that sings, then lose momentum because the way you’re trying to sell doesn’t match how your buyer wants to purchase.
Three Motions, Three Contexts
Sales-led fits when you’re selling into multi-stakeholder enterprise accounts with high annual contract values, long evaluation cycles, or significant compliance exposure on the buyer’s side. If your prospect needs legal review, a security questionnaire, and sign-off from three departments, self-serve won’t shortcut that process. Sales-led means dedicated AEs, tailored demos, custom proposals, and a customer success function that activates before the contract is signed.
Product-led or self-serve works when value can be experienced quickly. Developer APIs, infrastructure tools, workflow software where a prospect can sign up, integrate, and reach an outcome without talking to anyone. Onboarding needs to be self-explanatory, documentation exceptional, pricing transparent on the page. Your product is doing the selling, which means every empty state, tooltip, and error message is sales collateral.
Partner-led makes sense when a channel partner’s credibility, distribution, or regulatory cover materially improves adoption. In fintech, this is common: a bank partnership, an accounting platform integration, or an industry association endorsement can compress trust-building timelines that would otherwise take quarters. The trade-off is dependency. Your launch timeline, co-marketing assets, and product roadmap become partially governed by someone else’s priorities.
Define the Operational Implications
Each motion requires different infrastructure:
- Sales-led: demo environments, proposal templates, and handoff protocols between marketing (who generated the lead) and sales (who runs the cycle).
- Product-led: investment in activation metrics, in-app guidance, and a support team monitoring usage patterns rather than waiting for tickets.
- Partner-led: co-branded collateral, joint enablement sessions, and clear rules about who owns the customer relationship post-sale.
Most fintech launches don’t stay in one motion permanently. A staged hybrid (starting product-led to prove adoption, then layering sales-led for upmarket expansion) is a legitimate strategy. The mistake is trying to run both simultaneously from day one without the team or tooling to support either properly.
The right motion isn’t the fashionable one. It’s the one that matches your buyer’s purchasing behaviour, your team’s current capacity, and the trust threshold your product needs to clear.
5. Design a KYC-Optimised Onboarding Funnel That Converts
The most carefully crafted go-to-market motion stalls at one predictable point: the moment a new user hits identity verification and decides it’s not worth the effort.
This is where fintech onboarding diverges from every other category. You can’t skip compliance steps or defer them indefinitely. But you can design the path so verification feels like a natural part of gaining access to something valuable, not a bureaucratic wall between signup and the product.
Map the Full Activation Path
Chart every step from first visit through verification completion to first meaningful value (a funded account, a successful transaction, an active API integration). Most teams optimise pieces of this funnel in isolation. Marketing owns acquisition. Product owns the app. Compliance owns verification. Nobody owns the seams between them, and the seams are where users disappear.
Where your compliance model allows it, use progressive or risk-based verification. Let users experience core value before requiring full document uploads. A user who understands what they’re getting is far more willing to submit an ID than one still evaluating whether the product is worth their time.
Reduce Friction Without Reducing Rigour
Mobile-first document capture with real-time image quality feedback (“Too blurry, try again in better light”) prevents the frustration loop of submitting, waiting, getting rejected, resubmitting. Labelled progress indicators that honestly reflect what’s ahead reduce the anxiety of open-ended processes. Plain-language explanations at each permission request (“We verify your identity to comply with federal regulations and protect your account”) answer the question users are already asking.
Security cues should reassure without adding clutter. A padlock icon near a document upload field, a brief line about encryption. These reduce abandonment because the overall experience signals competence and care. Error messages need to explain both the problem and the fix. “Upload failed” is useless. “File too large. Please use an image under 10MB” moves the user forward.
Measure What Actually Predicts Retention
Verification completion rate alone doesn’t tell you enough. Track these together:
- Verification completion by step: isolate exactly where users abandon. A 40% drop at document upload is a different problem than a 40% drop at address confirmation.
- Time to first value: the gap between account creation and first funded transaction or successful integration. This predicts whether a user becomes a customer or a churn statistic.
- First successful transaction rate: the percentage of verified users who complete a core action within 7 days.
- Drop-off by device and channel: mobile capture issues, redirect failures from partner sites, and browser-specific bugs hide in aggregated data.
These metrics should feed directly into product and design decisions, not sit in a quarterly dashboard. Teams that treat onboarding as a performance system, continuously measured, tested, and refined, convert at materially higher rates than those who build the flow once and move on.
6. Build a Pricing and Packaging Model That Scales, Not Just Converts
You can acquire users efficiently, clear every compliance hurdle, and still watch the business deteriorate if your pricing doesn’t align with how customers actually receive value. Pricing in fintech isn’t a spreadsheet exercise you hand to finance after the product is built. It’s a commercial architecture decision that shapes adoption curves, payback timelines, and whether your unit economics hold up under real-world cost pressure.
Choose a Structure That Mirrors Value Delivery
The right pricing model depends on how your buyer experiences the benefit, not on what’s easiest to implement.
- Subscription (flat recurring): works when value is continuous and predictable. Simplifies forecasting but can create adoption friction if the buyer isn’t sure they’ll use the product enough to justify a fixed commitment.
- Usage-based: aligns cost directly with consumption (API calls, transactions processed, accounts connected). Lowers the barrier to entry but makes revenue forecasting harder and requires robust metering infrastructure from day one.
- Transaction fees: a percentage or flat fee per payment, transfer, or trade. Intuitive in financial services because the customer pays in proportion to value moving through the system. The risk is margin compression as volumes grow and customers negotiate.
- Hybrid models: a base platform fee plus per-transaction pricing, or a freemium tier that caps usage before a paid threshold. These match real buying logic more accurately but introduce packaging complexity that needs clear communication.
Set packaging around how your buyer thinks about the purchase, not around your internal product org chart. Bundling features by persona or use case (“Growth,” “Scale,” “Enterprise”) typically outperforms bundling by technical module.
Stress-Test the Economics Before You Launch
Model what needs to be true for this to work at scale, not just for the first 50 customers.
- CAC payback period: if it extends beyond 18 months, your funding runway is financing growth that hasn’t proven it can sustain itself.
- Gross margin under real cost pressure: factor in partner revenue shares, compliance tooling, fraud losses, bank sponsorship fees, and support load. Many fintech products look healthy on top-line growth while quietly bleeding margin through cost-to-serve layers that weren’t modelled early enough.
- Scalability of cost lines: some costs scale linearly with users (support, compliance review). Others don’t (infrastructure, licensing). Identify which category each cost sits in before committing to a pricing floor.
The goal isn’t a perfect model. It’s a clear-eyed view of which assumptions are baked into your projections and which ones could break first.
Make the Commercial Story Consistent Everywhere
A pricing page, a sales proposal, a self-serve calculator, and a partner co-marketing sheet should all tell the same economic story. When the pricing page emphasises transparency but the proposal introduces fees that weren’t visible earlier, trust fractures at exactly the moment the buyer is deciding to commit.
This consistency requires cross-functional coordination between product, sales, marketing, and finance. The teams that get it right treat pricing communication as a brand discipline, not an operational afterthought. Applying the same discipline to fintech marketing budget planning ensures that spend allocation reinforces the commercial model rather than drifting from it.
7. Build a Channel Strategy Around Fit, Not Volume
The instinct to “be everywhere” is one of the most expensive impulses in fintech marketing. Every channel added without a clear thesis for why it works for your specific buyer, deal size, and sales cycle dilutes focus and inflates cost per acquisition. Fintech trust is channel-dependent. Your audience builds confidence through specific touchpoints, and the wrong mix doesn’t just underperform. It actively burns credibility alongside budget.
Stack Channels by How Your Buyer Evaluates
For B2B fintech selling into financial institutions or enterprise accounts, the core stack includes account-based marketing, targeted outbound, webinars with genuine practitioner insight, and thought leadership published where your buyers already read. Strategic partnerships (bank networks, accounting platforms, industry associations) compress trust timelines in ways paid acquisition cannot replicate.
For infrastructure, API-first, or SaaS fintech products, the stack shifts. Developer documentation becomes your most important marketing asset. Interactive demos, sandbox environments, and product-led entry points let technical evaluators self-qualify before a sales conversation happens. Marketplace and ecosystem distribution (partner platforms, app directories, integration hubs) puts your product where developers are already looking. Determining the right balance across these stacks is where fintech channel mix optimization translates strategic intent into measurable acquisition efficiency.
Prioritise Before You Spend
Before scaling budget into any channel, match it against four criteria:
- Buyer behaviour: where does your target segment actually research and evaluate?
- Deal size: does the channel economics justify the cost per lead?
- Sales cycle length: can this channel sustain engagement across a multi-month evaluation?
- Proof required: does the channel give you room to present the evidence your buyer needs?
Then define the operational scaffolding. For partnerships, that means written criteria for partner selection, explicit co-sell expectations, and defined referral terms before the first co-branded asset goes live. For every channel, set specific KPIs tied to pipeline contribution, not vanity metrics.
One Narrative, Multiple Surfaces
The strongest channel programs share a single narrative across every surface: website, content, creative, outbound sequences, and sales follow-up. When the story your webinar tells contradicts the story your landing page tells, or when a partner’s co-marketing asset drifts from your positioning, the buyer notices the inconsistency even if they can’t articulate it. That narrative coherence across channels is one of the clearest indicators of a mature go-to-market operation, and one of the hardest things to sustain without integrated creative execution backing the strategy. Developing a fintech full-funnel marketing strategy provides the structural framework needed to maintain that coherence from first impression through conversion and retention.
8. Build a Sales Enablement Stack That Closes, Not Just Impresses
Most fintech deals don’t die at the top of the funnel. They die in the middle, after the first demo went well and the champion said “let me loop in a few people.” That’s where momentum quietly bleeds out.
The cause is almost always the same: materials needed to move the deal through internal review weren’t ready. Procurement asks for security documentation and gets a one-pager from two quarters ago. A compliance stakeholder raises a data residency question and the rep scrambles. The CFO wants ROI justification and receives a generic case study from a different vertical.
Interest isn’t the hard part. Conversion through the review gauntlet is.
The Proof Stack Your Buyer Actually Needs
Think of sales enablement in fintech as a proof stack: layered materials designed to satisfy every stakeholder who touches the deal before it closes.
- ROI calculator or savings model: a working model the buyer can plug their own data into, showing time saved, cost reduced, or revenue recovered. Specificity separates this from marketing fluff.
- Security and infrastructure overview: SOC 2 status, encryption standards, data residency, uptime history. Formatted for the security team, not the marketing team.
- Compliance FAQ: mapped to the regulatory frameworks your buyer operates under (GDPR, PCI-DSS, state-level requirements). Pre-answer the questions their legal team will raise. They’re predictable.
- Integration narrative: how your product connects to their existing stack, with realistic timelines and technical prerequisites.
- Proof points from pilots or early customers: “Reduced reconciliation time by 62% across 14,000 monthly transactions” carries weight. “Our customers love us” does not.
Objection Handling Beyond the Primary Buyer
The champion who found you isn’t the person who will slow the deal down. Procurement, legal, risk, and IT security each bring distinct objections requiring distinct response formats. Building dedicated collateral for each of these stakeholders, before the first enterprise deal reaches their desk, compresses review cycles that otherwise stretch for weeks.
Structure Enterprise Validation Properly
If your GTM strategy includes pilots, define the structure before offering them. Scope, duration, success metrics, and transition rules into production should be documented upfront. An open-ended pilot with vague success criteria becomes a free trial that never converts.
Make sure the story marketing tells about success matches exactly what sales presents during the pilot kickoff. When those narratives diverge, the buyer’s internal champion loses credibility with their own team, and your deal loses its advocate.
Getting all of this right requires joined-up creative and strategic execution that most teams underestimate. The proof stack, the stakeholder-specific collateral, the alignment between marketing narrative and sales delivery: this is where a polished, cross-functional partner often helps teams present with a maturity that outpaces where they’d be assembling these assets in-house.
9. Plan Your Launch Cadence and Measure What Compounds
Fintech launches rarely collapse because of one spectacular mistake. They stall from something quieter: unowned dependencies, timelines that flex without consequence, and iteration cycles that never actually close. The difference between a product that launches and one that grows is operational cadence.
Map the Rollout in Two Phases
Pre-launch is where decisions get locked, not discussed indefinitely. Before anything goes live, your team needs firm alignment across seven areas: target segment, message architecture, sales or product-led motion, pricing and packaging, compliance-approved assets, onboarding flow, and at least one form of proof (pilot data, a named design partner, a credible benchmark). Each should have a single owner and a completion date. If any item is still “in progress” on launch day, that’s scope creep dressed up as thoroughness.
Launch should be scoped tighter than most teams want. A limited first-market deployment (one segment, one geography, one channel mix) gives you real signal before you scale. Define go-live checkpoints: asset approvals complete, onboarding tested end to end, sales team briefed, monitoring dashboards active. Assign clear owners so blockers surface in daily standups, not in the post-launch retrospective.
Run the Operating Rhythm
A launch plan without a weekly operating cadence is just a document. The rhythm that keeps execution honest is a weekly GTM review pulling marketing, sales, product, and customer success around shared leading indicators.
- Funnel conversion by stage: where are prospects entering, and where are they stalling? Aggregated rates hide the specific stage that needs attention.
- Activation rate: the percentage of new users reaching first meaningful value within a defined window. This connects acquisition spend to actual product adoption.
- Pilot progress: for sales-led motions, track active pilots against defined success criteria and conversion timelines. Open-ended pilots are the silent killer of pipeline forecasts.
- Channel efficiency: cost per qualified lead and cost per activated customer, broken out by channel. Kill underperforming channels early rather than averaging them into a blended CAC that looks acceptable.
- Early retention and expansion signals: are customers completing a second transaction? Increasing usage? Requesting additional seats? These signals in the first 30 to 60 days predict long-term value more reliably than any satisfaction survey.
Iteration Is the Product
The weekly review exists to produce decisions, not status updates. When activation stalls, the response might be an onboarding flow change, a messaging adjustment, or a sales enablement gap. When a channel burns budget without producing qualified pipeline, reallocate before the quarter ends.
Teams that treat launch as an event build once and hope. Teams that treat it as an operating system build, measure, adjust, and compound. That discipline is what turns a single product launch into a growth engine that accelerates with each cycle. Running a periodic fintech digital marketing audit ensures that each cycle is grounded in a clear diagnosis of what’s working and what needs to change.
How to Launch a Fintech Product in 90 Days: A Phased Rollout Plan
The nine strategic areas above are decisions. They don’t execute themselves, and they don’t sequence themselves. Running positioning work, website builds, sales enablement, and onboarding design in parallel without a coordination layer produces internal chaos that looks like progress on a Gantt chart and feels like confusion in every cross-functional meeting.
What follows is a 90-day rollout sequence that puts those decisions into execution order.
Before the Clock Starts: Lock Five Foundations
Don’t begin the countdown until these are firm. Not “in progress,” not “mostly aligned.” Firm.
- Launch wedge defined: one segment, one problem, one triggering event.
- Regulatory route selected with realistic timelines and cost mapped.
- Message architecture documented and approved by compliance.
- GTM motion chosen (sales-led, product-led, or partner-led) with operational implications understood.
- Pricing model stress-tested against at least two scenarios.
Assign one accountable owner for launch coordination. Not a committee. Not a shared Slack channel. A single person who runs the weekly cadence and escalates blockers before they become delays.
Days 1 to 30: Finalise Strategy and Commercial Model
- ICP sharpened to operational detail: firmographic, behavioural, and regulatory filters locked. Write and circulate the “not now” list so scope creep has nowhere to hide.
- Positioning and proof inventory complete: problem statement, promised outcome, and available evidence catalogued. Identify gaps in proof with a plan to close them (pilot recruitment, benchmark sourcing, partner credential confirmation).
- Market-entry assumptions documented: target jurisdictions sequenced, day-one product guardrails written, dependency owners named.
- Commercial model finalised: pricing page draft, sales proposal template, and partner terms aligned to a single economic story.
By day 30, every team member should be able to articulate who you’re launching to, what you’re promising, and why the buyer should believe it.
Days 31 to 60: Build the Engine
- Website and landing pages built: copy reflects the message architecture. Position compliance-approved claims and proof points where the buyer’s eye already lands. Integrate onboarding entry points throughout.
- Sales enablement stack assembled: package the ROI model, security overview, compliance FAQ, integration narrative, and at least one specific proof point for each stakeholder in the buying committee.
- Onboarding flow implemented: design progressive verification, test mobile document capture, write error messages that move users forward.
- Pilot or partner conversations advanced: document pilot scope and success criteria before the first handshake. Draft co-marketing terms alongside outreach to design partners.
Days 61 to 75: Pressure-Test the Funnel
- Soft-launch traffic directed through the full path: run small paid campaigns or partner referrals hitting landing pages, flowing through onboarding, reaching first value. The goal is signal, not scale.
- Internal QA completed: test every page, form, and email sequence across devices, browsers, and edge cases. Verify compliance assets as current and correctly placed.
- Cross-functional readiness review: walk marketing, sales, product, and customer success through the entire buyer journey together. Surface gaps between what marketing promises and what the product delivers here, not after launch.
Days 76 to 90: Go Live and Tighten
- First segment activated: launch to the defined wedge, not the entire addressable market.
- Weekly KPI reviews running: review funnel conversion by stage, activation rate, channel cost per qualified lead, and early retention signals with decision authority in the room.
- Rapid iteration on real data: adjust messaging where conversion stalls, reallocate channel spend where efficiency drops, refine onboarding steps where abandonment clusters. Every review produces a decision, not a discussion.
By day 90, you have more than a launched product. You have a functioning operating system where brand, sales, product, and post-click experience pull in the same direction, measured weekly, and improving with every cycle. Scaling that operating system into repeatable growth depends on disciplined fintech marketing campaign management that coordinates every channel against shared performance targets.
